CC BY
51ISSN 2223-4047
Вестник магистратуры. 2020. № 4-2 (103)
УДК 658
Sh.Sh. Rakhmonov, U.R. Turaeva
HUMAN RESOURCE MANAGEMENT IN TOURISM AND HOSPITALITY INDUSTRY
Human resources are pivotal part of tourism and hospitality industry, since the industry directly associated with delivering and offering services, working with clients who are from different mentality, culture and behavior, which requires from its personnel numerous skills and abilities. This article identifies the importance of Human Resource Management (HRM) in tourism and hospitality industry.
Key words: human resource, management, tourism, hospitality, skills,
service.
Human resource management is one of the most significant operations in all fields and organizations, which plays a vital role to the development of the establishments and signifies the success of the business. According to John Storey, "Human Resource Management is a distinctive approach to employment management which seeks to competitive advantage through strategic deployment of highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques" [1].
"In deciding whether to hire from within or outside the firm, employers should consider the nature and level of the job, characteristics of the firm and industry, and a firm's system of human resource management policies, such as intensive recruitment and screening policies and training" [2]. "Recruitment is the process of generating a pool of capable people applying to an organization for employment" [3].
Recruiting from outside has several advantages. First of all, diversity and innovation are two main objectives in today's global market. In my opinion, the manager who wants to make changes in an organization and wants to further development of the business has to choose external hire as it brings fresh ideas and innovations. Moreover, external recruit can see situations from a different perspective and has outside experience to offer solutions to problems. Secondly, in external hire competitive spirit and wide choice of candidates help me to identify and choose qualified applicant for the position. It will be easy working with skilled candidate who is able to bring new skills to the position that manager need and can capitalize on immediately. Last but not least, according to the research which shows predicted probability of internal promotions and external lateral hires, the predicted probability of external lateral hires outweighs the predicted probability of internal promotions in all jobs, except job titles including law, insurance, tax affairs, research and development (Figure 1). So, it can be said that probability of external hires is higher than internal promotion in other spheres, as tourism industry mostly linked with communication, personnel management, sales and marketing, administration services and environmental management spheres.
Manager also has a chance to promote one of my staffs to the free position. However, it is not an easy task. Senior Human Resource Specialist with more than 20 years of experience in human resources management and business partnering, Keith Mishler says "Promotions, which fall under the heading of terms and conditions of employment, are covered by federal and state employment and non-discrimination laws. As such, your promotion practices should follow the Equal Employment Opportunity Commission (EEOC) Uniform Guidelines on Selection Procedures". According to EEOC laws and guidelines manager has to be fair and obey neutral selection criteria while promoting within the organization.
It is obvious that manager may face some challenges and difficulties in promoting within the organization. If manager promotes one of my supervisors, manager will have to find another employee for his position and it both takes time and affects to the quality of the services as his duties are divided temporary among other employees which leads to the loss of productivity and efficiency of the services.
Furthermore, promoting one of the supervisors within the organization can negatively affect the job satisfaction and decrease the motivation of the other supervisor. For instance, If manager promotes the operations supervisor, the facilities supervisor may feel the sense of discrimination and he may be annoyed from this decision that impacts job effectiveness of the facilities supervisor.
Moreover, promotion within organization may create dissatisfaction among those who were not considered for the job and influence to the manner and mutual behavior of the staffs. For example, if manager promotes one of my supervisors, it may break close relationship between the facilities supervisor and the operations supervisor or vice versa, as they have been working together and contributing to the development of the organization for
© Rakhmonov Sh.Sh., Turaeva U.R., 2020.
BecmnuK Maeucmpamypu. 2020. № 4-2 (103)
ISSN 2223-4047
several years at the same level. Consequently, supervisor who was not selected for the position feel himself weak staff in workplace and it is a factor which leads to the loss of self-confidence.
Law, insurance, and tax affairs Research and development Communication Financial management Quality control Corporate security Personnel management Information and communication technology Sales and marketing Transport and storage Pu rchases
Occupational health care and security Manufacturing Construction Environmental management Administration services Business management and development Maintenance and repair
0 0.1 0.2 0.3 0.4 0.5 0.6 Predicted probability
Fig. 1. Predicted probability of internal promotions and external lateral hires, by job titles [4]
Thus, to avoid the problems it is better to recruit candidate from outside the organization. But it may not be the best solution as well, since it might create some problems in an inner scale and carries some drawbacks as well. Firstly, internal disputes are bound to arise if existing employees feel that they were more suited for the position. In our case also, we have two current supervisors, who are appropriate candidates for the position. If manager hires outside the organization for the free position, there may be occurred conflicts amongst personnel, since they also wanted to be promoted. It takes time to create friendly atmosphere among co-workers and a new promoted staff has to work hard to reach others confidence and has to prove his appropriateness.
Besides that, external recruitment has some disadvantages for the company. These are followings:
•A new recruit will have a limited understanding of the company and company's culture.
•A new recruit often needs to be trained;
•External hire can cost organization huge amount of money to screen a lot of candidates;
•It may be risky;
According to the Harvard University "Pathways to Prosperity Project" study in 2011, U.S. employers are increasingly seeing students graduate from college unequipped to survive in the 21st century workforce [5]. It is said that today graduate students are lack of in skills, including critical thinking, creativity, problem solving and communication. Furthermore, employee personality is a key criterion for tourism and hospitality industry due to its role in employee performance. "Many researchers and industry practitioners argue that employee personality influences customer service attitudes and behavior, customer service skills, and overall performance of service providers, which may be critical for service quality, customer satisfaction, loyalty, and organizational success" [6]. According to Wang, Ayres and Huyton, it is important for the labor intense tourism industry to attract highly qualified workers with the skills and knowledge necessary to meet the requirements of the employers [7]. "Employers are looking for good technical skills in their recruits, they are also looking for strong soft skills, often called "people skills," which are typically hard to observe, quantify, and measure" [8]. Swiss School of Hospitality and Tourism says that 10 soft skills are essential for hospitality and tourism manager. They are:
1. Customer service skills;
2. Networking skills;
3. Communication skills;
4. Flexibility skills;
5. Organizational skills;
6. Language skills;
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BecmnuK Maeucmpamypu. 2020. № 4-2 (103)
7. Commitment;
8. Can-do attitude;
9. Multitasking skills;
10. Cultural awareness.
Except above mentioned skills, if manager is going to recruit from outside the organization, he should require the following skills and qualifications from the applicants:
> Empathy;
> Emotional intelligence;
> Teamwork;
> Stress and time management;
> Problem-solving;
> Strategy;
> Innovation;
> Professionalism;
> Self-management;
> Initiative;
> Analytical skills;
> Willingness to learn and develop;
List of references
1. Storey J (2016). Human Resource Management - Defining the Field, May 13
2.DeVaro, J (2016). Internal hiring or external recruitment? IZA World of Labor: 237, doi: 10.15185/izawol.237, February 2016.
3.Gold, J. (2007). Recruitment and selection. In J. Bratton, & J. Gold (Eds.), Human resource management: Theory and practice, (4th ed., pp. 239-273). Houndmills, Basingstoke, Hampshire: Palgrave Macmillan.
4.DeVaro, J., A. Kauhanen, and N. Valmari (2015). "Internal and external hiring: The role of prior job assignments." Paper presented at the Fourth SOLE-EALE World Meeting, Montréal, Canada, June 26-28
5.Harvard Graduate School of Education (2011). Pathways to Prosperity Project. February
6.Kusluvan, Salih, Kusluvan, Zeynep, Ilhan, Ibrahim, & Buyruk, Lutfi. (2010). The human dimension: A review of human resources management issues in the tourism and hospitality industry. Cornell Hospitality Quarterly, 51(2), 171-214.
7.Wang Jia, Ayres Helen, Huyton Jeremy (2013). Is Tourism Education Meeting the Needs of the Tourism Industry? An Australian case study. 24 May,.
8.Coates, D. E. (2006) People skills training: Are you getting a return of your investment?
RAKHMONOV SHUKHRAT SHAVKATOVICH - master degree student, "Silk Road" International University of Tourism, Uzbekistan.
TURAEVA UMIDA RUSTAMOVNA - master degree student, "Silk Road" International University of Tourism, Uzbekistan.
