LO1 Human Resources Management Applies the Concept

LO1

Human resources management applies the concept of hiring and developing employees so they ultimately contribute more value to an organization or business. As it applies to tourism, people hired by the tourism industry are often instructed to work low paying, low skill jobs that do not encourage better workers, nor improvement within the workplace. This can hurt the industry because it is important to understand that tourism as a whole needs its workers to be above the expected standard in order to keep customers interested, satisfied, and desire to come back to the region they offer their services. In chapter 1 of Human Resource Management for the Hospitality and Tourism Industries, Nickson explains the need for HRM within the Tourism industry: "...recruiting, developing and maintaining a committed, competent, well managed and well-motivated workforce... focused on offering a high-quality 'product' to the increasingly demanding and discerning customer...allows for higher return rates and higher customer satisfaction" (Nickson, 2012, pp. 1)

The issue: most who think of the tourism industry think of it as an unrewarding, unappealing source of employment with high turnaround, offering little job stability and decent pay. Nickson mentions how most of the poorly run tourism businesses have few high paying, high skill jobs, and many low paying, low skill jobs, leaving no room for growth or improvement within the company. He also states certain policy responses should allow for more medium income, medium skill jobs, and chances for promotion from within. As some tourism HRM models show, "some geographical and sub-sector areas, tourism and hospitality provides an attractive, high-status working environment with competitive pay and conditions, which is in high demand in the labour force and benefits from low staff turnover & #8230; (Nickson, 2012, pp. 16)

Places that utilize good HRM models have higher level skilled workers as well as higher rates of professionalism from workers, a key wish for many tourists who visit. The importance in running a good HRM model is good recruitment techniques, retaining staff through long-term job offers, steady scheduling, and promotion from within, as well as decent pay. In sum, there are various factors that may account for poor personnel practice in the tourism industry. The solution to improving this sector is not through upgrading every facet of the business, but allowing for improvement and growth opportunities for employees and providing job stability. It is important to realize that not all tourism companies are the same and while a lot offer poor HRM models, there are still some that offer successful models that keep employees and customers satisfied. As Nickson "Ultimately though we have to be cautious to not over generalize the nature of HRM in tourism and hospitality and there is a need to examine differing practices and try to understand why these differences might exist. (Nickson, 2012, pp. 25)

b.)

To begin, the main purpose human resources management serves is to strike and maintain a balance between meeting the needs of employees along with what works best for the market-driven needs of an organization. If HRM is done well, the end result is usually employee and customer satisfaction with growth and prosperity for both the organization and the individual employees. However, the economy, along with other factos may influence an organization's failure or success regardless of effective or ineffective HRM. Typically though, if an organization's humans resources has appropriate and effective management, employees will aid their employers in reaching the goals of the organization.

The two primary functions of human resource management is to manage employees and oversee department functions. Mayhew states in an online article: "For this reason, a human resources manager must be well-versed in each of the human resources disciplines -- compensation and benefits, training and development, employee relations, and recruitment and selection. Core competencies HR managers have are solid communication skills and decision-making capabilities based on analytical skills and critical thought processes." (Mayhew, 2013) The overall responsibilities of HRMS are to have strategic and functional responsibilities for all of the HR disciplines. This includes compensation and benefits which, in regards to the tourism sector, provides direction and guidance to specialists in compensation and benefits. An example would be managing healthcare for employees and adherence to confidentiality provisions for employee medical files.

HRMs are also responsible for training and development. Mayhew explains: "Employee training and development includes new hire orientation, leadership training and professional development seminars and workshops." (Mayhew, 2013) Human resource managers evaluate employees and determine whether additional or partial training is necessary and the type of training necessary to improve productivity and performance. Travel and tourism organizations often do not have this step but need to in order to maintain a well trained and professional staff. If HRM does not examine employee performance records to identify areas of improvement, solutions such as seminars or workshops on leadership techniques cannot be utilized.

HRM is also responsible for employee relations. HRM is in charge of the preservation of employer-employee relationship through implementing an effective employee relations strategy. Travel and tourism organization often lack this due to their high turnaround of employees. Employees do not stay on long enough to allow for a relationship between employee and employer to develop. "An effective employee relations strategy contains specific steps for ensuring the overall well-being of employees." (Mayhew, 2013) Lastly, HRM is responsible for recruitment and selection. Human resource managers form strategic solutions to assist in meeting the needs and demands of the workforce as well as observe and identify labor force trends. An HR manager is mainly responsible for decisions related to corporate branding in connection with recruiting and retaining talented employees. "Corporate branding as it relates to recruitment and retention means promoting the company as an employer of choice." (Mayhew, 2013) Again, travel and tourism organizations do not use their HRMs effectively in this regard and often do not attract or retain competent, highly skilled workers.

C.) Introduction

I. Draft plan of action for sustainable tourism development in the Scandinavian region

A. Requirements for sustainable tourism development

B. Issues to be addressed

1. Policy-making

2. Planning

3. Managing

4. Private sector participation

C. Proposals for action

1. Human resources development in the tourism sector

2. Economic impact of tourism

3. Environmental management of tourism

4. Infrastructure development and investment for the tourism sector

5. Facilitation of travel

6. Regional and subregional cooperation in tourism development

D. Modalities

1. National modalities

2. Regional modalities

E. Implementation, time-frame and monitoring

F. Strategies for resource mobilization

II. ISSUES FOR CONSIDERATION BY THE COMMISSION

Outline provided by (ESCAP, 2013)

LO2

a.)

Poor employee relations typically involve poor communication. To develop and form a strong business relationship, effective communication practices should be designed and implemented. Many chances for poor communication can take place in any work environment. As it relates to a travel and tourism organisation, poor employee relations can breed bad consequences.

But not all tourism companies have poor employee relations. Thomas Cook Group plc, a British global travel company, prides itself in having good employee relations with satisfied employees. They do well with employees because of their supportive and communicative management. As mentioned in a previous question, Thomas Cook allows for job promotions and offers decent albeit low wages as well as ability for employees to learn new skills and grow. They also offer concessionary travel.

Lucas provides in her book an example of poor employee relations and the consequences of poor management. "Soft management: corrective vs. lax...The lax model fails to meet good employee relations practice and organisational needs, entailing a failure to set standards or apply rules, and a tendency to adopt an over-indulgent attitude towards rule breakers." (Lucas, 2004, p. 188) The example she provided included an instance of employee heavy drinking and management condoning such unprofessional behavior. This allowance of behavior not only affects health and safety, but also production and service standards. It could even lead to accidents, leading to possible death. Ultimately, it is important to establish trust, communication, and incentives in order to create good employee relations within a company.

b.) Increasingly, companies must be managed globally, placing new challenged to HRM. This includes an increased number of employees working abroad. The three recent global challenges faced by HR are:

Deployment: Knowing where to send the right employees to handle certain tasks where needed without concern for geographical location.

Knowledge and innovation dissemination: Communicating and updating employees on recent technological breakthroughs, innovations, or practices regardless of where they originate.

Identifying and developing talent on a global basis: Ability to identify and discern which employees or future employees posses the capabilities to function effectively in a global organization and improving these abilities.

Dealing with these difficulties, employers and specifically HRM must design and implement new HR policies and procedures specifically for handling global assignments. In Managing Human Resources in an International Business, the writers state from a practical point-of-view, one has to address issues such as:

"1. Candidate identification, assessment, and selection. In addition to the required technical and business skills, key traits to consider for global assignments include, for instance: cultural sensitivity, interpersonal skills, and flexibility.

2. Cost projections. The average cost of sending an employee and family on an overseas assignment is reportedly between three and five times the employee's pre-departure salary; as a result, quantifying total costs for a global assignment and deciding whether to use an expatriate or a local employee are essential in the budgeting process.

3. Assignment letters. The assignee's specific job requirements and associated pay will have to be documented and formally communicated in an assignment letter.

4. Compensation, benefits, and tax programs. There are many ways in which to compensate employees who are transferred abroad, given the vast differences in living expenses around the world.

5. Relocation assistance. The assignee will probably have to be assisted with such matters as maintenance of the person's home and automobiles, shipment and storage of household goods, and so forth.

6. Family support. Cultural orientation, educational assistance, and emergency provisions are just some of the matters to be addressed before the family is sent abroad." (International HRM Association, 2013, pp. 1-22)

The book also gives examples of what employers may expect when assigning and sending employees to certain countries. "In China, for instance, special insurance should cover emergency evacuations for serious health problems; telephone communication can be a "severe handicap" in ferences "… may strain relations between headquarters and subsidiary personnel or make a manager less effective when working abroad than at home."...the compensation plan for employees in Mexico may have to deal with an inflation rate that approaches 52% per year." (International HRM Association, 2013, pp. 1-22)

LO3

a.)

Job Description:

Travel and Tourism HRM is a company that is both trusted and known in the UK travel industry. We take pride in ourselves, our accomplishments in customer service, employee satisfaction, and on our overall commitment to service, quality, and value. As a specialist, independent tour operator, we identify and reward the performance and skills of our overseas representatives. Dedication and commitment guarantees that our customers enjoy their holiday as much as possible.

We are very supportive and communicative with our staff. Truthfully, we know every individual on staff and meet with them on an individual basis. We will make sure we know your name and face instead of just an employee badge or id number. We are active in searching for high flyers who want the fast track development. This all means higher chances for promotion during the season.

If you would like to know how to become apart of our wonderful overseas team, we are based in Greece, Norway, or Turkey, and the UK. Gives us a call or visit one of our locations for more information. You can also view the various links for details of positions which are available on our website. Applications MUST be completed and submitted using our online application form. If we choose your application, you will be asked to attend an interview.

Person Specification

For all of our overseas positions, the time frame for you to have to be available is from April to October as those are our active months. In the case of Representatives and Transfer Representatives, some positions will be made available temporarily for a period of 3-4 months. (perfect for university students and temp workers). To be chosen for a position overseas, you will need to have acquired a minimum of GCSE Grade C (or equivalent) in both English and Mathematics. along with experience in customer service covering an assortment of situations, especially on a face-to-face basis. Applicants for administration positions will also need to have management, administrative, and clerical experience. Multi-lingual applicants will receive special consideration.

b.)

Recruitment is at times a long process that deals with the identification of sources from where potential employees can be selected. It involves searching for prosepective employees and inspiring them to apply for employment in the organisation. The more person apply, the more improved the scope will be for selecting better employees. The main selection processes within the travel and tourism industry as it applies to junior travel consultants and call centre managers are:

The selection process for new call centre managers may include (but is not limited to) the following:

Phone Screening -- this stage helps the organisation determine the voice quality over the phone and how the applicant handles speaking over the phone, handling conversations over the phone, and perform analysis on any other responses to the call;

Initial Interview -- If the phone screening is successful, the candidate is then interviewed by the company human resource department or another outsource staffing firm to ensure and test the speaking skills, confidence, and attitude of the applicant in responding to questions. Strong fluency in common languages such as English, French, and Spanish are suggested.

Examination -- After the initial interview comes additional testing such as aptitude tests, emotional quotient (EQ) tests, and computer-based call simulations;

Final Interview -- to evaluate customer service, technical, or sales skills. (Butler, 2004, p. 98)

The selection process for new Junior Business Travel Consultants may include (but is not limited to) the following:

Validation of residence in region where job is offered as well as valid work permits if required and valid identification. 5-10 years related business experience along wth a minimum of a Bachelors degree or equivalent in relevant discipline is a MUST in the selection process.

Initial interview where agency/company asks about prior experience. If person has an airline background or travel agency background they are preferred and favored.

Second interview to asses work capacity. Employees applying for this position are normally required to work Monday-Friday but with ability to work in a 24/7 operation that works evenings and weekends as and when work-load/client trips dictate.

Examination to find out if person is IT literacy to include use of databases, Microsoft Office - Outlook, Word & Excel and internet search sites to research and gather information as well as knowledge of travel geography. (Solutions and Solutions, 2013)

c)

Overseas representatives should be recruited based on availability and desire to work short-term jobs. Overseas jobs can be difficult to handle and require an individual who can deal with stress from international customs and laws as well as know what to do in case an emergency happens. Young, college educated adults would meet the demands of this kind of job the most. Since young people typically utilize the internet for almost everything, it would make most sense to accept applications via online through the organisation's website. It not only provides the prospective employee with information about the company, but with reviews from past or current employees, possible benefits, and ease of application.

Call center managers should definitely only be recruited through the phone because the main duties of this kind of manager is handling phone work. Hearing how the person talks, handles him/herself over the phone is vital in proper selection. In this case internet applications are still a viable way to recruit these candidates, but heavy reliance is on phone interviews whereas the overseas representatives would require face-to-face interviews since their duties involve mainly face-to-face interactions. Examination is also vital in understanding at what level the applicant stands and how knowledgeable he/she is on the materials needed to assist customers on the job.