Type:
Instructor Manual
Human Resources Management Resource: in the Hospitality Industry Edition:
1st Edition
Author(s):
David K. Hayes Jack D. Ninemeier
INSTRUCTOR’S MANUAL TO ACCOMPANY
Human Resources Management in the Hospitality Industry David K. Hayes, Ph.D. Jack D. Ninemeier, Ph.D.
TABLE OF CONTENTS Preface
v
Chapter 1
Introduction to Human Resources in the Hospitality Industry
1
Chapter 2
The Legal Environment of Human Resources Management
13
Chapter 3
Human Resources Management: Policies and Procedures
28
Chapter 4
Employee Recruitment and Selection
45
Chapter 5
First Impressions and an Ethical Foundation
58
Chapter 6
Planning Training Programs
72
Chapter 7
Delivering and Evaluating Training Programs
89
Chapter 8
Compensation Programs
107
Chapter 9
Performance Management and Appraisal
122
Chapter 10
Employee Health and Safety
135
Chapter 11
Role of Human Resources in Strategic Planning and Organizational Change
147
Chapter 12
Critical Issues in Human Resources Management
160
Chapter 13
Human Resources: Planning for Global Expansion
175
Study Guide Solutions Chapter 1
Introduction to Human Resources in the Hospitality Industry
189
Chapter 2
The Legal Environment of Human Resources Management
190
Chapter 3
Human Resources Management: Policies and Procedures
191
Chapter 4
Employee Recruitment and Selection
192
Chapter 5
First Impressions and an Ethical Foundation
193
Chapter 6
Planning Training Programs
194
Chapter 7
Delivering and Evaluating Training Programs
195
Chapter 8
Compensation Programs
196
Chapter 9
Performance Management and Appraisal
197
Chapter 10
Employee Health and Safety
198
Chapter 11
Role of Human Resources in Strategic Planning and Organizational Change
199
Chapter 12
Critical Issues in Human Resources Management
200
Chapter 13
Human Resources: Planning for Global Expansion
201
iii
Chapter 1 Introduction to Human Resources in the Hospitality Industry Lecture Outline →Slide 1
Overview of Hospitality Industry Importance of human resources; Hospitality industry as a “people business.” →Slide 2 Hospitality industry – The range of for-profit and not-for profit organizations that provide lodging and/or accommodations including foodservices for people when they are away from their homes. →Slide 3 Travel and tourism industry includes transportation services, hospitality industry, and destination businesses. Hospitality industry can be divided into three segments: • The lodging segment includes hotels, conference centers, destination resorts, camp and park ground facilities, and inns. • The foodservices segment can be divided into two general components. For-profit operations include hotels, restaurants, caterers, and retail operations. Not-for profit operations include foodservices offered by educational facilities, healthcare institutions, the military, business/industry organizations, religious and charitable groups, correctional facilities, and transportation companies. • “Other segments” can include organizations such as private clubs, sports and recreational foodservice operations, cruise ships, casinos, vending businesses, and amusement and theme parks. →Slide 4 Labor-intensive – The situation in which people rather than technology and equipment are used to provide products and services for an organization’s consumers. Revenue – The amount of money generated from the sale of products and services to consumers of the hospitality operation. →Slide 5 Human Resources (HR) – The persons employed by a hospitality or tourism organization. Human Resources Management (HRM) – Processes used by a hospitality or tourism organization to enhance its performance by effectively using all of its staff members. Regardless of the industry segment in which they work, or in what industry they work, most employees have the same basic wants and needs. 1
→Slide 6 Intrapreneur – An employee of an organization whose compensation, in whole or in part, is based upon the financial performance of the part of the business for which the person is responsible. →Slide 7
Managing Human Resources in the Organization Management process – The process of planning, organizing, staffing, supervising, controlling, and appraising organizational resources to attain goals. →Slide 8 Resources – What an organization has available to achieve goals. Examples: people (human resources), money, time, machinery, processes and procedures, energy (utilities) and products such as food, beverages, and supplies. →Slide 9 Basic management functions include human resources responsibilities. (Planning, Organizing, Staffing, Supervising, Controlling, Appraising) →Slide 10 Job descriptions—A list of tasks which a person working within a specific position must perform. Managers – Staff members in the organization that direct the work of supervisors. Supervisors – Staff members in the organization that direct the work of entry-level personnel. →Slide 11 Corporate culture – Shared beliefs, experiences and norms that influence how “things are done” within an organization. Value-added – The concept that the benefits of money spent on something are worth more to an organization than the amount of money that is spent on its purchase. →Slide 12 Employee turnover – The proportion of total employees replaced during a specific time period. For example, the annual turnover rate can be calculated: number of employees leaving during year ÷ by number of employees in the work force. Three basic strategies to address labor shortages: • Keep the people currently employed; reduce the turnover rate • Increase productivity • Recruit from non-traditional labor markets →Slide 13
Human Resources Activities 2