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QuestionWhat types of HRM strategy and practices are being adopted in hospitality industry, and how might they be improved?
AnswerHuman Resources Management (HRM) is an area of management practice which spans many disciplines. Concerned with the management of employees, i.e. the human resources of the organisation, good practice in HRM offers advice and guidance in how best to manage and motivate employees in a range of circumstances (Armstrong and Taylor, 2016). As many academic models and concepts recognise employees as being a significant source of unique organisational advantage, there has been increasing focus on improving HRM in organisations in recent years. This is particularly prominent within the hospitality sector given the fact that front-line employees are typically directly responsible for the service which guests and visitors receive (Du Plessis et al., 2015). Therefore, it is critically important for organisations within the hospitality industry to adopt good practice in HRM and, where possible, introduce a unified HRM strategy. Two particular areas of growing interest in regards to HRM within the hospitality sector include employee engagement, and also e-HRM (Hughes and Rog, 2008). The former, employee engagement, refers to the commitment an employee has towards their organisation and the effort and willingness they have, in layman's terms, ‘to go the extra mile’. This is especially important in hospitality as these additional touches help to make a stay or visit memorable for a guest, and therefore increase the likelihood that they will return or recommend a hospitality location to friends. It is, however, a reality that many employees within the hospitality sector earn relatively little, and therefore hospitality firms which can promote employee engagement often see a benefit. One way of increasing engagement is by investing in learning and development for employees via e-HRM (electronic-HRM), which offers the opportunity for employees learn and develop at their own pace, something which is proven to be highly beneficial for their levels of engagement.
ReferencesArmstrong, M., and Taylor, S., (2016) Handbook of strategic HRM. London: Kogan Page. Du Plessis, A., Douangphichit, N., and Dodd, P., (2015) HRM in relation to employee motivation and job performance in the hospitality industry. International Business Conference (IBC). Hughes, C.J., and Rog, E., (2008) Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations. International Journal of Contemporary Hospitality Management, 20(7), 743-757.
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