HUMAN RESOURCE MANAGEMENT

Human Resource Management



Human Resource Management

Introduction

Generally recruiting and selecting people to fill new or existing positions are a crucial element of human resource activity in all tourism and hospitality organizations, irrespective of size, structure or activity. Although we have noted how the importance of service quality has increased the pressure on organizations to select the 'right' kind of individual, it is often widely suggested that too often decisions are made in an informal, ad hoc and reactive manner. This point may be especially true in smaller organizations that may not have well developed HRM functions or recruitment and selection systems, and may recruit irregularly with heavy reliance on informal systems and methods (Jameson, 2000). Indeed, within the context of the hospitality sector, Price (1994) found that of 241 hotels sampled in her research, a third never used job descriptions or person specifications. More recently, Lockyer and Scholarios (2005) surveyed over 80 hotels and again found a general lack of systematic procedures for recruitment and selection. This lack of systemization may seem strange when many writers would point to the cost of poor recruitment and selection being manifested in such things as:?    expensive use of management time;?    retraining performers;?    recruiting replacements for individuals who leave very quickly;?    high-labor turnover;?    absenteeism;?    low morale;?    ineffective management and supervision;?    disciplinary problems;?    dismissals.

Clearly then it is important for organizations to consider how they can approach recruitment and selection to increase the likelihood of a successful appointment/decision and in a cost effective manner. Reflecting this latter idea of cost effectiveness it is important to recognize the contingent nature of recruitment and selection. Thus, although there may be good practice approaches to recruitment and selection these are not going to be appropriate for all positions available in anorganization. For example, for a management traineeship in a major hotel the company may use a variety of sophisticated and costly mechanisms culminating in an assessment centre. On the other hand for a part-time seasonal position in a fairground the company may recruit an employee based on word of mouth. Indeed, in considering why it may be difficult for tourism and hospitality companies to aim for best practice in recruitment and selection Lockyer and Scholarios (2005) recognize that the lack of formality can often be overcome by effective use oflocal networks in recruiting employees. For example, they suggest that the person responsible for selection should have a good knowledge of the local labor market and be able to make the best use of informal networks to find suitable employees. A further point to consider by way of introduction is the notion of 'fit' between the individual and the organization who are seeking to attract and admit those who are considered 'right' for the organization, in terms of issues like commitment, flexibility, quality, ability to work in a team and so on. Thus, the match between the individual and organization may be 'loose', that is applicants having the ability to do thejob; or 'tight', where the individual has to demonstrate ...