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CHAPTER ONE

INTRODUCTION

1.1 OVERVIEW OF THE STUDY

The subject matter of the research work focuses on ‘human

resources management as a tool for efficiency in the hospitality

industry’. Effective human resources management is pivotal in any

business or non business organization where people are groups

collectively for the purposes of achieving organizational goals and

objectives. It is true that some people adhere to the fact that

finance is the life wire of any organization but without human

resources finance cannot combine other factors of production to

achieve the desired goal of the organization. Human resources is so

important and should be seen as invaluable assets of a firm as

asserted by Agbato (1980:27) that a company’s most important

resource, or asset, is its human resource. The human resource is

the personnel and personnel department who staff the firm with

the desired workers or managers. Their importance cannot be over

– emphasized. Any company’s success, on the final analysis,

depends most on the quality of the people who work for it-that is

personnel or human resources. This, of course, includes workers

and managers at all levels in the organization from top to bottom. It

is a common business fact that a financed firm or even the best

equipped plant will not function properly or make good enough

profit if its workers and managers are incompetent.

This, then, is the reason why the human resource must be well

managed in any type of organizational set-up.

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It is, however, regrettable that although most managers recognise

the value of company personnel, only very few of such managers

put value or high premium on the firm or company’s human assets.

To illustrate this assumption, take an example of a company whose

Balance sheet lists a typewriter as an asset.

Question, “shouldn’t the typist also be listed as an asset? After all,

without a typist one would say rightly so, a typewriter is useless to

a company. To this end a good management of people is vital to the

success of any organization and this is done not only by a

Department know as the personnel department, but more so by the

individual managers under whom an employee works.

Today, as the business world progresses, it is being gradually

recognized that the personnel Department has a distinct role to

play. Its traditional functions include recruitment of new

employees; training, development and appraisal of employees,

motivation, and industrial relations (labour union, organization,

collective bargaining, development in labour relation). Services

relationship and advisory relationship.

The hospitality industry cannot succeed without organizational

effectiveness of her human resources. It is truism according to

Etuk (1995:243) organization effectiveness, the capacity of an

organization to adopt, maintain itself, survive, and grow in the face

of changing conditions, depends to a considerable degree upon how

effectively its work-force can be managed and utilized. This is so

because the human resource of an organization which comprise all

individuals, regardless of their role and status, who are engaged in

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any of the organizational activities, are its most important and

valuable assets.

Industries generally and business organizations in particular have

been slow to realize and accept that their personnel are usually

more important than machines. This is why the history of labour

unions is replete with stories of conflict between management and

employees. But the growth of powerful labour unions and scarcity

of qualified personnel have jointly forced management to change

their attitude by showing that they are interested in each employee

as an individual and by developing the spirit of cooperation. The

specialized responsibilities for employee relations are now generally

recognised as a primary staff function performed by the personnel

manager who is the specialist in charge of the personnel

department.

Lack of effective management of human resources is a constraint

facing Nigeria as a developing country. The limitation is not only

restricted to one sector of the economy, the hospitality industry as

a service oriented business suffer more in terms of the adverse

effect. The cumulative effect and evidential impact could be cited

for low service delivery and the dearth of excellent services in the

hospitality industry. According to ONWUCHEKWA (1995:7)

personnel management has become very important in the

achievement of the objectives of any business organization. It helps

the business firm to maintain an effective work force. The

personnel manager understands the expectations of the workers

and society in human resources development. So, through the

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activities of personnel management, the organization, the

individual and society can satisfy their objectives.

The role of personnel management has significantly changed in

modern times. At first, the dominant role was to satisfy top

management in procuring and maintaining a work force that would

be instrumental in organizational productivity. As acknowledge by

flippo, 1985 in ONWUCHEKWA (1995:7) the manager understands

the necessity for the ascertaining and accommodating the needs of

human beings who constitute the work force. He or she constantly

searches for the programme which would support the

accomplishments of both organizational and individual objectives.

As has been pointed out, Nwachukwu (1990:175) observed that

human resources of an organization are its most important asset.

The success or failure of the enterprise depends on the people who

must work there. Failure by an entrepreneur to recognize this may

lead to many un savory results.

The entrepreneur must recognize that the selection of employees is

one of his most important tasks.

The hospitality sector of the Nigerian economy is very wide within

the tourism industry as asserted by Okoli (2001:12) on the

component of tourism drawning from the experience of Thomas and

Thomas (1992:14) identified the most important components of

tourism product as transport, stay and attraction. Included in the

modes of transport are land, water and air while attraction

component of tourism involves climate, nature, shopping facilities

and leisure. Examples of tourism attraction facilities in Nigeria and

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elsewhere are the National War Museum, Umuahia (Abia State),

Ogbunike cave (Anambra State), Yankari National park (Bauchi),

Oguta lake Hotel and zoological Garden Nekede (Imo State) and

Argungu fishing festival (Kebbi State), among others. On stay, as a

component, hospitality business takes care of it as the lodging of a

tourist in hotels, motels, guest houses etc, the food and beverages

served, how they served, when and the manner constitute tourism

attractions. These functions are done by human resources.

John I. N. Inyanga and Ifeoma I. Ifegbo (2006:98) supported the

view of Okoli that hospitality sector is part of tourism industry and

stresses on the essence of hospitality aand tourism thus “Rest,

relaxation and leisure are synonymous with tourism. Rest has its

own place in life. God created the day for work and night for rest

and also created official and unofficial hours and also provided for

rest. But does man really rest? How many of us actually take time

out to rest and visit places of our interest when we tend to work

during leave periods? Rest is what repairs the body mentally,

physically and otherwise. A rested person is bound to be more

productive (Agibe 2006:5). This is where tourism comes in as a

brain box towards the growth of every man on earth.

From the words of Bassey (2006:22), tourism markets have the

potential to enhance lives in a sustainable framework through

providing wealth creation, choice, innovation and competition. The

travel and tourism industry contains these four elements that

enable it becomes dynamic market force for sustainability in the

future. It has the capacity to increase exports, bring in capital

investment, boost economics (GDP) and create employment.

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Following these opportunities of the sectors, the federal, state and

local governments and some private business entrepreneurs

invested much resource on tourism in Nigeria. The extent to which

the benefits realized are equated to the investments made is still

another subject matter. What is important is that for tourism

business to be highly developed and promoted in Nigeria, the sector

operators have to be well equipped with component human

resources.

History of Concorde Hotel Owerri

Imo Concorde Hotel limited Owerri, Imo State, Nigeria is one among

the best five star hotel in Nigeria and Africa as a whole, established

in 1983 by the Imo State government. It is situated within the

Owerri metropolis, just 30 minutes drive from Port Harcourt

International Airport and 15 minutes drive from Imo Airport. It is

accessible from the all parts of Nigeria. Its clam and serene

environment is suitable for business meetings, conferences,

training programs, and social gatherings and perfect for

holidaymakers. Children age 12 and under 12 stay free in the room

with parents and in existing bedding.

The hotel is located in Owerri, close to the government buildings.

The hotel has 7 floors with 223 rooms. However, there is no suite.

The amenities in the hotel include 24 hours front Desk, AM/FM

Alarm clock, baby-setting/child services, bar/lounge, business

center, casino, concierge, express checkout, free parking,

handicapped rooms/facilities, laundry/valet services, modern lines

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in room. The hotel has no smoking rooms/facilities. Pets are

allowed in the hotel.

There is pool, restaurant, room service safe deposit box,

shops/commercial services, television with cable, tennis and a lot

of beautiful appealing recreational facilities. Management/employee

relations are cordial. The marketing philosophy of the hotel is

customer satisfaction.

Nike Lake Resort Limited

Nike lake resort limited is the second hotel used as the case study

of the research work. Below

Hotel Description

The word “NIKE” means “with power” and it is well known that the

igbo people lived up to this name. The hotel is well located

geographically. The city’s main street “Opara Avenue” runs through

the main town from the North East to the South West, offering all

the usual attractions of typical in-land Nigeria, which includes

street traders, shops, fashion and clothing boutiques, banks,

markets, post offices, garagers, eateries and the state’s stadium.

Nike Lake Resort has 216 well appointed and furnished rooms 8

suites, suitable for all tastes and budgets. All the rooms and suites

have either a garden or lake view and each room provides the

ultimate in comfort and luxury that you can expect from an African

sun hotel. Nike Lake Resort prides itself on being able to carter for

any type of guest that stays the night, with any request never being

too much. The hotel property houses ten (10) self catering villas

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comprising of 5 Bedrooms Duplexes and 5 Bedrooms bungalows all

tastefully furnished and fully equipped.

Room Type & Quantity.

- Classic rooms 23

- Superior rooms 109

- Deluxe rooms 35

- Executive suites 9

- Diplomatic suite 2

- Presidential suite 1

The rooms at Nike Lake Resort have the following facilities:

Air conditioning

Bath tub and / or shower all en-suite

Telephone

TV with 10 DSTV channels

Full length mirror

Minibar fridge (stock on request)

Hairdryer (on request) writing desk

24 hour room service

Smoke detectors and sprinklers

Tea & coffee making facilities

Multiple 220v plugs.

Wake up call, baby cots (on request)

Private balconies

Free wireless internet

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Hotel Facilities

For breakfast, a full English Buffet is available at lunch time. The

lake restaurant offers an a’ la carte’ menu and for dinner a

fabulous buffet is on offer for all the guest at Nike Lake Resort.

Maximum capacity of 180 people are serves a variety of mouth

watering dishes from around the globe.

Heineken Bar: Heineken bar serves a variety of wines, spirits and beers, 24hrs a day.

Restaurant

Pool terrace

24 hour front desk operations, porters

Wireless internet access

EUROPE CAR live services

Gift shop/curio shop

Message therapy centre

Larger car park

Children’s play ground

Safe deposit boxer at reception, well equipped GYM

Swimming pool

Volleyball

Basketball

2 tennis courts

Jogging and boat rides.

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1.2 Statement of the Problem

The hospitality industry is not observed with problems. There are

many challenges that plagued the industry. One of these is inability

of management in hospitality business to carryout effective and

efficient human resources management. Be it as it may, the

hospitality industry required good customer relationship

competency in services delivery, good reception, courtesy etc.

However these are lacking due to poor human resources

management.

The root of the problems facing hospitality industry can be traced

to poor recruitment exercise based on unprofessional procedure of

hiring workers e.g. recruitment based on god-fatherism, nepotism,

ethnicity, poor remuneration of workers do promote high rate of

labour turnover. The industry is therefore not attractive to highly

qualified workers due to inadequate motivational incentives.

Some of the hotels see no need for training and manpower

development despite the fact that most of their workers have low

level of education, semi-illiterate and poor skill in hospitality

business.

Lack of good industrial relations is something that always transfers

of aggression from workers to customers.

The general attendant effects of poor human resources

management little low patronage, low sales. When the sale volume

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is low there will be decline in sales revenue and consequently this

will lead to business failure in the hospitality industry.

1.3 Objectives of the Study

The following are the objectives of the study:

i. To find out the best way for effective and efficient human

resource management in the hospitality industry.

ii. To explore modern procedures for employment

iii. To investigate the techniques for good training and

manpower development

iv. To examine the method for wages and salary

administration.

v. To unearth the most peaceful steps for industrial

relations.

vi. To discover problems affecting human resources

management in hospitality industry.

1.4 Research Question

The basic research questions for the study are enumerated below:

i. What are the best way for effective and efficient human

resources management in the hospital industry?

ii. What are the modern procedures for employment?

iii. What are the techniques for good training and manpower

development?

iv. What are the method for wages and salary administration?

v. What are the most peaceful steps for industrial relations?

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vi. What are the problems affecting human resources

management in hospitality industry?

1.5 Hypothesis

Ho1 – Employment functions of personal management

depends on step by approach.

H1 – Employment functions of personal management does

not depend on step by approach.

Ho2 – Training and manpower development contribute to

effective human resources management.

H2 – Training and manpower development does not

contribute to effective human resources management.

Ho3 – Effective wages and salaries administration can

enhance higher productivity by the workers.

H3 – Effectives wages and salaries cannot enhance higher

productivity.

Ho4 – peaceful working atmosphere depends on good

industrial relations.

H4 – peaceful working atmosphere has no relationship with

good industrial relations.

Ho5 – Motivation is necessary for effective performance.

H5 – Motivation is not necessary for effective performance.

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Ho6 – Internal and external forces are the problems of human

resources management.

H6 – Internal and external forces are not the problems of

human resources management.

1.6 Significant of the Study

The study will be immense value to stakeholders in the

hospitality industry in various ways.

i. It will provide useful information to the management

for decision making in human resources

management

ii. It will reduce inefficiency and promote higher

productivity.

iii. The study will provide information on how to recruit

skilful personnel.

iv. The entire workforce of the hotels will find this study

very illuminating in understanding the organization

human resource management policy.

v. The study will help to promote industrial peace and

harmony.

vi. The information found in the research work will serve

as reference materials for students in higher

institutions of learning.

1.7 Scope and Limitation of the Study

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The scope of the study is on human resources management as a

tool for efficiency in the hospitality industry. Concorde Hotel limited

Imo State and Nike Lake Resort Limited Abakpa Enugu State were

the unit of analyses

The limitations or constraints to the study include inadequate time

for the research due to much course work, financial constraint is

another problem. However, the aims and objectives of the study are

achieved through the application of scientific systematic approach

of conducting research.

1.8 Definition of Terms

Some of the terms used within the context of the study are defined

below for purposes of clarity and avoidance of ambiguity.

Board of Inquiry: Boards of inquiry are used in cases where both

conciliation and arbitration are considered inappropriate and where

public interest is involved (Inyang & Akpama 2002:221)

Conciliator

Is one appointed by the minister of labour productivity or by the

state chief labour office to inquire into the causes and

circumstances of a dispute between employers and employees

(Ituen 1993:45).

Efficiency

Within the context of the study, efficiency means using minimum

input to achieve maximum output.

Hospitality

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Friendly welcome and entertainment of guests or strangers, which

usually includes offering them food and drink. (chambers 21st

century dictionary )

Industrial Arbitration Panel

Is the panel established by law. IAP handles disputes referred to it

by the minister within (14 days) when such disputes are not

resolved at conciliation stage.

Motivation

Motivation is defined as the willingness or propensity of individuals

to act in a certain way. Etuk (1995:254)

Performance Appraisal

Performance is the periodic evaluation or measurement of the

performance or contribution of the employees within a particular

period.(Unquote)

Personnel Management

Personnel management is that part of management that is

concerned with the maintenance of human relationship and

ensuring the physical well-being of employees so that they give

maximum contribution to efficient working” Inyang & Akpama

(2002:4)

Voluntary Machinery

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It is a process where employers and employees settle disputes by

themselves without the involvement of third party.

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REFERENCE

Agbato, J. O. (1980) Business Management Questions and Answers series for Advanced Students. University Press Ibadan.

Eboh F. E. (2002) Management Theory Models for Decision Making Computer Villa, Enugu.

Etuk, E. J. (1995) Foundations of Modern Business Management. University of Calabar Press Calabar

Inyanga J. I. N. & Ifegbo I. I. (2006) The Enterprise International Research Journal for Development October to December 2007 ISSN 1595- 0719 Vol. 9 No 2, Association for public Analysis (APPA-NIG).

Nwachukwu C. C. (1990) The Practice of Entrepreneurship in Nigeria. Africana – first publishers limited Onitsha.

Okoli, Chukwudum (2001) Tourism Development Management in Nigeria, Enugu, Jee Communications.

Onwuchekwa C. I. (1995) Personnel Management Goshen Publishers, Awka.

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CHAPTER TWO

LITERATURE REVIEW

2.1 Theoretical Framework

Administrative theory of management propounded by Henr: Fayol

is adopted for the study. As listed by Eboh (2002:62)

The 14 principles of administration covers many areas of human

resources management. These principles are division of work

among the employees, authority and responsibility assigned to

employee, discipline of erring staff, unity of command i.e. principle

of being answerable to one boss, unity of direction or purpose,

subordination of individual interest to general interest of the

organisation interest.

Fair remuneration so as to motivate the workers, centralization

scalar chain so as to facilitate good flow of communication, there

should be order i.e. a situation where things are put in place in the

people order, equity is necessary for good human resources

management, stability of tenure of employee. Workers are expected

to have initiative an dispirit de corps – tea – work for the workforce

to achieve their group goals.

The study is based on the above theoretical framework.

2.2 Hospitality Nature and Concept

This chapter features review of related literature that is pertinent

for the understanding of the subject matter under review. To clearly

understand human resources management as a tool for efficiency

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in the hospitality industry, it is important to highlight on what

constitutes the hospitality industry, the type of service offering and

the hospitality market.

Chambers 21st century dictionary looked at hospitality as the

friendly welcome and entertainment of quests or strangers, which

usually includes offering them food and drink.

Okoli (2002) defined hospitality as friendly and generous reception

and entertainment of quest and strangers.

Intrinsically, this definition suggests the delivery of tangible and

intangible services more passionately in such a way as to stimulate

physical attraction and peace of mind. The intangible services are

the core “product” offering of hospitality industry is fundamentally

characterized by performance, satisfactory acceptance and a cost

implication.

Chigozie (2006: 95) asserted that the constituent of hospitality

industry include the transport, finance, Hotels and suites,

Hospitals, Tourism, Education, and Agriculture etc. However, from

the views expressed by the various authors it is clear to note that

hotels are part of hospitality industry. Its definition connotes

friendliness, care, generosity, reception which must be delivered in

a superlative effectiveness and efficiency by the workers. Human

resources management is therefore pivotal and the engine room

upon which the success of any hotel depends. The import of the

definition in the first place is that the customer is the king. The

customer may be rude, crude, arrogant, pompous, uncultured and

unnutured, yet he remains the king. This agrees with the opinion of

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Onah and Thomas (1993:18) on marketing concept which they see

as a corporate state of mind under which management requires

that all marketing functions should be integrated and company

policies built on the basis that customer needs and wants are the

starting points for all efforts. It is therefore a philosophy applied to

the operation of a firm in which customer- and customer needs are

recognized as of utmost importance. It is based on both the

philosophy that hoteliers are in business to serve and satisfy its

customers and on the determination that this is to be done

profitably.

2.3 Definitions of Human Resources Management

According to Akpan (2003:130) she stated that personnel

management is variously referred to as human resource

management, staff management or manpower management.

She look at personnel management as a line management

responsibility and a staff function. Livy (1988). Personnel

management is the practice of managing people at work. To Riches

and Morgan (1989) Human resource management in any

organization is a part of the process of management in general but

is focused on the people side of management seeking to ensure that

the objectives of the organization are met. Glueck (1978) opined

that human resources management is the function of all

enterprises which provides for effective utilization of human

resources to achieve both the objectives of the enterprise and the

satisfaction and development of the employee.

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Onwuchekwa (1995: 6) asserted that personnel management is a

component system of the management sub-system of an

organization.

Etuk (1995:243) supported the notion that personnel management

is considered a sub area of general management. It is that function

of management which is concerned with the human resources of

the organization. Specifically, personnel management is defined as

the recruitment, selection, development, utilization of, and

accommodation to human resources by organizations.

Appleby (1987:265) personnel management is that part of the

process of management that is part is concerned with the

maintenance of human relationship and ensuring the physical well-

being of employees so that they give maximum contribution to

efficient working. This definition clearly relates the personnel

management to general management process in the organization.

Building from this plethora of definitions, Inyang and Akpama

(2002:4) defined personnel management as a set of organization-

wide functions and activities which are designed to influence the

effectiveness of employees in the organization and having regard for

the well-being of the individuals and the working groups. This

definition emphasizes individuals and their relationships with the

organization, and how these can be developed to achieve desired

efficiency and effectiveness thereby accommodating the needs of

the employees and the organization simultaneously. Be it as it may,

the hospitality industry will survive and prosper based on effective

sound personnel policies and programmers designed to influence

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productivity, costs, quality of work life and compliance with

personnel-related laws.

2.4 Employment Functions of Human Resources in the Hospitality Industry

Employment of human resources is not an haphazard exercise as

considered by some employers.

Appleby (1987:266) itemized these functions to include.

(i) Reception

(ii) Recruitment

(iii) Selection

(iv) Promotion

(v) Transfers

(vi) Terminations

(vii) Maintenance of employee records.

One of the most important functions of employment is reception as

pointed out by the author which some writers tend to ignore in

human resources text book.

It is not fallacious to point out that some organizations does not

give good reception to those invited for interview. Sometimes

candidates are allowed to stand under the sun without sitting down

or being offered relaxation atmosphere.

In the view of Inyang and Akpama (2002:51) look at recruitment as

the process of an organization attempting to engage additional

human resource for operational purposes. In the words of Osuala

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(2004:179) it is a process of attracting a pool of candidates from

which jobs can be filled.

Recruitment could be internal or external.

Unamka and Ewurum (1995:145) asserted that some of the

avenues from which the personnel managers could obtain

employees are

(a) Inter-departmental transfers

(b) Re-engagement of employees turned out during redundancy

(c) Employee’s relations and friends

(d) Trade unions

(e) Public employment agencies such as the public services

commission

(f) Institutions, such as the universities

(g) Through the press advertisement in local Newspapers

(h) Professional associations

Added to this is unsolicited application and private employment

agencies said Inyang and Akpama(2002:53).

Once a pool of candidates has been short-listed, the next step is to

select those to whom the job will be offered. According to Osuala

(2004:179) the selection process can be broken down into seven

steps.

(a) The application form

(b) The screening interview

(c) Testing

(d) Reference cheeks

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(e) The in-dept interview

(f) The physical examination

(g) The job offer

Selection is indeed a step by step approach based on the

organization policy.

Promotion is an important sub area of employment function as

explained by Hackett (1979:12) “if you have selected employees who

are thinking in terms of a career, rather than just a job, you will

need to think carefully about the kind of career development

opportunities that are open to them in your business, if they find

that the opportunities for enhanced responsibility status/pay

which they seek are not, after all, available, they will leave you in

favour of greener pastures. Encouraging, and fulfilling, their

aspirations by the adoption of a policy of promotion from within

has certain advantages.

Transfers, terminations and maintenance of employee records is

seen by Appleby (1987:266) as essentials functions that falls within

employment functions.

2.5 Wages and Salaries Administration Of Employees In The Hospitality Industry

It is argued by Inyang and Akpama (2002:145)that the aims

of wages and salaries administration include

(a) To attract, retain and motivate staff by developing and

maintaining competitive and equitable salary structure

(b) To ensure that a sufficient number of suitable workers are

attracted to join the organization.

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(c) To develop and maintain a logical salary structure which

achieves equity in pay for jobs of similar responsibilities and

consistency.

(d) To ensure that salary levels match market rates.

(e) To keep the salary levels adjusted in line with increase in the

cost of living, as far as government anti-inflationary policies

allow.

(f) To maintain consistency in methods used to fix and review

salary levels and differentials.

(g) To maintain a flexible salary system which will accommodate

changes in the market rates for different skills and in the

company’s organization structure.

(h) To achieve simplicity in operation as an aid to staff

understanding and to minimize administrative efforts.

(i) To operate effective system of controlling salary costs and the

administrative procedure involved.

The above authors also argued that wage determinants include

comparable wages, the financial ability to pay, the cost of

living, productivity and bargaining power. It is considered

opinion of Appleby (1987:266) that wages and salaries

administration include

- Wages and salaries policy

- Job analysis

- Job evaluations

- Merit rating

- Fringe benefits

- Job analysis (Description or specification) are statement

of facts describing the work performed, the

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responsibilities, involved, the skill and training required,

the conditions under which the job is done, relationship

with other jobs and personal requirements of the job.

Job evaluation is said to be under wages and salaries

administration. The British institute of management defines job

evaluation as the process of analyzing and assessing the content of

jobs, in order to place them in an acceptable rank order, which can

then be used for a remuneration system. In fact the scope of job

evaluation is said to be unlimited in principle, its application has

been rather restricted to groups of relatively homogeneous jobs in a

company, e.g. manual or clerical.

Merit rating: A person’s ability can be assessed and a payment for

merit may be given. It is a subjective assessment.

Fringe benefits are two main types direct and indirect. Direct may

comprise profit sharing, co-partnership, sick pay and pension

schemes, payments are generally made in cash. Indirect benefits

are aimed at in proving morale and increasing the stability of

employment e.g. free inncheon vouchers, sports or welfare

amenities, provision of car or a mileage allowance, telephone,

purchases at a discount, education for children, sports, canteen,

social facilities. Yoder (1979:439) rightly put it that “it is their job

(managers) to incentivate –to stimulate and maintain appropriate

motivation among all those who make up the personnel of the

organization.”

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2.6 Training and Manpower Development

According Etuk(1995:249)it is one thing to recruit, select and place

employees on jobs, it is another for them to discharge their

responsibilities effectively. An employee may have the basic

qualifications needed for a job, but he may not have the necessary

experience and skills to perform effectively. This is why most

organization spends time, effort and resources to train their

employees. Training and development are related concepts.

Training refers to short-term educational programmers offered to

employees to help them learn technical knowledge and skills for a

particular job. Training therefore emphasizes the development of a

person, knowledge, skills and attitudes for vocational purposes.

Development, on the other hand, is a long-term educational

process by which managerial personnel learn conceptual and

intellectual knowledge for general purposes. In the view of Inyang

and Akpama(2002:81)staff development sometimes referred to as

management development can be seen as any learning activity

which is directed towards the future needs rather then present

needs, and which is concerned more with career growth than

immediate performance. The focus of development tends to be

primarily on an organization’s future needs of the individuals in the

work place.

Purpose of Training and Development

Inyang and Akpama (2002:82) reports that the purpose of training

and development include the following:

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(1) To improve performance and productivity i.e. the quality and

quantity of output.

(2) To lower the cost of waste and equipment maintenance

(3) To lower the number and cost of accidents

(4) To lower turnover and absentecision

(5) To increase job satisfaction since training and development

can improve the employee’s self-esteem.

(6) To help employees to adept to changed circumstance facing

organizations.

Training needs according to the above cited authors falls into 3

categories which are inter rependent:

(a) Company training needs

(b) Group training needs

(c) Individual training needs

Methods of Training

Etuk(1995:250) said that training can take many forms including

the following

(1) On-the-job training

(2) Vestibule or classroom training

(3) Apprenticeship training

(4) Demonstrations

(5) Simulation

(6) Lectures, conferences, seminars, case studies, role playing.

It should be noted that although some large organizations will use

all these training methods at one time, or another, some of them

appear to be used more frequently than others.

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On-the-job training which involves placing the new employees on

the job and instructing him on how to perform it, for example, is

the most common method used by industry to train individuals.

Some companies too, have special schools called restibule schools

for thin purpose. Apprenticeship training is the oldest method used

for training craftsman, trade man, and technicians. The use of each

training method therefore is often determined by the objectives of

the particular training course, the abilities, job level, and the time

and expense involved. There are other training techniques as

mentioned by Appleby (1987:206-297) they are:

Talk: A talk incorporating a variety of techniques, and allowing for

participation by the trainees. The participation may be in the form

of questions, asked of trainees, their questions to the speaker, or

brief periods of discussion during the currency of the session.

Job (skill) instruction: A session during which a job or part of a

job is learned in the following formula:

(1) The trainee is told how to do the job

(2) The trainee is shown how to do the job.

(3) The trainee dose the job under supervision each of these

parts may to a complete session in itself:

(a) Talk

(b) Demonstration

(c) Practice.

Discussion: knowledge, ideas and opinions on a particular subject

are freely exchanged among the trainees and the instructor.

30

Exercise: Here, trainees are asked to undertake a particular task,

leading to a required result, following lines laid down by the

trainers. It is usually a practice or a test of knowledge put over

prior to the exercise.

Exercise may be used to discover trainees excising knowledge or

ideas before further information or new ideas are introduced.

Exercise may be posed for individuals or for groups.

Project: similar to an exercise but giving the trainee much greater

opportunity for the display of initiative and creative ideas.

Employee Development:

In the words of Etuk (1995:251) development differs from training

in the following ways:

i. Development is aimed at managerial personnel while training

is designed for non-managerial personnel.

ii. Development involves a broader education for long run

general purpose whereas training courses are designed for

short term specific purposes such as the operation of some

equipment

Employee development programmers assume that every manager

regardless of his ability and performance on the job should be

encouraged to improve his performance and avoid professional

obsolence often associated with failure to keep up with the times.

The various methods for doing this can be classified under on-the –

job activities and off- the –job activities.

31

On-the-job Activities:

These include coaching, understudy assignments, job rotation and

lateral promotion, project and committee assignments and staff

meetings. Coaching is the process by which the more experienced

supervisors or line managers assist the young ones to perform their

supervisory functions more effectively. This is often done through

instructions, comments, criticisms, questions, suggestions or ideas

offered to motivate the subordinate officer to develop himself

further. In understudy assignments, new recruits or experienced

junior executives are offered staff assistant jobs to create

opportunities for them to understudy senior or top executives.

Job rotation is a situation in which employees are made to move

from one job to another for the purpose of acquiring basic skills

associated with each job. In project and committee assignments,

junior managers are made to serve as secretaries or members of

particular committees or projects to enable them study current

organizational problems and find solutions to the such committees

are often referred to “junior boards”

Off-the –job Activities:

While on-the-job activities for developing employees usually

constitute the basic phase of their development, there are other

activities which are not part of the normal job duties but which

help employees to develop themselves. These include formal

training courses, management games, role playing exercises, and

sensitivity training.

32

Most organizations send their employees to schools for formal

education, others invite management consultants to organize in-

plant courses for their employees. Such courses usually focus on

specific subjects such as general economic business and politics.

According to Onwuchekwa (1995:66) executive development

programme are designed in relationship to skills needed by

executives and also knowledge needed by executives.

Executives need the following skills and knowledge.

(1) Decision making skills

(2) Interpersonal skills

(3) Organizational knowledge

(4) General knowledge

(5) Specific individual needs

(6) Job knowledge

2.7 Motivation of Human Resources for Higher Productivity

Nnadi (2010:95) observed that motivation is directed to mobilizing

and utilizing the fullest potentials of the employees towards the

attainment of the goals and objectives of the organization. This is

an essential role of the manager who has the obligation to carry the

employees along to improve on the performance in the hospitality

industry.

Inyang (2002:107) stated that there are many reasons why people

are motivated to work. To a business manager, his major concern is

that the employees recognize, accept the common goal of the

organization and work co-operatively towards it.

33

The term motivation originates from Latin word movere, which

means to move. Motivation is that which causes, energizes, directs

or channels and sustains human behaviour in work environment.

These important aspects worth noting in this definition are

i. Motivation represents an energetic force, which drives

people to behave in particular ways.

ii. This drive is directed toward something; that is, motivation

as strong goal orientation.

iii. The ideal of motivation is best understood with a system

perspective that is for us to understand human motivation,

it is necessary to examine the forces within individuals and

their environments that provide them with feedback and

reinforce their intensity and direction.

Onodugo (200:128) argued that the root word for motivation is

motive. Motives are those innate drives or inner states which

explain why people behave in particular way in organizations. It

provides the explanation as to the “whys” of human behaviours.

Motivation constitutes those things which put in place propel a

worker to behave in a desired manner in the work environment.

In the view of Osuala (2004:152) motivation is a psychological drive

that gives a person’s actions purpose and direction.

Unamka and Ewurum (1995:169) emphasizes that there view of

motivation is that it is anything that stimulates people to act to

achieve in a better way stated objective. Motivation is not just

restricted to physical tangible things like money, but extends to

intangible psychological factors. Nobody can list all the factors

34

related to motivation. What motivates is also affected by the

situation, the inner drives, the needs, and objectives or goals of

people. Those things we bring into work situation that make people

work to the best of their ability can be classified as motivational

tools.

From the various definitions given above it is cognizance to accept

that the fact that a large part of manager’s task is getting thing

done through people; he must therefore try and understand

people’s motivation as asserted by Appleby, (1987:123). In

agreement with Appelby, Etuk (1995:254) suggested that as

leaders, managers must provide individual employees the

opportunity to satisfy their needs, wants and drives and these are

the forces that move them into action.

One motivational theory which is widely known by managers is

clearly set out by Abraham H. Maslow in his book motivation and

personality (1970 end. Harper and Row).

35

Source: Hierarchy of needs theory (Appleby 1987:124)

In the study Fredrick Herzberg two factor theory of motivation

which led to the classification of the factors in the workplace into

the tangibles and the intangibles.

The tangibles, also called the maintenance or hygiene factors,

include some of the necessities of the job like salary, job security,

work conditions, personal life, and status. Others include company

policy, technical supervision, interpersonal relations with

1. Physiological

5. Self actualization

Realizing one’s potential

For continued self development

4. Esteem

Achievement, self-confidence, status, respect, recognition by other

3. social

To belong, associate with be accepted by others

2. Safety

Protection against

Danger

Hunger Thirst

36

supervisor, interpersonal relations with peers, and interpersonal

relations with subordinates.

Herzberg noted that the tangibles are important when they are

lacking but of low motivational value when they are there, serving

only to meet the minimum expectations of the workers.

He further stated that the intangibles, also called the motivators or

satisfiers, constitute the real motivating factors in the work place.

They bring real satisfaction on the job.

These include:

- Achievement

- Recognition

- Advancement

- Responsibility

- The possibility of growth

- The work itself.

2.8 Appraisal of Human Resources Performance In Hospitality Industry

Performance appraisal of workers in the hospitality industry is very

important. According to Onwuchekwa (1995:62)stated that

employees in an organization under-go performance appraisal

exercise annually, the essence of appraisal is to find out how the

employee is performing in his responsibility. Performance appraisal

exercise helps the management to know how to improve on the

worker performance, decide future training and development

programme, give promotions, lay-off etc.

37

A chapter will be devoted in this book to discuss in details various

methods of performance appraisal.

In the work of Ulamka and Ewurum (1995:157) performance

appraisal connotes systematic evaluation of the individual

performance on the job and his potential for development.

Commonly, the evaluation is made by the employee’s immediate

superior. The superior is, in turn, evaluated by his own superior.

The most common arrangement for appraisal is the “boss-rates-

subordinate” practice.

Yoder (1979:358) opined that appraisal or evaluation of employees,

including supervisors and managers, is undertaken for several

purposes. Such evaluations- perhaps best known as personnel or

merit or efficiency ratings –may be used in salary or wages

adjustments. They are often used in determining eligibility for

promotions. In some working organizations, including public

agencies, low ratings may become the basis for demotion. The

rating process is widely used as a device to require supervisors to

become well acquainted with their crew members. Sometime

ratings determine who will be laid off. Ratings are probably the

most widely used criterion of successful performance in studies of

selection procedures and training programs. Several surveys have

reported on these common uses of employee appraisals.

Elaborating on this, Inyang and Akpama (2002:108) stated that in

every business, results are important, but some results are not

worth the means some take to achieve them most performance

systems in some organizations focus on results of behaviour while

38

in reality people are judged just as much on how they get things

done.

In performance appraisal it is important account for the “how” as

well as the “what” that affects staff performance. It is therefore

necessary to establish job description that are behaviour as well as

result – oriented, and a critical incident programmer in which

officers write reports regularly on the behaviour of their employees,

and support mechanism to help officers honestly appraise the

behaviour of their employees as well as their bosses.

Performance appraisal has three basic functions;

i. To provide adequate feed back to each person on his or

her performance.

ii. To serve as a basis for modifying or changing behaviour

towards more effective working habits and

iii. To provide data to officers with which they may use to

judge future job assessments and compensation.

Hospitality industry need the application of performance appraisal

exercise to ascertain economic performance of workers which may

indicates efficiency or inefficiency and then appropriate measures

taken in other to achieve the goal of the organization.

2.9 Industrial Relations In The Hospitality Industry

Conflict is inevitable in any human organization. The hospitality

industry is not aloof from industrial conflict. The need for industrial

relations arises as a result of inevitable nature of industrial

conflict. According to Etuk (1995:258) industrial relations as a sub-

function of personnel management focuses on the dealings that

39

management has with its own workers, with labour in general, and

with the government or state.

Ituen (1993:6) asserted that industrial relations deals with

negotiations between union and employers, strike and with

government intervention in strikes and negotiations. Put move

briefly, industrial relations is the study of job regulation.

Employment rules, and the way they are mand and interpreted,

cannot be understood apart from the organizations that take part

in the process.

Industrial relations then include the study of trade unions,

management, employer’s associations and such other bodies that

deal with the regulation of employment. Each of these

organizations has its own in conflict; they may apply pressure to

persuade each other to make concessions. The most notable form

of pressure in industrial relations is the strike, although there are

other forms of industrial action as well as.

Industrial relations include therefore the study of industrial conflict

and the use of industrial action. Industrial relation is a complex

term. Different people perceive it in different ways. Some view it as

relation between workers and employers and some regard it as

meaning a process of interest accommodation that is employers

and workers endeavoring to co-exist. Appleby (1987:321) argued

that the field covered by industrial relations is very wide, so only a

few important sections of this large topic will be briefly mentioned.

Some firms have a department of industrial relations quite separate

40

from other aspects of personnel and its main functions may consist

of:

(a) Prevention and settlement of trade disputes.

(b) Helping to form and maintain machinery of joint consultation.

(c) Keeping in close touch with the state of employer-employee

relations.

(d) Advising the firm or the government on industrial relations

problems.

Disputes may be settled by negotiation, conciliation, arbitration,

investigation and formal enquiry. Each trade or industry’s union

regulation must be known by the personnel officer. Personnel

managers need to have a thorough knowledge of procedures of

consultation and negotiation and the function of consultative

bodies. Loss of output through industrial disputes seems to

increase yearly and the proportion of strikes which occur without

union support has also increased.

Whether or not the purpose of an organization is to make a profit,

employers are continually under pressure to ensure that resources

are fully utilized and labour cost are stabilized or reduced. Work

people have interests. Their main concern is to maintain and

improve their standard of living. They seek improvements in wages

and salaries, increased leisure, better working conditions, stability

of employment, opportunities for advancement and satisfaction in

their work. Although interests are not usually the same, especially

when technological and industrial changes keep occurring

constantly, there is one common continuity of production and

hence employment- to keep the enterprise viable.

41

Inyang and Akpama(2002:182) have this to say that term industrial

relation is muti- disciplinary in character drawing some of its

vocabulary from economic, sociology, psychology and law. As a

result of this eclecticism, it is not amenable to a precise definition.

A cursory examination of the literature soon reveals this lack of a

universally acceptable definition. However, there appears to be a

general consensus that industrial relation is concerned with

employment relations. It is around the issue of employment

relations that students of industrial relations have attempted to

define the subject and emphasize its central focus. Richardson

(1954:12) considered it as “concerned with the determination of

working conditions”. He was quick to point out that since conflict

is imminent in such relationship, the parties’ involved eventually

evolved organization for the protection of their respective interests.

Similarity, for Heinemann (1969), industrial relations was

concerned with employment relations in an industrial economy. For

him employment should be the central focus of the study of

industrial relations. This should take into account all micro and

macro, individual and group aspects of employment. Flanders

(1965), although acknowledged the importance of employment

relation, defined the subject as “a study of the institutions of job

regulation.” This Flanders saw the formulation and application of

rules as important aspects of industrial relations. All forms of

“personal” or “unstructured” relationships which have their

importance for management and workers are of course, excluded

from the study of industrial relations. Flanders approach tended

not only to narrow the scope of inquiry to the regulation of conflict

but also to limit analysis to mainly formal institutions and hence,

42

the inability to explain why certain informal work behaviour evolve

in an organization.

Aware of these shot comings, Bain and clegg(1974)attempted to

define the subject as “the study of all aspects of job regulation – the

making and administering of the rules which regulate employment

relationships – regardless of whether these are seen as being formal

or informal, structured or unstructured”. The rule and job

regulation approach have apparently come to occupy a prominent

position in the study of industrial relations. But the focus on rules,

however tended to neglect the individual and work groups which

are very important in industrial organization.

Position of Trade Union in Industrial Relations:

Inyang and Akpama(2002:197-8)elaborated on the position of trade

union in industrial relations- in law a trade union is a voluntary,

unincorporated association and its purpose is the regulation of the

terms and conditions of employment. The trade union decree of

1973 No. 31: section 1(1) defined a trade union as: any

combination of workers or employers, whether temporary or

permanent, the purpose of which is to regulate the terms and

condition of employment of workers, whether the combination in

question would or would not, apart from this Decree bean unlawful

combination by reason of any of its purpose being in restraint of

trade and whether its purpose do or do not include the provision of

benefits for workers”. From this definition we can say that a trade

union may have additional purpose and may apply its funds for

any lawful purposes which are authorized by the union book.

43

The following reasons are advice by the authors why employees

organized or join unions.

1. Employers’ unfair and arbitrary treatment of employees, the

abuses and autocratic practices of executives and supervision

and the practices of favoritism and discrimination by

supervisors.

2. Discontent with earnings because of inequality of pay or low

wages.

3. The workers’ realization that collective action is more effective

that divided action in dealing with employers. Workers have

long realized that they must band together to protect their

interests and save themselves from exploitation and unjust

treatment or employers’ who have little or no regard in

human relations.

4. The labour code protects the rights of workers:

a. To organize themselves.

b. To form, join or assist a labour organization of their own

choosing and

c. To engage in joint activities for the purpose of collective

bargaining and other forms of matural protection.

5. The satisfaction of certain psychological and social needs in

gaining status and recognition and the thought that union

leaders are useful because the union can wield power over

management for their protection. Unions also satisfy certain

egoistic need, such as pride, prestige, vanity.

6. The workers desire to render services to their fellow workers

who have problems and grievances.

44

7. Management’s failure to give the employees what are due to

them by law or by the company’s voluntary grants.

Employees also organize unions for better economic and working

conditions, for participation or control benefits and desire to

be heard and recognized as partners of management.

8. Management’s failure to give proper attention to the workers,

individual and group needs, such as satisfactory working

conditions, adequate wage and fair treatment.

9. The feeling of security in employment of economic advantage

through collective union.

10. Some labour contracts provide for compulsory membership in

the form of closed-shop or union-shop agreements. In such

eases, all employees, regardless of their feeling about unions

must become union members.

11. Lack of recognition by management of the importance or

value of the employee’s job accomplishments.

12. Union leaders and members exert efforts to enlist other

workers and may even harass those who refuse to join them

professional organizers from outside unions together with

agitators and rabble-rousers not on the payroll of a firm, stir

up otherwise satisfied employees.

13. The desire to seek solution to common problems and

aspirations together. Employees know that in union there is

strength.

14. If the general conditions, the policies and programmes and

the working relationships in the easily target for the

organization of unions.

45

Etuk (1995:261-2) explained lucidly that employers and unions

have various methods to bring pressures upon the opposing side

and induce them to make greater efforts to achieve a compromise.

Among the tools used by trade unions are strikers, pickets and

boycote, employers respond to union strikers that lockouts,

blacklists and injunctions.

Strikes

A strike or walkout is a temporary refusal by employees to perform

their jobs until their demands are met by employers. Some unions

abuse this weapon by calling out their members on strike when the

situation did not warrant the use of this weapon. Since a strike can

have a serious effect upon not only the union and its members but

also the entire economy, care should be taken by union leaders to

ensure that the right is not abused.

Boycotts:

The boycott is another economic weapon used by unions to force

employers to comply with their demands. This is rarely, if ever,

used by Nigerian labour unions. It involves refusal of a union to

allow its member to patronize companies whose employees are on

strikes. This type of boycott is known as a primary boycott. A

secondary boycott occurs when the union, tries to prevent third

partners (suppliers, distributors, etc) from patronizing the business

enterprise. Such boycotts are illegal.

Pickets:

When a union is on strike, it is usual for it to place persons at the

gates of the premises to prevent persons from entering or leaving

46

these premises. This action is known as picketing and is designed

to inform members of the public that a strike is going on at the

plant.

Lockouts:

A lockout is an employer’s refusal to allow union members to enter

the factory to work. This action is often used by employers

association to support members who have been struck by a union.

The grounds for such group action is that “a strike against on is a

strike against all”.

Black lists:

A blacklist is a list of names of persons though to be troublemakers

or union agitators. Such a list is often prepared and circulated

among members of an employer’s association, the purpose being to

deny employment to those person whose name appearance on the

list.

Injunctions:

An injunction is a court order restraining a union from interfering

with a plant’s production particularly during a strike. The aim of

such an order is to prevent mass picketing, acts of violence, or

destruction of company property.

Settlement of Trade Disputes:

Trade disputes can be settled essentially through two methods in

Nigeria. One method involves the use of the voluntary machinery

and the second makes use of the statutory machinery which

include conciliation, arbitration, National Industrial Court and

47

Board of inquiry (Inyang: 200). The procedures for the settlement of

trade disputes are set out in the Trade Dispute Decree N0.7, 1976.

This Decree has now appeared under consolidation laws of the

federation of Nigeria 1990, as Trade Disputes Act. Cap. 432.

Some scholars has suggested public relations approach of

managing industrial crises. Nwosu (2006:41) stated that the

advisory function of public relation involves identifying possible

areas of friction like workers motivation, welfare and empowerment

and giving professional counsel to the party concerned

management /employer or trade union/workers as earlier warning

signals to avert or reduce that friction so that it does not

degenerate or develop into a full blown problem or conflict. It is a

method of trouble –shooting in public relations that are preventive

as well as serving as a guide to peace, harmony and mutual

understanding in the workplace. They may be related to public

opinions, perceptions, attitudes, politicies, communications or

behaviours that need to be properly managed to ensure mutual

understanding; and they are actually given in confidence by the

public relation manager to the parties concerned. In fact, the

earliest public relation practitioners in the U.S.A. and United

Kingdom worked as and were know corporate counsellors. The

advisory function of public relation is based on the premise that

good advice when well and timely give by someone who should

know (e.g. a professional expert) and who means well is not only a

very potent problem solver but is often worth more silver and gold.

Ajene (2009:191) do agree with Nwosu that the expression public

relations therefore should be found in management policies which

48

is the responsibility of everyone connected with the organization.

Overtly, everyone in an organization engages in public relations

whether he recognise it or not. Thus, it should be regarded not only

as a management tool but also as a part of management itself. This

is because; more and more decision makers recognise that the

public relation stake of their organization is much important that

mere publicity because the personality of that organization

demonstrated through these attitudes is a critical factor in its

success and failure.

2.10 Health and Environment Safety

There is need for health and safety in the hospitality industry. This

functions seem be neglected by management in the industry.

Theoretically scholars has written much on health and safety as an

important aspect of human resources management and even the

government over the years has made various legislations on health

and environmental safety in business organization.

According to Appleby (1987:319) the maintenance of safe working

conditions and the prevention of accidents are most important.

Accident prevention is the responsibility of management and this

responsibility is often delegated to the personnel manager. In other

firms, it may be the responsibility of the works engineer or works

manger.

Etuk (1995:257) argued that besides selecting and maintaining the

worker force, must personnel departments also sponsor service

activities designed to provide an occupational climate that will

enhance the physical, mental, and emotional conditions of their

49

employees. These activities can be grouped into health and safety

and direct and indirect services and other condition of service.

Furthermore Etuk emphasizes that most work environments are

prone to accidents and other physical hazards which often present

serious social and economic problems both to the employer and the

employee. Organizations therefore are expected to provide working

conditions that protect the health and safety of their employees.

Federal laws and administrative procedures prescribe safeguards

that must be taken by employers of labour to ensure the health

and safety of their employees. Parts iv, v and vi of the factories Act,

1987 for example, provide conditions to ensure the general health,

safety and welfare of workers. They make it mandatory for

employers to ensure factory cleanliness, to prevent overcrowding,

provide good ventilation and lighting, to fence every dangerous part

of any machinery other than prime movers and accommodation for

clothing and first aid.

Most Nigerian companies either contract for the occasional services

of medical doctors and nurses or employ the services of these

personnel to take charge of first aid and minor ailments. Some

companies too, appoint safety officers to take charge of their safety

programmes. Such officers report directly to the head of the

personnel department. Among the main health programmes

undertaken by organizations to ensure the welfare of their

employees are group insurance and pension plans, hospitalization

arrangements in cases of sickness, and medical attention on the

premises. Some company health services such as free medical

50

treatment are usually extended to workers’ families particularly

wives and young children.

Inyang and Akpama (2002:173) listed various safety programmes.

Many big companies have well developed plan of action for safety in

order to minimize accident rates and other work-related injuries.

This plan may involve the following:

1. The establishment of safety committees. The committee

should be made up of the factory manager and engineer,

personnel manger and representatives from each department

and from each level of employee. The duty of the safety

committee is to instruct all employees on safe methods of

working. The committee may also investigate accident cases

and make decision on job safety suggestions.

2. Appointment of a safety officer and the establishment of

responsibility for safety. Competent and well trained safety

officer should be aware of their own responsibility for safety

within their own departments.

3. The analysis of accidents: every accident should be recorded

and investigated. The aim is to discover the primary cause of

the accident and, if possible, to take the necessary steps to

prevent the resource of a similar accident.

4. The maintenance of a safe and healthly working environment.

In addition to complying with the legal requirements,

management should create as healthly and agreeable a work

environment as possible. The emphasis here is to put in place

51

the health provisions as earlier discussed-since all these

contribute to a reduction in the accident frequency rate.

5. The production of a manual of safe working methods. This

manual must be produced for each job within the factory. It

should be based on a job analysis, and will emphasize the

hazards in each job and describe methods of working which

will overcome these hazards. The supervisor / foreman can

then the workers in correct and safe methods of working.

6. The provision of adequate facilities and trained personnel to

deal with inquiries to employees while at work: These may be

in the forms of first-aid services, medical centers, treatment

rooms, equipment and soon.

7. Safety training for every employee, at all levels: such training

is fundamental to the success of any safety programme, for

without the intelligent and understanding cooperation of all

employees and accident prevention scheme is bound to fail.

Safety training should be made part of the employee’s normal

training programme and continues. Such training is intened

to achieve two objectives.

8. To develop safe methods of working for each employee.

9. To develop an informed safety consciousness in every

employee.

52

2.11 FACTORS AFFECTING HUMAN RESOURCES MANAGEMENT IN HOSPITALITY INDUSTRY The bane of human resources management as a sub-functional

area of general management is peculiar to every other business

organization in Nigeria. The hospitality industry is also facing this

problems.

Nwachukwu (1988) stated that it is now obvious to everyone that of

the factors that are necessary for economic take-off, none is to be

stressed more often than management.

Recruitment and selection processes are influenced by multifarious

internal and external factors.

According to Flippo in Onwuchekwa (1995:8) the job of personnel

management is made more difficult by such factors as the rise of

modern labour unions, increasing educational level of societal

members, the increasing size and sometime violent demands of less

privileged segments of our society. These last named factors alter

public management’s role. Though the society permits and

encourages the use of its citizens as means to organizational ends,

the fact that they constitute an instrumental work force in no way

detracts from that they are:

1. Human beings with certain inalienable right.

2. Society’s citizens with assigned rights and privileges.

Inyang and Akpama (2002:55-6) enumerated some of the factors

that influence the selection process which of course is a cog in the

wheel of progress of effective and efficient human resource

management.

53

a. Nature of the Organization: This may influence the selection

process. For example, in the private sector, the emphasis is

on systematic and vigorous selection of new employment

applicants. Here the decision is based on merit, competence,

ability, qualification and experience. In the Nigerian public

sector, even when such systematic selection process is

employed, it is often mellowed down as a result of the

patronage factors-ethnicity, federal character, catchment are;

nepotism and favouritism, etc.

b. Labour market: The industrial organization must necessarily

hire from the labour. If there are many applicants, a situation

of saturated labour market, the selection process is long and

the organization can quite selectives in its choice. But if there

are few applicants, a situation off fight labour market, the

selection process will be short and relatively easy.

Organizations are expected to understand the state of the

labour market to enhance their decision –making ability vis-à-

vis the selection process.

c. Trade unions: In some organizations, trade unions contracts

require that membership be a criterion in employee selection.

This condition will definitely affect the selection process.

d. Government policies: Government passes several legislations

to influence employment practices-for example, equal

employment opportunity and human right. The federal

government, for example, makes provision for federal

character representation in recruitment and selection. This is

intended to give equal employment opportunities to the

different ethnic group that make the polity –Nigeria.

54

Nwachukwu (1988:273) wrote on areas of social responsibility that

business social responsibility exists in all the enterprises with their

customers, owners, employees, suppliers, creditors,, management,

government and the society as a whole. Thus and person who share

the environment with the enterprise has a relationship with it. This

has effect on hospitality industry as a result of pressure on human

resources managers by the community who always agitate for the

employment of members of their community whether they are

quality or not.

Office politice is one of the factors that influence human resources

management in Nigeria. According to Farounbi (1983:16) he opined

that a common element in office politice is the use of patrons. Even

those who refuse to accept the reality of office politics always

complain about the rate of promotion of some people. Some get

bothered by the ease with which some others get on, career-wise in

the organization. The emphasis here is that some workers are

rapidly promoted in an organization than others as a result of office

politics. There is no equipty. The best are never considered to be

the best. In competent people are therefore often promoted to

position of incompetency. These do affect effective human resources

management.

55

REFERENCES

Ajene I. A. (2009) Generating Industrial Harmony in Nigeria

corporate organizations Through Public Relations: The

BCC Example. Nwosu (ed) The Biannual Journal of the

Nigerian Institute of Public Relations vol.26 Number 1&2.

Akpan, R. J. (2003) Theories and Practice in Educational

Administration Mef (Nigeria) Limited Uyo.

Appleby R. C. (1987) Modern Business Administration 3rd Ed) Niger

print limited Lagos.

Chambers 21st century dictionary revised edition.

Chigozie O. U. (2007) The role of advertising in the effective

management of the hospitality industry. The enterprise –

and international research journal for development. Vol. 9

N02. Eboh, F. E. (2002) Management Theory, Models for

Decision Making Computer Villa Publishers Enugu.

Etuk, E. J. (1995) Foundations of Modern Business Management

University of Calabar Press Calabar.

Furounbi, Y (1983) controversy within the dynamics of office

politics. Ibadan, Labs Deroy centre.

Hackett, P. C. (1979) Success in Management; Personnel

Northumberl and Press Ltd Britain.

Inyang B. J. & Akpan, A. M. (2002) Personnel Management Practice

in Nigeria. Merb Business Centre Calabar.

56

Inyang, B. J. (2002) Management Theory Principles and Practice

Merb Publishers Calabar. Ituen N. W. (1993) Introduction

to Industrial Relations System in Nigeria and the Nigeria

Labour Laws. Osamesoh Business Ventures Calabar.

Livy. B. (1988) Introduction in B. Livy etal (ed) Corporate Personnel

Management United Kingdom: Pitman Publishing.

Nnadi, C. (2010) Human Resource Management: A Practical Guide

Great AP Express Publishers Ltd Nsukka Nigeria.

Nwaosu I. E. (2006) Public Relations as a Veritable tool of

Industrial Relations Management: A Critical and

Prescriptive Analysis Nwosu (ed). The Biannual Journal of

the Nigerian Institute of Public volume 3 number 1.

Okoli, Chukwu Dum (2001) Tourism Development Management in

Nigeria, Enugu, Jee Communication.

Onah J. O & Thomas M. J. (1993) Marketing Management

Strategies and cases Percific Publishers Anambra.

Onodugo V. (2002) Management Fundamentals Cencepts,

Principles & Practices EL’Demale Ltd. Publisher, Enugu.

Onwuchekwa C. I. (1995) Personnel Management Coshen

Publishers Awka Onitsha.

Osuala, E. C. (2004) Teach Yourself Business Management

Africana-first Publishers Limited Onitsha.

Riches, C and Morgan R (1989) Human Resources Management in

Education Milton Keynes Open University Press.

57

Ubeku, A. K. (1975) Personnel Management in Nigeria. Ethiope

Publishing Corporation Benin city.

Unamka, P. C. & Ewurum U. J. F. (1995) Business Administration.

Precision Printers and Publishers Enugu.

Uwachukwu, C. C. (1988) Management theory & practice. Africana-

Fep Publisher Onitsha

Yoder D. (1979) Personnel Management and Industrial Relations

Practice-Hall.

1999 constitution of the Federal Republic of Nigeria.

58

CHAPTER THREE

RESEARCH DESIGN AND METHODOLOGY

3.1 Research Design

The focus point of the study is on Human resource as a tool for

efficiency in hospitality industry. The survey method is the

research design adopted for the study.

3.2 Population of the Study

The population of the study comprises 300 staff of Imo Concorde

Hotel Limited Owerri, Imo State, Nigeria and Nike Resort Hotel

Limited, Enugu State Nigeria. The population included all

categories of staff-management, middle and operative management.

3.3 Sampling Technique/Sample Size

The researcher adopted the stratified random sampling technique

in selecting the sample for the study. This was done to give every

member of the population equal chance of being selected. 10

management staff were selected from both Hotel, 20 middle

management and 70 operative or lower management each hotel

were randomly selected for the study.

3.4 SOURCES OF DATA COLLECTION

There were two main sources of data collection for the study. The

primary and the secondary sources were used.

59

The primary source: involved data collected from the respondents

directly which were not in literature form. The secondary data:

source of data, sources are articles, publications, and other written

materials.

3.5 RESEARCH INSTRUMENT:

The research instrument used by the researcher was the

combination of questionnaires, observation and document

observation. The questionnaire were administered to the

respondence.

3.6 METHODS OF DATA COLLECTION

For the purpose of this research work, the following method of data

collection were used.

a. Orally interview: the workers of Imo Concorde hotel and

workers of Nike lake hotel were interviewed orally.

b. Documentary: some document were used as sources of data

for the study, such as the textbooks, pamphlets, and journal

which as well help the researcher to determine the direction

to investigate and the extent to which the research gose about

his finding.

c. Questionnaire: this contains question distributed to the staff

of Imo Concorde hotel and Nike lake resort in other to know

about the efficiency of human resource management in their

organization.

60

3.7 DETERMINATION OF POPULATION SIZE

The sample population was determined from the Imo Concord hotel

Imo state and Nike Lake resort Enugu. In which the Imo Concorde

and Nike Lake number of workers were 100 and 200 respectively

which is total (300) three hundred of the population used.

3.8 DETERMINATION OF SAMPLE SIZE

The sample size is determined using yaimene’s sampling size

formula.

This is given as

n = N

I + N (e)2

Where n = sample size

N = population

I = constant

e = degree of effective

Given that N = 300

And e = (0.05)2

= 300

1 + 300 (0.0025)

61

= 300

1.75

= 171.43 approximately = 171.

3.9 METHOD OF ADMINISTRATING QUESTIONNAIRE

One hundred and seventy one questionnaires were distributed to

the workers of Imo Concord hotel and Nike Lake Resort. The

questionnaire consisted of open-ended as well as unstructured

question. Asika (1991) reports that unstructured question are

described as open-ended question. A total of fifteen questions were

developed and used for the study. The design made provision for

options as well as provided spaces for the respondents to express

their feeling concerning issues raised. An additional three question

were adopted for oral interview. The questionnaires were

administered personally by the researcher.

On the whole, one hundred and thirty questionnaires were received

by the researcher, ten (10) of these were not acceptable because

vital statistical information were omitted by the respondends.

Consequently, one hundred and twenty (120) responses were used

for the study. This represented ninety-five percent (95%) response

rate.

3.10 METHOD OF DATA ANALYSIS

The research chose the chi-square(x) and percentage statistical

techniques in the analysis of the data collected. The chi-square (x2)

statistical tool was used to validate the six hypothesis stated in

62

chapter one, base on the responses to items 10 to 15 of the

questionnaire designed for the study, While there percentage

approach was adopted in analying the data derived from response

in the rest of the questionnaire. The data were further summarized

using research table.

Taylor (1997:p.389) stated that the chi-square (x2) tool is essentially

of significance test which makes use of data difference between

observed and expected frequencies.

In other words, the chi-square measures the discrepancy existing

between observed and expected frequencies. It can never be less

than zero (o)

Mathematically stated the chi-square is given as:

X2 = (fo-fe)2

Fe

Where x2 = chi-square

fo = the observed number in the effective

fe = expected number in the effective.

3.11 DECISION RULES

The decision rules are as follows: Kohout (1974 : p . 74) stated that

if the computed value of the chi-square is greater than the

statistical table’s critical value of chi-square (x2) the null hypothesis

(Ho) would be accepted at the stated level of significance. But if the

computed value of the chi-square (x2) is less than the table’s critical

value (x2) the null hypothesis would be rejected.

63

For the purpose of this study a 5% level of significance was

adopted. While the theoretical value of the chi-square (x2) with (3-1)

(2-1) = 2 degrees of effectiveness is 5.99.

The percentage approach expressed the relationship between

observations in items of percentage. In other words, it is the

objective upon on hundred (100).

64

REFERENCES

Asika Nnamdi, (1991) Research methodology in the behavioural

sciences, Lagos: Longman Nigeria Plc PP40-45 and 110-

1180.

Bordens Kenneth and Abbott B. Bruce (2002) Research Design and

methods – A process Approach 5th ed, Boston, MCGraw

Hill Company.

James Chinedu Ihemeje and Sam Baba Adamu Tende (2006):

management Research methodology principles and

practices. Onaivi printing and pub. Co. ltd. Keffi, Nasarawa

State.

Obeleagu _ Nzerible Chinelo : (1995) Business Data presentation:

Business statistics theory and Application, Enugu: optimal

publishers limited P. 11.

Yeman. Y (1964): statistical, an introduction Analysis, New York:

Harper and Run Publisher P.20.

65

CHAPTER FOUR

PRESENTSATION OF DATA AND DATA ANALYSIS

4.1 Introduction The aim of this chapter is to present and analyze the data collected

during the empirical study of Human resources management as a

tool for efficiency in the hospitality industry with the concord hotel

Owerri, Imo State and Nike Lake Resort Enugu State as a case

Study.

The method of presentation will be mostly analytical based on the

data generated from the questionnaires distributed to the

employees in the two hotels used for the study, the concord hotel

Owerri and Nike Lake Resort Enugu. The questionnaire contains

question designed to enable the researcher obtain the opinions of

all categories of staff about how efficiency the tools of human

resource management is in their hostels or hospitality industry.

As earlier highlighted in chapter three of this research project, the

majority of the questions in the questionnaire were structured in

multiple choice design in the way that respondent would be able to

give articulate and relevant answers to the questions.

However, some of the questions were also designed in an

unstrusted form, in order to give room to the respondents to

respond freely and in an unrestricted manner to the concept of

Human resource management as a tool for efficiency in the

hospitality industry.

66

The data collected from the management stasff were analyzed and

interpreted using percentage and hypotheses were also tested using

ch-square (X2). Also personal were analyzed.

Presentation and Data Analysis

Part A

Question 1: The responses on the role of human resource management

In the hospitality industry the role of human resource management

department are as fellows:

1. To help the organization reach its goals

2. To employ the skills and abilities of the workforce efficiently.

3. To provide the organization with well trained and well

motivated employees.

4. To increase to the fullest the employee’s job satisfaction and

self actualization.

5. To develop and maintain a quality of work life which

makes employment in the organization a desirable

personal and social situation.

6. To communicate human resource management policies to all

employees.

7. To help maintain ethical policies and behaviour

8. To manage change to the mutual advantage of

individuals, group, the enterprise and the public.

67

Question 2: What are the functions of Human Resource management in the hospitality industry?

The responses on they functions said that the functions in this

department is that the manager responsibility in to accomplish the

departmental goal. These are:

1. Planning of the organization objective and goal.

2. Organizing them in order to achieve the goal.

3. Directing the staff on what to do to achieve the goal.

4. Controlling the affairs of the organization.

Question 3: What are the challenges of modern Human resource management in the hospitality industry?

The responses on the challenges are as follow:

1. Changing mix of the work force.

2. Changing values of the workforce

3. Changing demand of employers

4. Changing demands of government

5. Inadequate communication.

6. Inadequate financial reward.

Part 2

Questionnaire distribution

The questions in this part refer to the respondent’s personal data.

Question 1: Age

68

Table 1

Variable in years Frequency Percentage %

18 – 25 25 20.83%

26 – 35 40 23.33%

36 – 45 35 29.17%

45 and above 20 16.60%

Total 120 100%

Source: Survey research questionnaires returned by respondents, 2010

Table 1 above shows that majority of respondents were in the 26 –

35 years age bracket amounting to 33.33%, those in 36 – 45 years

age bracket constituted 29.17% giving a combined total of 62.5%.

Thus, the majority of the respondents are in the age bracket of 26 –

45 years, which translate to the most viable and energetic

workforce in the organization. This represent the most productive

years of an individual employee in an organization.

69

Question II: Sex

Variable in years Frequency Percentage %

Male 50 41.67%

Females 70 58.33%

Total 120 100%

Source: Survey research questionnaires returned by respondents

Table 2 staff sample sex distribution

From table 2 above, although there is little or no significant

implications of sex to human resources management as a tool for

efficiency in the hospitality industry, this question was meant to

determine the gender structure of staff at Imo Concorde Hotel and

Nike Lake Resort Enugu. However, suffice it to say that the

hospitality jobs are not gender discriminatory. As the jobs can be

handled equally well by either of the sexes.

Nevertheless, there is more female staff in the reception department

than the male just as there is more male staff in the recreation

department and security department.

70

Question III: Staff Sample marital status

Variable in years Frequency Percentage %

Married 40 33.33%

Single 50 41.67%

Divorce 30 25.%

Total 120 100%

Source: Survey research questionnaires returned by respondents

Table 3: sample marital status distribution:

The table above shows the marital status distribution of the two

hotels. Although the marital status of an employee may affect the

mobility of the employee and hence his availability for training and

development programme as one of the tool for efficiency in the

hospitality industry, the training outside his or her base, it is

expected that proper planning, scheduling and selection of the

training venues should be put in place so that it will not affect any

marital status. Because following the sample calculation the single

statue is higher by 41.67%, if there as not are no proper planning,

scheduling and selection the single will again the tool of training

alone.

71

Question IV: Job Experience

Variable Frequency Percentages %

1 – 5 years 30 25%

6 – 10 years 50 41.67%

10 and above years 40 33.33%

Total 120 100%

Source: Survey research questionnaires returned by respondents

Table 4: Sample Job Experience:

The table above shows that the staff whose experience is six (6) to

ten years has higher percentage of 41.67% and it also used to

measure the job safety and security of the employee as effective tool

for efficiency in the hospitality industry, which shows that there is

job safety and security in the two organization which is the

hospitality industry.

72

Question V: Job status/Designation

Variable Frequency Percentages %

Director 20 16.67%

Supervisor 25 20.83%

Manager 40 33.33%

Clerical officer 35 29.17%

Total 120 100%

Source: Survey research questionnaires returned by respondents

Table 5 staff sample job status

The table 5 above indicated that the majority of the respondents

were in the management level and clerical level of the organization.

The total percentage of staff in these two categories equals 62.5%.

Obviously, these categories of staff can be considered to be the

nucleus of the hotel workforce and hence can be regarded as the

first choice candidates to be motivated and train for effective

productivity in the hospitality industry.

73

Question VI: Social facilities

Variable Frequency Percentages %

Yes 100 83.33%

No 20 16.67%

10 and above years 40 33.33%

Total 120 100%

Source: Survey research questionnaires returned by respondents

From the above analysis it could be seen that 83.33% of the

respondent are of the opinion that they have social facilities in their

organization which attract the tursio in this industry for their

relaxation and comfort while remaining 16.67% are of the opinion

that there do not have enough.

Question VII: Factors affecting human resource management

Variable Frequency Percentages %

Federal characters 10 8.33

Tribalism 30 25%

Office polities 20 16.67%

All the above 60 50%

Total 120 100%

Source: Survey research questionnaires returned by respondents

74

From the table 7 above shows that the all these factors which are

federal character, tribalism and office polities are all factors that

affect human resources management in the hospitality industry of

which tribalism is the one that has higher effective on the human

resource management.

Question VIII: Staff performance appraisal

Variable Frequency Percentages %

6 months 25 20.83

1 year 35 29.17

2 – 3 years 40 33.33%

None of above 20 16.67

Total 120 100%

Source: Survey research questionnaires returned by respondents

Table 8 above showed that the hospitality industry with the regards

to Imo concord hotel and Nike lake resort Enugu do appropriate

their employee or motivate their staff between two to three years of

their services in their organization, which does not show a good

motivative appraisal performance because if an employee who is

been motivated at two and above year see any other organization

whose the appraisal performance is less than he or she will

automatically leave the hospitality industry to that organization

where his hard work will be appreciated.

75

Question IX: Health and safety condition

Variable Frequency Percentages %

Excellent 25 20.83%

Very good 20 16.67%

Good 45 37.5%

Poor 30 25%

Total 120 100

Source: Survey research questionnaires returned by respondents

Table 9: Sample health and safety condition:

The table above shows that the staff health and safety in the

organizations are of good quality here because from the calculation

of the questionnaire distributed shows that 37.5% of the staff

health and safety are good. But it also have to be improved to be

excellent in order to active the maximum organizational goal.

Part 3

Test Of Hypothesis

Hypothesis one

76

Table 1:

s/no Response High rating Low rating Total

I Excellent 45(37.92) 20(27.08) 65

Ii Good 20(20.41) 15(14.58) 35

Iii Poor 5(11.66) 15(8.33) 20

Total 70 50 120

Source: Survey research questionnaires returned by respondents

Table 2: Computed table

Fo Fe Fo-fe (fo-fe)2 (fo-fe)2

fe

45 37.92 7.08 50.1264 1.3218

20 20.41 -0.41 0.1681 o.0082

5 11.66 -6.66 44.3556 3.8048

20 27.08 -7.08 50.1264 1.8510

15 14.58 0.42 0.1764 0.0120

15 8.33 6.67 44.4889 5.3408

12.3386

77

Source: Survey research questionnaires returned by respondents

Decision at the 0.5 level of significance, the theoretical or table

value of x2 with (3-1) (2-1) = 2 degree of freedom is 5.991. But the

computed x2 value from table two (2) above gives 12.33. The

alternative hypothesis is rejected at 0.5 level of significance

because the computed value of x2 is greater than the accepted, that

statistical table’s or critical value chi-square (x2) as stated in

chapter three (3). This means that the null hypothesis is therefore

accepted. That is to say that: Employment functions of personnel

management depend on step by step approach.

Hypothesis 2

Table 3

s/no Response High rating Low rating Total

I Contribute

effectively

60(56.25) 15(18.25) 75

Ii Contributed

fairly

20(22.51) 10(2.5) 30

iii Not at all 10(11.25) 3(3.75) 15

Total 90 30 120

Source: Survey research questionnaires returned by respondents

Complutated table

78

Table 4

Fo Fe Fo-fe (Fo-fe)2 (fo-fe)2

fe

60 50.25 3.75 14.0625 0.25

20 22.5 -2.5 6.25 0.2777

10 11.25 -1.25 1.6525 0.1388

15 18.75 -3.75 14.0623 0.7708

10 2.5 7.5 56.25 22.5

5 3.75 1.25 1.5625 0.41666

24.3536

Decision

At the 0.5 level of significance, the theoretical or table value of x2

with (3 – 1) (2 – 1) = 2 degree of freedom is 5.991. But the

computed x2 value from table 4 above gives 24.35. The alternative

hypothesis is rejected at 0.5 level of significance because the

computed value of x2 is greater than the table value. The null

hypothesis is therefore accepted, that is training and manpower

developments contribute to effective human resources

management.

79

Hypothesis 3

Table 5: computation data for the validation hypothesis three

s/no Respondent High rating Low rating Total

I Higher

productivity

50(43.33) 15(21.66) 65

Ii Lower

productivity

20(23.33) 15(11.66) 35

iii Very low

productivity

10(13.33) 10(6.66) 20

Total 80 40 120

Source: Survey research questionnaires returned by respondents

Table 6: computation data for the validation of hypothesis three

Fo Fe Fo-fe (fo-fe)2 (fo-fe)2

fe 50 43.33 6.67 44.4889 1.0267

20 23.33 -3.33 11.0889 0.4753

10 13.33 -3.33 11.0889 0.8318

15 21.66 -6.66 44.3556 2.0478

15 11.66 3.34 11.1556 0.9567

80

10 6.66 3.34 11.5556 1.6750

7.0133

Decision: At the 0.5 level of significance, the theoretical or table

value of x2 with (3-1) (2-1) = 2 degree of freedom is 5.991. But the

computed x2 value from table above gives 7.013. The alternative

hypothesis is rejected at 0.5 level of significance because the

computed value of x2 is greater than the table value. The null

hypothesis is therefore accepted, that effective wages and salaries

administration can enhance higher productivity by the workers.

Hypothesis 4

Table 7

s/no Response High rating Low rating Total

I Strongly agreed 75(70.83) 10(14.16) 85

Ii Agreed 20(20.83) 5(4.16) 25

iii Disagreed 5(8.33) 5(1.66) 10

Total 100 20 120

Source: Survey research questionnaires returned by respondents

81

Table 8: Computation data for the validation of hypothesis four 4

Fo Fe Fo-fe (fo-fe)2 (fo-fe)2

fe

75 70.83 4.17 17.3889 0.2455

20 20.83 -0.83 0.6889 0.0330

5 8.33 -3.33 11.0889 1.3312

10 14.16 -4.16 12.3056 1.2221

5 4.16 0.84 0.7056 0.1696

5 1.66 3.34 11.1556 6.7216

9.7216

Decision: at the 0.5 level of significance, the theoretical or table

value of x2 with (3-1) 2-1) = 2 degrees of freedom of 5.991 but the

computed X2 value of table 8 above given 9.7216. The alternative

hypothesis is rejected at 0.5 level of significance because the

computed value at x2 is greater than the table value. The null

hypothesis is therefore accepted, that is peaceful working

atmosphere depends on good industrial relations.

82

Hypothesis 5

Table 9

s/no Response High rating Low rating Total

I Increased

productivity

40(35.00) 20(25.00) 60

Ii Enhanceing

effectiveness

25(23.33) 15(16.66) 40

iii Enhancing

efficiency

5(11.66) 15(8.33) 20

Total 70 50 120

Source: Survey research questionnaires returned by respondents

Table 10:

Fo Fe Fo-fe (fo-fe)2 (fo-fe)2

fe 40 35.00 5 25.00 0.7142

25 23.33 1.67 2.7889 0.1195

5 11.66 -6.66 44.3356 3.8040

20 25.00 -5 25.00 1.000

83

15 16.66 -1.66 2.7556 0.1654

15 8.33 6.67 44.4889 5.340

11.143

Decision: At the 0.5 level of significance, the theoretical value of x2

with (3 – 1) (2-1) = 2 degrees of freedom of 5.991. But the

computed x2 value of table 10 above given 11.143. The alternative

hypothesis is rejected at 0.5 level of significance because the

computed value of x2 is greater than the theoretical value. The null

hypothesis is therefore accepted, that is motivation is necessary for

effective performance.

s/no Response High rating Low rating Total

I Strongly agree 70(66.66) 10(13.33) 80

Ii Agree 25(25.00) 5(5.00) 30

Iii Disasgree 5(8.33) 5(1.66) 10

Total 100 20 120

Source: Survey research questionnaires returned by respondents

84

Table 12: computed table

Fo Fe Fo-fe (fo-fe)2 (fo-fe)2

fe

70 66.66 3.34 11.1556 0.1673

25 25 - - -

5 8.33 -3.83 11.0889 1.3312

10 13.33 -3.33 11.0889 0.8318

5 5 - - -

5 1.66 3.34 11.1556 6.7202

9.0505

Decision: At the 0.5 level of significance, the table value of x2 with

(3.1) (2.1) = 2 degree of freedom is 5.99. But the computed x2 value

from table 12 above given 9.0505- 9.05. The alternative hypothesis

is rejected of 0.5 level of significance because the computed value of

x2 is greater than the table value. The null hypothesis is accepted,

that is internal and external forces are the problems of human

resources management.

85

CHAPTER FIVE

5.0 SUMMARY CONCLUSION AND RECOMMENDATION

5.1 Summary

The summary of the study of human resources management as a

tool for efficiency in the hospitality industry reveals so many things

about the practice of human resources management in Concord

Hotel Owerri, Imo state and Nike Lake resort, Enugu state.findings

based on both primary and secondary data are indeed not

obscured.

It is discovered that factors affecting human resources

management are federal character, tribalism and office politics.

50% of the respondents testified to these factors listed above.

From investigation, it is noted that it is necessary to have good

healthy and safety environment. Health facilities or health scheme

is needed by employees. And all these constitute vital function of

human resources management. This means that many business

organizations that neglect health and safety functions are bound to

experience doom or lower productivity because health is wealth.

The study also shows that investment in training and manpower

development contributes immensely and effectively for human

resources management.

Wages and salaries are a part of motivational factors that enhances

higher productivity in any business enterprises. This fact and

point is testified by the workers in the hospitality industry.

86

In the course of the study it is unearthed that good working

atmosphere promotes peaceful industrial relations. Without

industrial peace there can be no production. So it is the sole

responsibility of the human resources department to create good

working atmosphere.

As a matter of fact workers who are motivated will caused

increased in productivity, effectiveness and efficiency. This is the

reason why motivation of workers is consider to be or vital function

of human resources management as discovered in the study.

Though human resources managers cannot control the forces in

the internal and external environment, it is under stood that most

of the human resources decisions and policies are being influenced

by political forces in the environment, illegal, economic,

technological as well as socio cultural influence.

5.2 Conclusion

No matter how big or small business organsiation is, they cannot

divorce themselves from the core roles or functions of human

resources management. These core roles and functions are lucidly

navigated and encapsulated in this study based on literature review

and personal interview. It is very interesting to note that the

workers are cognizance of the functions of human resources

management in the hospitality industry. None performance of

these functions are understood to be the reason for the negative

behaviours of workers in the hospitality industry and of course the

performance these functions tends to develop positive behaviours

among the workers.

87

5.3 Recommendations

Having come throiugh the research the application of systematic

research method it is observed that the personnel functions are not

adequately performed by the hospitality industry so it is important

to make the following recommendations for the management of

hospitality industry and policy makers in the industry as a whole.

It is recommended that a functional human resources management

department should be established in the hospitality industry

mostly hotels, tourism centres that employed good numbers of

workforce.

There is need to employ skillful manager that knows the nitty-gritty

of personnel management. The personnel job should not be

performed by any person that is not well equipped with human

resources principles, theories and concept.

Personnel policy should be formulated in the hospitality industry.

The researchers also wish to recommend that there should be job

security for workers, opportunity for growth and development of

every worker to have self actualization.

The research sees it necessary for management in the

hospitality industry to discharge their personnel functions with

utmost fairness and equity in dealing with personnel. This is so

important because there are practices which are unjust, unfair and

repungnant to natural justice conscience.

For hospitality industry to achieve their objectives and goals it is

recommended here that the personnel managers should have good

88

salary administration policy, training and manpower development,

industrial relations mechanisms.

Above all there should be ethical recruitment policy by

management of hospitality businesses.

89

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Postgraduate School Department of Management Faculty of Business Administration University of Nigeria Enugu Campus. 5th April, 2010.

Dear Respondent,

I am a postgraduate student of the above named University

conducting a research on “Human resource Management as tool for

efficiency in the hospitality Industry.

Kindly answer questions in the questionnaires. All information is

for academic purposes.

Thanks.

Yours faithfully

Nkwo Chidubem Hope

94

QUESTIONS ON HUMAN RESOURCES

Management as a tool for Efficiency in the hospitality

Industry study of Imo Concorde Hotel Imo State and Nike Lake

Resort Enugu.

Instructions: Please respond to the question in this questionnaire

by ticking right ( √ ) the appropriate options in the boxes proved.

1. How old are you?

(a) 18 – 25 years [ ] (b) 26 -35 years [ ] (c) 36 – 45

years (d) 45 and above [ ].

2. What is your sex?

(a) Male [ ] (b) female [ ]

3. What is your marital status?

(a) Married [ ] (b) single [ ] (c) divorce [ ]

4. How long have you been working in this hotel

(a) 1 – 5 years [ ] (b) 6 – 10 years [ ] (c) ten years

above (e) other please specify…………………………….

5. What is your designation?

(a) Director [ ] (b) supervisor (c) manager 9 0 (d)

clerical officer.

6. Do you have social facilities in your hotel? (a) yes [ ] (b)

No [ ].

95

7. What are the factors affecting effective human resources

management. (a) Federal Character [ ] (b) tribalism [ ] (c) office

polices [ ] (d) All of above [ ].

8. How often is staff performance appraisal in your hotel?

(a) 6 months [ ] (b) 1 year [ ] (c) 2 – 3 years [ ] (b)

none.

9. What is the health and safety condition of your hotel?

(a) Excellent [ ] (b) very good [ ] (c) good [ ] (d) poor

[ ].

10. How do you assess employment functions of personnel

management in your organization?

High rating low rating

(a) Excellent [ ] [ ]

(b) Good [ ] [ ]

(c) Poor [ ] [ ]

11. How does training and manpower development contribute

to effective human resources management?

High rating low rating

(a) Contribute effectively [ ] [ ]

(b) Contribute fairly [ ] [ ]

(c) Not at all [ ] [ ]

96

12. When wages and salaries are improved in your

organization, what is your rating of productivity?

High rating low rating

(a) High productivity [ ] [ ]

(b) Lower productivity [ ] [ ]

(c) Very low productivity [ ] [ ]

13. Do you agree that working atmosphere has no

relationship with good industrial relation?

High rating low rating

(a) strongly agreed [ ] [ ]

(b) agreed [ ] [ ]

(c) Disagreed [ ] [ ]

14. What do you think will be the performance when workers

are motivated?

High performance low performance

(a) Increased productivity [ ] [ ]

(b) Enhancing effectives [ ] [ ]

(c) Enhancing efficiency [ ] [ ]

15. Do you agree that internal and external forces affect

human resource management?

97

High rating low rating

(a) Strongly agree [ ] [ ]

(b) Agree [ ] [ ]

(c) Disagree [ ] [ ]

98

HUMAN RESOURCES MANAGEMENT AS A TOOL FOR EFFICIENCY IN THE HOSPITALITY INDUSTRY (STUDY

CONCORD HOTEL OWERRI, IMO STATE AND LIKE LAKE RESORT ENUGU STATE)

BY

NKWO CHIDUBEM HOPE

PG/MBA/08/47320

DEPARTMENT OF MANAGEMENT

FACULTY OF BUSINESS ADMINISTRATION

UNIVERSITY OF NIGERIA

ENUGU CAMPUS

July, 2010

i

99

TITLE PAGE

HUMAN RESOURCES MANAGEMENT AS A TOOL FOR EFFICIENCY IN THE HOSPITALITY INDUSTRY (STUDY

CONCORD HOTEL OWERRI, IMO STATE AND LIKE LAKE RESORT ENUGU STATE)

BY

NKWO CHIDUBEM HOPE

PG/MBA/08/47320

A PROJECT PRESENTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF MASTERS DEGREE IN

MANAGEMENT

TO

DEPARTMENT OF MANAGEMENT

FACULTY OF BUSINESS ADMINISTRATION

UNIVERSITY OF NIGERIA

ENUGU CAMPUS

JULY, 2010

ii

100

APPROVAL PAGE

Nkwo Chidubem Hope, a Post-graduate Student of the Department

of Management with Registration Number PG/MBA/08/47320, has

satisfactorily completed the course work and research for the

award of master’s degree in Management.

The work embodied in this report is original and has not been

submitted in part or full to the Degree or Diploma of this or any

other University.

……………………………….

Nkwo Chidubem Hope

Date:……………………….

…………………………. ...………………………

Prof. Chief J.A. Ezeh Dr. Chukwu C. O.

Project supervisor Head of Department

Date:…………………… Date:…………………..

101

iii

DEDICATION

This research work is dedicated to Almighty God for his infinite

mercy although the period of this work.

102

iv

ACKNOWLEDGEMENT

My most thanks and praise goes to the Almighty God for his infinite

mercy, love and sound health which he gave to me throughout the

period of this programme.

I acknowledge my elder sister Mrs. Ebere Okeke for her love and

financial support. I must acknowledge my mother Mrs. Grace

Nkwo for her moral support and love. Mummy I appreciate all your

effort.

I appreciate my sisters and Brothers Mrs. Ogochumwu Ngini, Mrs

Peace Omega, Mr. Emmanuel Nkwo, Mr. James Nkwo and also my

Nephews and nieces for their love, spiritual, moral, and financial

support.

I am also indebted to my supervisor Chief J.A. Ezeh of the

Management Department, faculty of Business Administration,

University of Nigeria, Enugu Campus, for his Patience, untiring

guidance through the various stage of this project, also for his

contribution, suggestions and criticism offered toward the

accomplishment of this work.

My sincere appreciation also goes to Sir, Iro for his kindly support.

This work will not be complete without acknowledging Mr. Etim

Onobo, Dr. Gideon and authors in the Bibliography and every other

person who contributed in one way or the order. God bless you all.

Nkwo Chidubem Hope

103

v

ABSTRACT

Human resources management as a tool for efficiency in the hospitality industry is the focus point of the research work. An indept survey method is adopted by the researcher to investigate how proper human resources management serves as a tool for efficiency in the hospitality industry. The truth of the subject matter revealed that it is either we embark on good human resources planning or we prepared to face business failure as a result of non realization of the truth that human resources is indeed one of the greatest assets of any business enterprises. Be it as it may the study indicate that the success of hospitality business depends on effective recruitment, selection and staffing policy and also proper salaries and wages administration. Training and manpower development is a pancea for adaptability and functionability of employees in terms of skill mastership for the job. It is interesting to observe in this study that there is relationship between higher productivity and workers motivation through holistic welfarism policy. There is no sure heaven for stakeholders in hospitality industry without proper industrial relations practices which is the sole responsibility of the human resources managers. The research highlighted the truism of the relevance of industrial safety policy as an integral part of effective human resources management. Some o

f the impediments or factors affecting successful practice in personnel administration are highlighted and recommendations made for the benefit of stakeholders in the hospitality industry.

104

vi

TABLE OF CONTENTS

PAGES

Title page - - - - - - - - - i

Approval page - - - - - - - - ii

Dedication - - - - - - - - - iii

Acknowledgement - - - - - - - iv

Abstract - - - - - - - - - v

Table of contents - - - - - - - vi

CHAPTER ONE

INTRODUCTION - - - - - - - 1

1.1 Overview of the Study - - - 1

1.2 Statement of the Problem - - - 10

1.3 Objectives of the Study - - - 11

1.4 Research Questions - - - - - - 11

1.5 Hypothesis - - - - - - 12

1.6 Significant of the study - - - - - 13

1.7 Scope and Limitation of the Study -- - - 14

1.8 Definition of Terms - - - - 14

Reference - - - - - - - - 17

105

CHAPTER TWO

LITERATURE REVIEW - - - - - 18

2.1 Theoretical framework - - - - -18

2.2 Hospitality Nature and Concept - - 18

2.3 Definitions of Humans Resources Management - 20

2.4 Employment Functions of Human Resources in the

Hospitality Industry - - 22

2.5 Wages and Salaries Administration of Employees in the

Hospitality Industry - - 24

2.6 Training and Manpower Development - - 27

2.7 Motivations of Human Resources for Higher

Productivity - - - - - - - 32

2.8 Appraisal of Human Resources Performance in Hospitality

Industry - - - - - - - - 36

2.9 Industrial Relations in the Hospitality Industry - - 38

2.10 Health and Environmental Safety - - - 48

2.11 Factors Affecting Human Resources Management in

Hospitality Industry - - - - - 52

References - - - - - - - 55

106

CHAPTER THREE

RESEARCH DESIGN AND METHODOLOGY - - - 58

3.1 Research Design - - 58

3.2 Population of the Study - - 58

3.3 Sampling Techniques/Sampling Size - -- 58

3.4 Sources of Data Collection - - - 58

3.5 Research Instrument - - 59

3.6 Methods of Data Collection - - 59

3.7 Determination of Population Size - - 60

3.8 Determination of Sample Size - 60

3.9 Method of Administrating Questionnaire - 61

3.10 Method of Data Analysis - - 61

References - - - - - - - - - 64

CHAPTER FOUR

PRESENTATION OF DATA AND DATA ANALYSIS - 65

4.1 Introduction - - - - - - - 65

4.2 Presentation and Data analysis - - - - 66

4.3 Test of Hypothesis - - - - - - 75

107

CHAPTER FIVE

5.0 SUMMARY CONCLUSION AND RECOMMENDATION 85

5.1 summary - - - - - - - - 85

5.2 Conclusion - - - - - - - - 86

5.3 Recommendation- - - - - - - 87

Bibliography - - - - - - - 89

Questionnaire - - - - - - - - 94