Human Resource Management in a Service Industry - Case Study Example

Human Resource Management in a Service Industry The roles and purpose of human resource management in Macdonald Hotels It is undisputed that a successful business derives its strength in the hard work and good will of its employees (Bauer2013 page 123). Quality of a service is a priority when it comes to attracting customers and building a lasting relationship through the winning of their trust. Macdonald Hotels must have a way of ensuring that the employees, which are the main engine that propels the existence of the industry, are treated to the best of their interest and as well, they are equipped will knowledge and skills required to face the challenges encountered. It is through this way that we can determine what really the resource managers in this industry do (Truss, Mankin, & Kelliher, 2010 page369). Job analysis This in the main process used to determine duties and various positions to be staffed in any organization (Safdar, Waheed, & Rafiq, 2010 page 25). The management defines details on the type of employees to hire. First, the work activities to be done in a particular job are clearly outlined and defined; how the job is done, why it is done and when it is done are the most relevant questions used to guide this process. Human behaviours about the specific job are must be determined; this will mostly help find the aspects of a person that are commensurate to the demands of the job to be staffed. It is also required that the tools and equipment for that particular job are determined in the course of the job analysis, the point here is to make sure difficulties and shortages are not factor to pin down the smooth flow of work. The quantity and quality levels for every job are not left out since they provide the basis of performance appraisal for the employees.it is also the duty of the restaurant management to determine the physical working conditions as well as the vertical and horizontal interaction with the employees. Specific human requirements such as education, experience, and personal attributes are part of job analysis and a devoted duty of the restaurant management. Human resource planning This is the sure way used to ensure that the restaurant will not fall short of the right employees with the convenient process to do the required work for the existence of the business. The relevance lies in the need to determine the future supply and demand of personnel in the business (Hoch & Dulebohn, 2013 page 120). It is the responsibility of the managers to deliberate on the skills of employees for hire and categorize the positions within the restaurant. Additionally, they have the mandate of identifying the performance and development needs of the employees within business organization.to achieve the effective and efficient outcome the managers must ensure that the planning process is detailed. Moreover, it should not extend far into the future due to constant changes in the business trends. They must also draft all alternative course of action to be taken with much precision and comprehensiveness possible. Recruitment of personnel The need to acquire new employees is occasioned by a range of factors. The retirement of workers, the increased work demands and the expansion of the business are some of the factors. The restaurant management must consider the best way available to officiate this process. Having a chronological flow of events is necessary to a successful outcome. The definition of requirements comes first, then followed by the attraction of candidates using the suitable means. Candidates are then selected through shortlisting and interviewing .The candidate who best meets the criteria for the available job vacancy is hired. The obtaining of referees, performing of the physical exam to determine fitness for the job and the confirming of the job offer is entirely the duty of human resource management in a restaurant. Indoctrination There must a planned and guided adjustment of the newly hired workers to the business and work environment. This ensures that the workers understand the policies of the restaurant and their main work responsibilities with the associated authority. It is the light of these requirements that the managers take the duty to orient and induct the workers of the organization policies, environment, and the specific job duties. The socialization of the employees becomes handy in imparting the behaviours and expectations of the organization. The acquisition of knowledge and skills on how the organization is run will not only ensure the success of the business but also provide a warm environment of work for the employee. Staff training and development The need to modify and shape the behaviour, skills, and attitude of workers must be addressed through learning. It is the role of the human resource managers to identify the employees learning needs and plan for the provision of the training sessions. In the restaurant, the needs analysis has to be done first and then, planning which is followed closely by implementation. Monitoring and evaluation must be done to assess the success of the whole process and if need be correct possible errors. The use of training methods such as on job training and mentoring are determined by the management after a consulted decision basing on the suitability to both the workers and the daily running of the business (Barrows . Performance appraisal The human resource manager shoulders the responsibility of conducting a legally binding performance appraisal. This is a strategic competitive advantage in mobilizing human resource in achieving the organizations goals. It is compulsory that the employees’ current and past performance is compared to the set performance standards of the restaurant to determine quality. The need to identify employee’s weaknesses and strengths, and identify training needs is addressed here. In another way, the employees are motivated and rewarded according to the score of performance appraisal done. The managers must however be in close contact with the workers in the working environment to conduct effectively a fair performance appraisal. Human resource planning Demand Provision of services in a restaurant requires that equilibrium be attained between the demand and supply. The number of services offered must reflect the level of demand and the number of customers served. In most instances the quantity and quality of activities in a restaurant determine the demand the number of type personnel for hire. Having a satisfactory number of employees boosts the influence and power of the business in the market. This will ensure that services are delivered in time and are of quality according to customers(Lunenburg, 2012page 1-10). The escalation of expenses incurred in maintaining the human resource threatens to offset the economic balance of supply and demand. This will therefore call for a reduction of staff to minimize on the overhead costs of the restaurant. In most cases, restaurants receive customer in a seasoned manner, this will mean that there comes time when the business experiences customer shortages. Regardless of the fluctuation in customers, the expenses involved in paying the employees remain constant working to the disadvantage of the business. This may prompt the human resource management to lay off some workers and at the same time lower the demand of the workers. On the other hand, if the restaurant plans to grow it will need to increase the number of staff and subordinate. This is a culture and trend observed in many restaurants in the effort to maximize on the ever-increasing market opportunities. This largely increases the demand of labour to provide necessary services of high quality. The restaurant will conduct several recruitment processes based on effective analysis of job requirements and effective planning. The human resource manager of the restaurant must keep a comprehensive record of labour turn out rates to act as measure for the stability of the business. Supply The supply of work force in restaurants is dynamic and greatly influenced by external environmental factors. Supply ensures availability of employees and averts possible crises that arise from personnel shortages. The economic situation surrounding the business may offer a great opportunity in terms of availing a satisfactory number employees required. It may also constrict the supply of labour if the is a lot of struggle in achieving a stable economic growth. The staggering amount of profits made by a restaurant creates an opportunity for expansion thereby working in favour of the supply of personnel supply. The unemployment status of the markets of interest is considered in determining the job supply of labour. The element of competition does not only influence customer preferences but will also affect the organizations employee acquisition ability. The restaurants are ever competing for the provision of quality services by hiring the most prolific staff available. It is obvious that the restaurants with the best pay and terms of service will easily attract a constant supply of work force. When a demand for particular skills transcends the number of people trained, shortages in supply occur. This will also mean that the value placed on a particular skill is only found in a handful of people. Working in a restaurant demands that one has special skills such as interpersonal relations and effective communication; the need acquire employees of this nature may bring about reduced supply as a few people are trained. However, with a variety of initiatives put in place the supply of workers has been streamlined. Presence of institutions training students in hospitality and tourism has enhanced the steady supply of highly skilled and qualified personnel. The management team of the restaurant is left with a rich source of choices to make according to the workforce required. In a normal setting, a restaurant receives and serves people from all walks of life and cultures. Different nationalities derive their comfort in the services of the employees of the restaurant. To provide effectively unbiased services the management will be required to consider hiring people who have knowledge on diverse cultures and languages. To an extent, this affects the pattern and supply of labour adopted by a restaurant. A lot of emphasis is placed on acquiring a versatile and whole round crew to man the restaurant. Pressure is mounted on the institutions that train labour force to consider the changing trends in service provision and diversity of customers according to culture and nationality. The restaurant thrives when the demand and supply need are on a balanced scale. Stability and growth is guaranteed where customer satisfaction is easily attained. Actually, indicators of a successful business are brought forth by a variety of essential considerations housed in the quality of work force. Employment relations The restaurant work environment is built on a complex set of regulations governing the relationships between the staff and customers. The internal relations of the workers and the manager form the initial basis of effective and healthy provision of services. Observing a cordial employee -employer relationship is not only a requirement for a booming business but also an obligation from the state legislations for protection of its population and reputation. The fact that a restaurant plays a sensitive role of proving a comfortable setting close that of home demands that regulations guiding provision of service favour all involved parties(Kaufman, 2014page 19-21). Current legal considerations on food and hygiene are driven towards protecting customers and to present food handlers with guideposts on how to deal and prepare consumables. The strict levels of hygiene must be followed in provision of restaurant services (Durdyev, Ihtiyar, Ismail, Ahmad, & Bakar, 2014page 488). It is also a requirement that food is safe and suitable for consumption. Food poisoning must be avoided by safe storage and transportation, any alterations with the description of the food provided must be conceded unfit and by large harmful. The need to provide a list of specific ingredients for used in cooking is used to determine the safety of food cooked. All restaurants are bound to having written menu and their ingredients. Occupational health and safety measures; this protects the staff and subordinate from risks associated with the nature of work. For instance is required that restaurant staff has special uniform and aprons that protect them from burning. The institution must also have enough equipment for fighting fire out breaks. Fire alarms are necessary together with fire extinguishers that are easily accessible. It must be made compulsory for each employee to learn how to use the fire equipment correctly. Provision of first aid services in one of the safety measures that must be adopted by restaurants. Burning and being choked by food require immediate care services to prevent further harm to both the workers and customers. Privacy is a human right that must not be compromised at any cost and yet it continues to elicit varied opinions as to whether is vital with the rise in the menace of terrorism. In the process of collecting relevant information, the customer must not feel that his or her right of privacy is being scaled down. The workers are also to carry themselves around with high standards of moral judgment and respect while serving the customers in a restaurant. The customers information must be treated with confidentiality unless it is necessary a matter of concern to share it out. Discrimination based on sex, race, gender, religion and marital status among many forms of injustices is still evident in the service industries. It is out of this that the customer, employees and employers must be protected through the Act of law in the service industries. The Racial, Disability, and Sex Discrimination Acts have been legislated all over the world in the effort to curb injustices at work places. The restaurants like any other businesses in the service industries are equally affected. The provision of services must be guided by a great sense of maintaining equality and fairness to all regardless of the existing personal differences. In the event of injuries and major ill health to the employee and customers brought by the factors within the institution of service, compensation must be provided to cater for the harm caused. Considering the many and expensive encounters that are bound to arise, it is advisable that the institution obtains an insurance cover. Insurance will pay for the required compensation without tempering with the financial status of the restaurant. Employment laws The whole process of hiring and firing of workers is governed by laws that require employers to justify before in the event of either of the contexts. Unnecessary restrictions in terms of employment as well as work dismissals are addressed in these laws (Benach, Muntaner, Solar, Santana, & Quinlan, 2010 page 199-201). Wage and work hours laws; these laws ensure that the minimum wages for employees are stated and are according to the standards of labour. Payment must be made commensurate to the number of work hours. The extra working hours in a job must attract a pay, this will ensure that worked are not overworked and yet receive a poor pay. The human resource management must incorporate these laws in their institutional policies as well to avoid conflicting with the national laws. Classification of workers is helpful in allocation of payment and work hours; the human resource manager must harmonize their plan and budgeting to suite law requirements. Provision of leaves must be according to the agreed terms of employment. The worker must continuously receive payment while on leave. The number of days for a normal leave must be quoted in the knowledge of the employer and employee. Maternity leaves and sick leaves must be treated as special with regard on how fast the employer will regain stability and resume work. Workers with special medical conditions and disabilities are protected as well; this will help avoid the stigma associated with the particular medical conditions and disabilities. It is the duty of the human resource managers to provide facilities and terms that favour the disabled and those with specific medical conditions without downgrading the work standard of the service institution. Work unions exist to ensure that the working conditions and terms of employment act in favour of both the employee and the employer. The workers are made free to join and form trade unions without limitations from the employer. It is important that the service industry act in accordance to this law to ensure the comfort of the employees. It is here that the health standards and safety measures at work place are advocated for. The minimum requirements for terms and conditions of employment for are also basic laws outline to govern the provision and hire of employees. It is important to recognize the standards and skills required through a special form of writing. Achieving a reasonable and crises free employment state requires that both the human resource management and the workforce join hands to outline their real needs and work competently while upholding the employment laws. Job description and person specifications in a restaurant The job is identified and a summary of the nature of the duties and relationships highlighted. It is necessary that a restaurant has a clear job description of various positions to be staffed (Kwok, Adams, & Price, 2011page 387). The catering manager; he/she plans, links and implements the catering services with a basic degree 2-4 years of experience and a personal license. Restaurant manager; is in charge of the daily activities and operations of a restaurant. Guiding and directing other workers. The manager must have an associate’s degree, 4 years of experience with good interpersonal and decision-making skills as well as supervisory skills. Chef executive; responsible for planning and directing all kitchen operations entailing purchasing, food production, planning menus and inventory control. Will also report to the top management and must have formal training in a recognized institution with 7years of experience. Chef –sous; all cooks, cooking assistants and other kitchen staff are under his direct supervision and coordination. Must have a formal training with 2-4 years’ experience with the ability to prioritize and communicate effectively. Cook; guided by the menu to prepare and cook food with the required standards. The employee must have knowledge in health and hygiene for food safety with 2-4 years’ experience. Counter attendant; responsible for taking food orders, serving drinks attending to customer questions. The employee must have formal training with 1-2 years’ experience and a passion for quality customer service and satisfaction. Human resource selection process After attracting candidates for a hire, it is a routine that selection of those who best meet the described requirements is done (Hafeez & Aburawi, 2013 page 233). A list of methods of section is available and the employer will choose the one that is most suitable to getting a quality work force. Short listing of candidates is done based on the possible employees, the marginal ones and those unsuitable for the job. Then formal or informal interviews are conducted to obtain enough information useful in determining the suitability of the candidate for hire. The whole process of selection differs from one institution to another. The differences in employee preferences bring about the varied process of selection I the service industries. Works cited Benach, J., Muntaner, C., Solar, O., Santana, V., & Quinlan, M. (2010). Introduction to the WHO Commission on Social Determinants of Health Employment Conditions Network (EMCONET) study, with a glossary on employment relations. International Journal of Health Services : Planning, Administration, Evaluation, 40, 195–207. doi:10.2190/HS.40.2.a Durdyev, S., Ihtiyar, A., Ismail, S., Ahmad, F. S., & Bakar, N. A. (2014). Productivity and Service Quality: Factors Affecting in Service Industry. Procedia - Social and Behavioral Sciences, 109, 487–491. doi:10.1016/j.sbspro.2013.12.494 Hafeez, K., & Aburawi, I. (2013). Planning human resource requirements to meet target customer service levels. International Journal of Quality and Service Sciences, 5, 230– 252. doi:10.1108/IJQSS-04-2013-0020 Hoch, J. E., & Dulebohn, J. H. (2013). Shared leadership in enterprise resource planning and human resource management system implementation. Human Resource Management Review, 23, 114–125. doi:10.1016/j.hrmr.2012.06.007 Kaufman, B. E. (2014). History of the British industrial relations field reconsidered: Getting from the webbs to the new employment relations paradigm. British Journal of Industrial Relations, 52, 1–31. doi:10.1111/j.1467-8543.2012.00907.x Kwok, L., Adams, C. R., & Price, M. A. (Peggie). (2011). Factors Influencing Hospitality Recruiters’ Hiring Decisions in College Recruiting. Journal of Human Resources in Hospitality & Tourism. doi:10.1080/15332845.2011.588571 Lunenburg, F. C. (2012). Human Resource Planning : Forecasting Demand and Supply. INTERNATIONAL JOURNAL OF MANAGEMENT, BUSINESS, AND ADMINISTRATION, 15, 1–10. Safdar, R., Waheed, A., & Rafiq, K. H. (2010). Impact Of Job Analysis On Job Performance : Analysis Of A Hypothesized Model. Journal of Diversity Management, 5, 17–36. Truss, C., Mankin, D., & Kelliher, C. (2010). Strategic Human Resource Management. Human Resource Management, 14, 365 – 382. doi:10.1177/097135570401400104 Read More