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Strategic Role of HRM in Tourism and Hospitality Industry

Strategic Role of HRM in Tourism and Hospitality Industry Introduction:

Strategic Role of HRM in Tourism and Hospitality Industry highlights importance of The Human Resource Strategic Role of HRM in Tourism and Hospitality IndustryManagement (HRM) for the Tourism, Hospitality, and Event (THE) sector is based on HRM policies and practices relevant to the tourism and hospitality industries. The use of the existing human resource management (HRM) practice and theory helps to contextualize it to the industries based on specific employment practices in the industries, such as working in the airline industry or managing tour reps. (Nickson, 2007)

Additionally, there are foreseen and unforseen challenges and opportunities that should be worked upon to either avert it or achieve it respectively. More so, labor is an essential aspect of the factors of production, therefore, the process of recruiting laborers or employees in the THE industry is changing on a daily basis. More selection methods or approaches are being employed based on criteria that seem to be effective in the THE industries. Based on these major criteria, this paper discusses the reasons behind these major elements and how they are being done.

Human Resource Planning

Human Resource planning is important to any organization and its success because it forms an integral part of the organization and also ensures that the organization succeed in achieving all its defined goals and targets. The reasons why HR planning is important in an organization will be discussed below.

Firstly, HR planning is defined according to Sampurna Majumder (2014) as the systematic evaluation of HR needs that makes sure that the accurate number of employees with the most suitable skills are readily available whenever they are required. In the process of HR planning, it is required of the practitioners that the objectives needed to be achieved must be in mind. This is the exact reason why many job seekers keep seeking employment. When these requirements are neglected by an organization’s authorities, there are possibilities of poor performances and even other industrial issues within the organization.

Furthermore, another important aspect of planning for human resources is the forecasting demand. It is imperative that the practitioners fully have some idea of where the organization is headed with its sales and revenue. The percentage of sales in the current year should be better than the previous year. The new recruiting of new staff to the organization can help to meet this demand. Basically, the need for employees who will help meet some financial demands is necessary here. Otherwise, customers may see the organization not effectively carrying out their business success. (Bradley, 2016)

Additionally, being proactive is another aspect of HR planning. Bearing in mind the idea of being proactive in business will help keep heads-up with what the business process is And thus, build more effective method to create a pipeline of employees that are ready, unforced, and able to help the organization grow and attain its goal. When employees see some excitement in the management on the foreseen success, they will also be excited about the future of the organization and also about the new talent that would be brought on-board, this will make them excited to help the organization reach their goals, hence increasing organization financial bottom line. (Bradley, 2016)

Achieving these reasons are based on employing the right methodologies. These include the following;

  • Workforce analysis:

The workforce analysis is considered as one of the methodologies used because the workforce is a very important factor in human resources planning. The current workforce and future workforce, both have their different roles in human resources. The strength of the workforce determines the level of output. (Franklin, n.d)

  • Seminars and Job Fairs:

Seminars, job fairs and other social functions are ways to advertise the company. Human resources should organize seminars and job fairs to recruit employees in quality and quantity, as qualified employees increases the strength of the workforce which in turns increases productivity. (Franklin, n.d)

  • Training programs:

Training programs improve the employee skills, this includes customer service and sales training, or a focus on specific work-related skills. The provision of training and retraining programs will help reduce present and future liability. (Franklin, n.d)

  • Retention Programs

Since there are possibilities for employees to seek other opportunities, retaining them may be difficult. But human resource planning can help reduce the possibility of employee departure through retention programs. Additionally, the retention program can include advancement, rewards, or growth and even work-life balancing. (Franklin, n.d)

Ignoring HRP processes can lead to the following problems:

  1. Firstly, when there is no human resource planning, it will be difficult to know which employee has the required qualifications, knowledge, skills, work experience, and aptitude level for the work at hand. (Cartwrigh, 2002)
  2. Second, it will be difficult to choose the right personnel to replace the large number of those who retire, grown old, die, or become incapacitated based on physical or mental ailments. Therefore, the work would have to suffer. (Cartwrigh, 2002)
  3. Third, labor turnover is something that cannot be avoided, but beneficial, lack of human resource planning will not help understand how such labor turnover arises from factors such as discharges, voluntary quits, promotions or marriage; or even factors such as cyclical fluctuations in the business which could lead to the constant ebb and flow in the organization. (Cartwrigh, 2002)

Ignoring HRP will not allow an organization meet the needs of expansion programs, which is very important because of the high increase in the demand for goods and services by a developing population, increase in the standing of living – which results in larger quantities of similar goods and services for new goods. (Cartwrigh, 2002)

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