The paper entitled "Human Resource Functions in Hospitality" is a perfect example of a Management Case Study. Employment within the hospitality industry plays an overwhelming role since it accounts for a significant number of people working in this industry both in developing and developed countries. In 2006, the World Travel and Tourism Council reported that close to 8.7 % of all employees work in the travel and tourism firms, where the hospitality industry falls (UNWTO, 2009). Indeed, there is clear evidence that human resources are a significant component of the hospitality industry where service delivery is essential.
While the number of jobs in the hospitality industry is massive in all accounts, there are widespread concerns about the quality of these jobs. More specifically, there seems to be a perennial problem within the hospitality industry that raises concern on labor availability, employment relations, and human resource management. Even with the number of job growth in this industry, there are concerns that many jobs are low skill and poorly paid while few are high skill and well paying. This phenomenon, not to mention economic constraints facing the industry, has pitched many service providers against their employees worsening their relations, affecting labour and limiting human resource management.
With a focus on China and Australia, this paper reveals the dynamic relationship between service providers and their employees with reference to the above areas— HRM, employee relations and labor market. The paper also outlines essential recommendations that may reduce impact of resulting challenges. Notably, the paper discusses the direction of HRM in the hospitality industry in China and Australia. Comparison between China and Australia. In recent decades, Asia has emerged as a robust tourist destination with countries such as China and India reap the most from this trend.
On the other hand, Australia has been one of the leading countries with a significant number of tourist attractions. Consequently, Australia has a credible footprint in the hospitality industry. China and Australia's growth in tourism and travel presents a myriad of challenges in their hospitality industry given the significant number of employees they have. Increasing, service providers in this industry face challenges in catering for their clients and managing their human resources to support their business goals amidst increasing competition from international players.
With players in the hospitality industry using quality of service and reduced costs as sources of competitive advantage, issues such as the labor market, employee relations, and HRM functions act as a counterculture to the business objectives. Employee relations. Employees in the hospitality industry are the single most important drivers of success, which underscore the need for a robust employee relation. Changes in management theory reflect a system evolution of various facets of management such as industrial relations and social factors (Michael et al.
2011). Human relations schools have placed focus on the need for organizations to integrate human resources to achieve business goals. In the hospitality industry, the Unitarian and pluralism approach guide how organizations undertake employee relations. Research in the hospitality industry reveals that there is less focus on employment relations as many players view it as being more “ manufacturing-based” (Michael et al. 2011, p. 508). Over the years, the hospitality industry has been synonymous with part-time employment and casual laborers (Australian Bureau of Statistics, 2012).
In China and Australia, many hospitality industry players have few permanent employees, which have lowered their commitment to enhancing employee relations.