Challenges Faced By HRM In The Hospitality Industry: An Essay.

Key challenges for attracting and retaining a workforce

Discuss about the Organizational Culture and Employee Commitment.

Human resource management is the process that allows the firm to maintain their activity like recruitment, salary wages and other management actions within the market. To understand the process of human resource management in attracting along with the retaining of the workforce the hospitality industry is being selected. The purpose of this essay is to analyze the human resource department activity in the hospitality industry. The essay will provide effective and key challenges that are faced by the HRM in the sector. Furthermore, the essay will also have an argumentative discussion on the action of the human resource department within the hospitality industry.

It is one of the most vital issues that is being faced by the human resource management for hiring the candidates. In the hospitality industry, this is one of the most vital challenges that is being faced by the firm. The working function of the HRM provides the suitable and valuable working function which provides a huge challenge for the human resource team within the firm (Yassine, & Zein, 2016). Recruitment cost determines the effectiveness of the people and the working function of the firm in the market. For the HRM activity reducing the cost to maintain effective and suitable workforce selection process in the market is one of the biggest challenges. To attract the employees in the hospitality industry the look and the delivery is the primary factor for the HRM. It can be seen that during the recruitment process the employees look for the better working phase and also the recruitment panel needs to be strong. It can be seen that the employers in most of the time have to go through thousands of application and to get everyone for the selection process is not suitable. It can be seen that by reducing the recruitment cost help the employers to attract the applicants to maintain their activity in the field. In this, the recruitment is the most effective process where the employee get easily attracted to the quality and the working function of the firm in the market. It is the constant challenge for the hospitality industry in the market to maintain their activity.

The communication is the most effective and the suitable function for the HRM to achieve effective recruitment as well as retention. Furthermore, it can be seen that the communication within the human resource as well as the line managers is the critical fact for the talent acquisition as well as the talent management. This is a challenge for the HRM department as they have to effectively communicate with the employees for the retention as well as the recruitment process. In this process, there is talent acquisition along with the talent management refers to the recruiting of the qualified applicants in the firm. Communication is the most suitable and the valuable path to the development of working function in the field (Yam, Raybould, & Gordon, 2018). It is clear from the facts that the HR manager in the recruitment process is effective for maintaining the career of the employees in the most suitable and effective way. This is an effective challenge for the HRM as it requires effective communication process to maintain the strong relationship with the employees and the firm. The recruitment process in the hospitality industry needs to have the open communication path in the working function of the firm. The communication process within the line manager then the supervisor along with the human resource is equally responsible for the retention as well as the recruitment in the firm. It can be seen that the communication process help the employee to maintain their effective working function within the market.

Recruiting cost

In the hospitality sector, the turnover is one of the biggest problems that the human resource management needs to face. The turnover rate in the hospitality industry is huge and for that, it became quite challenging for HRM to attract or retain the employees within the firm. The employee turnover within the organization can occur due to various reasons and one of the vital reason is that the job is not good for the employee and also they hate to communicate with each other for their working function. The HRM, in this case, needs to maintain their activity to provide effective attractiveness as well as retention of the staff members of the firm (Wallace, Lings, Cameron, & Sheldon, 2014). It can be seen that the employee turnover within the organization creates the huge challenge for the HRM to attract suitable and efficient employees in the organization. It is the duty of the human resource managers to maintain their workplace turnover rate. The hospitality industry is one of the most competitive markets and for that employees have a various option for selecting their working experience in the field (Presbitero, Roxas, & Chadee, 2016). The fact is clear that HRM faces challenges to maintain their employees, as they are unable to provide suitable attractiveness in the working function. This is the primary reason that the employee turnover rate within the hospitality industry is increasing. The most suitable and the effective working function in the market is to deliver the employees with valuable phases and working condition. The fact is clear that the organization need to develop a valuable process to fix the turnover rate.

Training is another problem that is faced by the human resource management in the hospitality industry. In the hospitality industry training is essential for the firm to maintain their activity within the field and this will help to attract suitable candidates for the firm. The HRM face challenges in this because providing effective training to the employees and the success of that training program is quite complex in the organization (Hon, & Lui, 2016). This is one of the vital activity within the field that they need to develop effective working process. It can be seen that due to the high turnover rate within the firm most of the employees have the chance to fulfill the managerial post even if they are not prepared. This is one of the most vital challenges for the employer within the market to develop their working process and to deal with the facts. Providing the suitable as well as effective training within the field allows the firm to maintain their activity in the market. It can be understood from the appropriate process that training is vital for recruitment and to get effective working function within the market. It can be clearly understood in this process that the working function of the firm and the HR manager is to maintain the activity for the attracting along with the retaining of the staff members in the firm.

Communication

The hospitality industry is one of the most competitive places where the HR manager and to deal with various challenges within the market. According to Kusluvan, Kusluvan, Ilhan, & Buyruk, (2010), it can be seen that function of the HRM in the hospitality industry is rapidly developing. Though HRM can be seen in every sector of the firm and for that they need to develop suitable and effective working function within the market. This working function in the firm help to maintain the selection process along with the retention process of the staff members. It can be argued from the view of Tracey, (2014), that the human resource management is not the only working function in the hospitality industry. The senior authority of the firm along with the line managers and the supervisor are equally responsible for attracting as well as retaining the staff members within the firm. The facts are clear that the hospitality industry needs to effectively maintain their working function and provide the most suitable value for the firm. It can be also seen from the view of Solnet, & Kralj, (2011) that with the help of the HRM in the hospitality industry they are able to gain effective competitive advantages in the market. 

For the organization, the vital factor the part of the firm has become human resource management and in the case of the hospitality industry, it is somewhat effective but not in every sector. In the words of Nadiri, & Tanova, (2010), it can be seen that the hospitality industry in the past 10 years is developing rapidly. This is due to the facts that the human resource management in the industry is providing their best to recruit suitable staff members. It is the fact that the human resource management is the one who plans for the recruitment process and also plans various activities to attract the employees. It can be argued from the view of Deery, & Jago, (2015), that the operational function of HRM is controlled by the senior authority of the firm and they are one who eventually maintains the employee retention within the firm. The facts are clear that the human resource department is only the working function of the hospitality industry and they are providing effective value to the firm to maintain their activity. As per Papa, Dezi, Gregori, Mueller, & Miglietta, (2018), the hospitality industry is the most effective working place for the HRM as in this employee directly depend on the human resource managers.

Turnover

In the words of Ahmad, (2015), it can be depicted that the human resource management in the hospitality industry is facing huge challenges for attracting as well as retaining the staff members. The challenges and the issues are created in the organization in the organization due to the generational differences in the hospitality industry. The fact is clear that there are numerous people working in the hospitality and from a different generation which creates issues within the HRM to provide the most satisfaction working function to the employees. Furthermore, it is argued on the basis of Sheehan, Grant, & Garavan, (2018), that the generation gap is present in every industry and this is one of the vital factors for the firm and not only for the HRM. The thing is clear that the operational function of the human resource management in the field is quite effective to provide suitable and valuable satisfying need to the employees. Generation gap creates challenges for the firm regarding various factor but this did not have any direct issue on the attracting along with the retention process of the organization. It can be seen from the view of Al-Emadi, Schwabenland, & Wei, (2015), the hospitality industry is effective in every field to provide suitable and valuable working function within the market.

According to Dhar, (2015), human resource management in the hospitality industry has the vital role to play for justice to the turnover intention as well as the employee satisfaction. The facts provide the view that the HRM in the hospitality industry need to maintain all the management related work and also they need to improve the working condition of the firm. The challenges that are faced by the HRM is quite effective and they need to maintain that to provide a high-performance level to the organization. Moreover, it is argued from the view of Kim, Kim, Choi, & Phetvaroon, (2018), that the challenges in the human resource are not particularly for one field or program, rather it is for the entire working process of the HRM. It is clear that human resource management within the field is quite effective for providing valuable working function but they need to develop their skill and their working experience within the field. In this, the fact is clearly provided that the human resource manager in the organization face various challenges and they need to deal with them to provide suitable operational function. As per Anitha, & Begum, (2016), the management team in the hospitality industry work to figure out the appropriate way to maintain the workforce of the firm.

Training

In the words of Nieves, & Quintana, (2018), it is clearly stated that the human resource management is effective for the hospitality industry to maintain their work and their performance level. In the hospitality industry, the business is effective for providing the view within the field to maintain their activity. It can be seen that the working function of the firm is performing in the effective way to deal with the various working function in the process. It can be argued from the view of Pouransari, Al-Karaghouli, & Dey, (2016), that the hospitality industry have suitable working function and this is entirely due to the senior authority of the firm. The fact is clear that the working function of the firm is quite effective to deal with the various people within the market. The working function of the human resource management in the firm is quite effective for providing their effective and suitable view in the market. According to Lu, Capezio, Restubog, Garcia, & Wang, (2016), the working process of the HRM is quite effective for the firm and this helps them to maintain their activity in the field of the hospitality industry. The working function of the human resource management in this sector maintain a variable process for performing effective and suitable value within the field.

Conclusion

The paper eventually concludes the facts that the human resource management in the hospitality industry is facing huge challenges like the recruitment cost and its process. Then another challenge is to deal with the employee turnover rate in the firm and to provide effective training to the employees. The paper also concludes the facts that these challenges allow the industry and the HRM department to maintain their working function in the most effective and the suitable way. It can also be evaluated from the essay that there is a various working function in the market to provide their function and the working function in the field to maintain their work. The fact is clear that the hospitality industry is effective in the market due to the suitable working function of the human resource management to attract as well as to retain the staff members of the firm.

References

Ahmad, S. (2015). Green human resource management: Policies and practices. Cogent Business & Management, 2(1), 1030817.

Al-Emadi, A. A. Q., Schwabenland, C., & Wei, Q. (2015). The vital role of employee retention in human resource management: A literature review. IUP Journal of Organizational Behavior, 14(3), 7.

Literature review

Anitha, J., & Begum, F. N. (2016). Role of organizational culture and employee commitment to employee retention. ASBM Journal of Management, 9(1), 17.

Deery, M., & Jago, L. (2015). Revisiting talent management, work-life balance, and retention strategies. International Journal of Contemporary Hospitality Management, 27(3), 453-472.

Dhar, R. L. (2015). Service quality and the training of employees: The mediating role of organizational commitment. Tourism Management, 46, 419-430.

Hon, A. H., & Lui, S. S. (2016). Employee creativity and innovation in organizations: Review, integration, and future directions for hospitality research. International Journal of Contemporary Hospitality Management, 28(5), 862-885.

Kim, Y. J., Kim, W. G., Choi, H. M., & Phetvaroon, K. (2018). The effect of green human resource management on hotel employees’ eco-friendly behavior and environmental performance. International Journal of Hospitality Management, 76, 83-93.

Kusluvan, S., Kusluvan, Z., Ilhan, I., & Buyruk, L. (2010). The human dimension: A review of human resources management issues in the tourism and hospitality industry. Cornell Hospitality Quarterly, 51(2), 171-214.

Lu, V. N., Capezio, A., Restubog, S. L. D., Garcia, P. R., & Wang, L. (2016). In pursuit of service excellence: Investigating the role of psychological contracts and organizational identification of frontline hotel employees. Tourism Management, 56, 8-19.

Nadiri, H., & Tanova, C. (2010). An investigation of the role of justice in turnover intentions, job satisfaction, and organizational citizenship behavior in the hospitality industry. International journal of hospitality management, 29(1), 33-41.

Nieves, J., & Quintana, A. (2018). Human resource practices and innovation in the hotel industry: The mediating role of human capital. Tourism and Hospitality Research, 18(1), 72-83.

Papa, A., Dezi, L., Gregori, G. L., Mueller, J., & Miglietta, N. (2018). Improving innovation performance through knowledge acquisition: the moderating role of employee retention and human resource management practices. Journal of Knowledge Management.

Pouransari, S., Al-Karaghouli, W., & Dey, B. (2016). The Role of Human Resource Information System on staff retention management.

Presbitero, A., Roxas, B., & Chadee, D. (2016). Looking beyond HRM practices in enhancing employee retention in BPOs: focus on employee– organization value fit. The International Journal of Human Resource Management, 27(6), 635-652.

Sheehan, M., Grant, K., & Garavan, T. (2018). Strategic talent management: a macro and micro analysis of current issues in hospitality and tourism. Worldwide Hospitality and Tourism Themes, (just-accepted), 00-00.

Solnet, D., & Kralj, A. (2011). Generational differences in work attitudes: Evidence from the hospitality industry. Hospitality Review, 29(2), 3. Retrieved on: 29 May 2018. Retrieved from: https://digitalcommons.fiu.edu/cgi/viewcontent.cgi?article=1492&context=hospitalityreview

Tracey, J. B. (2014). A review of human resources management research: The past 10 years and implications for moving forward. International Journal of Contemporary Hospitality Management, 26(5), 679-705. Retrieved on: 29 May 2018. Retrieved from: https://www.researchgate.net/profile/John Tracey5/publication/265858149 A review of human resources management research the past 10 years and implications for moving forward/links/5792618308aeb0ffccd07594.pdf 

Wallace, M., Lings, I., Cameron, R., & Sheldon, N. (2014). Attracting and retaining staff: the role of branding and industry image. In Workforce development (pp. 19-36). Springer, Singapore.

Yam, L., Raybould, M., & Gordon, R. (2018). Employment stability and retention in the hospitality industry: Exploring the role of job embeddedness. Journal of Human Resources in Hospitality & Tourism, 1-20.

Yassine, N., & Zein, R. (2016). Human resource management in the Middle East: Lebanese HR practices in NGOs and the private sector. SAM Advanced Management Journal, 81(1), 34.