Chapter 4Human Resources

Hotel Operations Management, 2nd ed. ©2007 Pearson EducationHayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

The Role of Human Resources

HR Is Both a Line

and Staff Function

Helping line managers with HR-related duties:– Employee selection– Orientation– Training– Evaluation– Compensation

HR Specialists

GM must define authority boundaries between line managers and staff managers.

Making final employee selection decision

Providing department-specific orientation

Initiating ongoing training

Supervision activities(e.g., performance appraisal)

Line Managers

Hotel Operations Management, 2nd ed. ©2007 Pearson EducationHayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

How HR personnel assist in hotel’s overall operation:

Implementing policies to effectively recruit, select, motivate, and retain the most qualified management and nonmanagement staff

Developing and delivering orientation, safety, security, supervisory, and some department-specific training programs

Developing and communicating HR policies that are equitable and fair to all employees while protecting the rights of the hotel

Interpreting, implementing, and enforcing the ever-increasing body of laws and regulations

Helping to maintain appropriate standards of work-life quality and ethical business policies and practices

The Role of Human Resources (cont.)

Hotel Operations Management, 2nd ed. ©2007 Pearson EducationHayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Job Descriptions Job Specifications

Two Staffing Tools

Staffing the Human Resources Department

A list of tasks that an employee in a specific position must be able to perform effectivelyStatements about duties, responsibilities, working conditions, and specific job activities

Example: HR director (recruitment, selection, evaluation, promotion)

A list of personal qualities necessary for successful performance of the tasks required by the job description

Statements about knowledge; skills; education; physical and personal characteristics

Example: HR director (considerable knowledge of principles and practices of HR management)

Hotel Operations Management, 2nd ed. ©2007 Pearson EducationHayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Legal Aspects of Human Resources: Employee Selection

Bona Fide Occupational Qualifications (BOQs):Qualifications to perform a job that are judged reasonably necessary to safely or adequately perform all tasks within that job.

Education or certification requirementsLanguage skillsPrevious experienceMinimum age (for jobs such as waitress or bartender)Physical attributes (amounts able to be lifted, carried, etc.)

Licensing

Legitimate BOQs

Hotel Operations Management, 2nd ed. ©2007 Pearson EducationHayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Employment Applications

Tools to screen employee applicants:

Interviews

Only provide info directly relating to the job Demographic info, employment history, educational background, criminal history, employment status, references, drug testing

Testing

Other

Race, religion, and physical traits should not be askedAge may be asked only for the purpose of legal requirements

Follow strict state guidelines and requirements for pre-employment drug testing

Obtain applicant’s permission in writing for background and reference checks

Legal Aspects of Human Resources: Employee Selection (cont.)

Hotel Operations Management, 2nd ed. ©2007 Pearson EducationHayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Equal Employment Opportunity Commission:Employers cannot discriminate against employees on the basis of race, color, religion, sex, or national origin.

Americans with Disabilities Act (1990)

Prohibits discrimination against job candidates with disabilities

Age Discrimination in Employment Act (1967) Protects individuals age 40 and older

Immigration Reform & Control Act (1987) Prohibits hiring illegal immigrants

Fair Labor Standards Act (1938)

Protects young workers from employment interfering with education or that is detrimental to health

Legal Aspects of Human Resources: Employee Selection (cont.)

Hotel Operations Management, 2nd ed. ©2007 Pearson EducationHayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

“At-Will” Employment Employment Agreement

Legal Aspects of Human Resources: Employment Relationships

Employees can elect to work for the employer or terminate the work relationship anytime

Employers can hire or terminate any employees with or without cause at any time

Document specifying the terms of the employer-employee work relationship

Indicates rights and obligations of both parties

Hotel Operations Management, 2nd ed. ©2007 Pearson EducationHayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Legal Aspects of Human Resources: The Law in the Workplace

One cannot ask favors of a subordinate in exchange for employment benefits; neither can one punish an employee if an offer is rejected.A GM should follow strict zero tolerance policy and procedures– Issuing of appropriate policies– Conducting applicable workshops– Developing procedures to obtain relief – Developing written protocols for reporting – Investigating and resolving incidents and grievances

Hotels (employing 50 or more staff) should provide up to 12 weeks of (unpaid) leave to an employee for a birth, adoption of a child, or serious illness of an immediate family member.

Sexual Harassment

Family and Medical Leave (1993)

Hotel Operations Management, 2nd ed. ©2007 Pearson EducationHayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Unemployment insurance (allowing temporary financial benefits to employees who have lost jobs)Unemployment claim (asserting the worker is eligible for unemployment benefits)

Employee evaluation (assuring work performance [nothing else] forms the basis for employee evaluations)Discipline (effectively communicating and consistently enforcing workplace rules and policies)Termination (preventing unacceptable termination of employees)

The Fair Labor Standards Act (FLSA) establishes minimum wage, overtime work rates, and equal pay regardless of gender.

Compensation

Employee Performance

Unemployment Issues

Legal Aspects of Human Resources: The Law in the Workplace (cont.)

Hotel Operations Management, 2nd ed. ©2007 Pearson EducationHayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Selected employee records should be maintained.

Examples of record keeping:– Department of Labor records (e.g., employee’s name, address, gender, job title, work schedule, hourly rate, regular and overtime earnings, wage deductions, and payday dates)– Any deductions from wages for meals, uniforms, or lodging– Amount of tips reported (for tipped employees)

– Covered leave and amount of leave for eligible employees (Family and Medical Leave Act)

– Employment eligibility verification (Immigration Reform and Control Act)

– Personnel matters and benefit plans (Age Discrimination and Employment Act)

Employment Records

Legal Aspects of Human Resources: The Law in the Workplace (cont.)

Hotel Operations Management, 2nd ed. ©2007 Pearson EducationHayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Internal Recruiting External Recruiting

Human Resources in Action: Recruitment

Focusing on internal applicants for vacant positions

Focusing on internal applicants for vacant positions

“Promotion from within” Alerting friends and relatives of current employees

Recruitment is not solely the job of HR departmentCurrent staff can impact hotel’s turnover rate

Hiring from outside sources Newspaper and other media advertisements, job fairs, executive search firms, recruiting at schools, “help wanted” signs Attracting external candidates

Recruitment Methods

Hotel Operations Management, 2nd ed. ©2007 Pearson EducationHayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Selection:Evaluating job applicants to determine those more qualified (or potentially more qualified) for positions.

Human Resources in Action: Selection

Selection Devices

Employment interviewsEmployment tests

Preliminary screening (reviewing application)

Reference checksDrug tests

Hotel Operations Management, 2nd ed. ©2007 Pearson EducationHayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Orientation:Providing basic information about the hotel that should be known by all of its employees.

Human Resources in Action: Orientation

GoalsReducing anxietyImproving moraleReducing turnoverProviding consistencyDeveloping realistic expectations

ContentsHotel overview (mission statement) Guest service/relations trainingEmphasis on teamworkPolicies and procedures, including handbookCompensation and benefits Guest safety and securityEmployee and union relationsProperty tour

Hotel Operations Management, 2nd ed. ©2007 Pearson EducationHayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Training is absolutely critical to the hotel’s success!

Human Resources in Action: Training

Group TrainingEffective when several (or more) staff must learn the same thingUse of a role-play (e.g., upselling training for front desk agents)

Individualized Training

One-to-one training method

Mainly responsible for individualized line departments

Improve knowledge or skills of staff

New employees and experienced staff need training

Ongoing professional development can motivate staff and help employees’ advancement opportunities

Implement “train the trainer” program

Hotel Operations Management, 2nd ed. ©2007 Pearson EducationHayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Human Resources in Action: Performance Evaluation

Goals

Determine where staff can improve performanceAssess eligibility for pay raises and promotionsImprove moraleAssure legal compliance

HR Dept. Roles

Develop policies & procedures for property-wide systemCommunicate these policies & procedures to all staffAddress and resolve employee concerns as they arise File performance evaluation results in employee records

Hotel Operations Management, 2nd ed. ©2007 Pearson EducationHayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Steps of Performance Appraisal System

Performance standards are established for each position

Evaluation information is filed

Policies (e.g., frequency of rating) are established

Data is gathered about employee performance

Raters must evaluate performance

Discuss performance evaluation with employees

Human Resources in Action: Performance Evaluation (cont.)

Hotel Operations Management, 2nd ed. ©2007 Pearson EducationHayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

What other employers attempting to attract the same applicants pay What employees working on different jobs in the hotel are paidWhat other employees working on same jobs within the hotel are paid

Legal, fair, balanced, cost-effective, and viewed as reasonable by staff

Compensation:All financial and nonfinancial rewards given to managers and nonmanagement staff members in return for their work.

Human Resources in Action: Compensation

Effective compensation programs should be:

Establish pay for specific positions based on:

– Salary/wagesDirect financial compensation

– Benefits (health insurance, paid vacations, etc.)

Indirect financial compensation

Hotel Operations Management, 2nd ed. ©2007 Pearson EducationHayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Work-Related Accidents and Illnesses

Human Resources in Action: Employee Safety and Health

Working Conditions(e.g., greasy floors in kitchen)

Work to Be Done (e.g., cooks using knives)

HR staff assistance for health-related activities:

Developing and selecting programs to help employees cope with stress

Developing procedures applicable to workplace violence

Communicating updated info about HIV in the workplace

Providing information about cumulative trauma disorders

Hotel Operations Management, 2nd ed. ©2007 Pearson EducationHayes/Ninemeier Pearson Prentice Hall

Upper Saddle River, NJ 07458

Human Resources in Action:Workforce and Work Quality Improvement

Professional Development

Cultural Diversity

Continuous Quality Improvement

Improving

Work

Quality

TECHNIQUES