Essays on Human Resource Management in the Hospitality Industry Case Study

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The paper “ Human Resource Management in the Hospitality Industry” is an affecting variant of case study on human resources. Human resources are considered a very important asset for any organization given its contribution to the overall performance of an organization. For this reason, different organizations have human resource management functions to help manage this very important resource so as to ensure that the organization has a competitive advantage in terms of what its workforce can offer. The aspect of human resource management especially becomes very critical in the hospitality industry. Perhaps this is because the employees in many occasions engage directly with the customers and thus raising of how well they are satisfied by the services delivered (Boxall and Purcell 2000).

To help illustrate on some of the issues that are facing human resource management in a hospitality industry, the case of Harbour Inn which is situated in Sydney Australia will be used. This analysis will entail two major areas which are: identifying management issues or problems facing the hotel and the recommendations for managing the already identified problems. Issues and problems in the businessGiven the company scenario, a number of issues and problems and which are very common in human resources across different industries can be identified and they include high employee turnover, training and development, teamwork and diversity management. High employee turnoverThe hospitality industry is among the industries that are leading in recording high employee turnover, especially among the middle managers and the front staff.

Research is showing that the main contributor to high employee turnover in the hospitality industry is the attitude individuals have towards their work something that is founded on employee satisfaction.

The variance in satisfaction among the employees is a very important point as it determines the rate of employee turnover and should be used to address the prevailing human resource management challenges. This is what has been witnessed in the case of ‘ Harbour Inn’ in Sydney Australia. To illustrate this, the high employee turnover that has been witnessed in the hotel in the recent past has been as a result of a lack of motivation among the employees (Hoque 2000). For instance, the way the company is handling employees’ concerning is worrying given that numerous promises that cannot be met are made.

This can be learnt from two main areas namely parking space for junior employees and training programs within the Hotel. In other words, what is emerging here as an issue, is the inability by the hotel to satisfy employee expectations like providing parking space and adequate training in order to improve their competence both in soft and hard skills. Training and developmentTraining and development are also of the functions of human resource management and its aimed at enhancing the skills and knowledge that employees in any given industry have and that are required in improving service delivery.

While training may seem to be a costly affair in the short-term, if well planned and executed, in the long run, will translate into high-quality services that the business offer. In the case of employees, training and development is one sign demonstrating how the management regards the staff. This is one of the difficulties in the case of the Harbour Inn. For instance, when Susan was hired, she was promised to be supported to undergo a certain training as one way of making her competitive in her position.

However, even the process did take place, it is slower and less focused and does not the attention it deserves especially from management level (Canny, 2002). This problem could also be extended to the weaknesses in the recruitment process which is also not clear given that Susan has worked for a relatively long time as a casual and for very few hours making it very difficult for her to earn the income that comfortably sustains her.


Boxall, P and Purcell, J 2000, ‘Strategic human resource management: where have we come from and where should we be going?’, International Journal of Management Reviews, 2(2), p. 183–203.

Canny 2002, ‘Flexible labour? The growth of student employment in the UK’, Journal of Education and Work, 15(3), p. 277–301.

D’Annunzio-Green, N., Maxwell, G. and Watson, S 2002, Human Resource Management: International Perspectives in Hospitality and Tourism, London, Continuum.

Eaton, J 2001, Globalization and Human Resource Management in the Airline Industry, Ashgate.

Grugulis, I. and Wilkinson, A 2002, ‘Managing culture at British Airways: hype, hope and reality’, Long Range Planning, 35(2), p. 179–194.

Hoque, K 2000, Human Resource Management in the Hotel Industry, London, Routledge.

International Labor Organization (ILO) 2001, Human Resource Development, Employment and Globalization in the Hotel Catering and Tourism Sector, ILO.

Jolliffe, L. and Farnsworth, R 2003, ‘Seasonality in tourism employment: human resources challenges’, International Journal of Contemporary Hospitality Management, 15(6), p. 312–316.

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