Human Resource Management: Recruitment, Compensation, and Labor Relations, Study notes of Hospitality and Tourism

Download Human Resource Management: Recruitment, Compensation, and Labor Relations and more Study notes Hospitality and Tourism in PDF only on Docsity! 1 Management of Human Resources HRI 380 Human Resources • Are among the most important inputs in a foodservice system • Because people are such a valuable resource, an effective manager will work hard to match tasks to be done with the people available to do the work • Human Resource Management-a full course of study. For the semester and for a lifetime. Unique situation in 380… • New employees (students) each term • Staff has variety of job skills and interests in hospitality/foodservice • New Kitchen Manager daily • Jobs rotated daily • One basic menu • Number of servings predetermined – number of customers known • Designated service period • Daily evaluation • Graded performance Human Resource Management (HRM) • Involves an integrative process of recruiting, selecting, training, and maintaining the workforce needed to achieve an organization’s goals • Necessary to ensure all of the outputs to the system are achieved Evolution of Human Resource Management • Factory→mass production→HRM→TQM • Scientific management – the systematic approach to improving worker efficiency based on the collection and analysis of data –late 1800’s • Began when the human element was added to management functions -1920’s Basic Systems Model of organization Input Transformation Output 2 Human Factor is Key to Success! • The ability of the manager to: – Understand people – Recognize their potential Provide for growth & development on the job– – Contribute to goals & objectives of operation • Creates positive work environment • Pay alone will not buy loyalty, goodwill, or confidence What will make a difference? • When workers feel useful or important and they make a contribution to the operation • Empowerment –sense of responsibility and pride in the organization • Part of a team • “Making a difference” What will make a difference? • When employees feel listened to – Reorganization of the work area – Elimination of safety hazards – Rearrangement of equipment – Modification of work schedule – Use of a suggestion • Menu item, marketing idea, service improvement – Words of encouragement and thanks • Good will = improved quality output Characteristics common to companies “best to work for” in US • Encouraging open communication • Promoting from within • Stress quality product which fosters pride • Allowing staff to share in profits • Reducing distinctions between ranks • Encouraging community service • Pleasant work environment • Help employees save through matching • Help employees feel “part of the team” Human Resources Planning • Process of anticipating and making provision for the movement of people into, within, & out of an organization. • Use people as effectively as possible . • Have the required number of qualified people available when openings occur. Human Resource Planning • Must fit strategic plan – How do employees fit current/future needs • Strategic plan tied to forecasting – Economic factors – Technological changes – Legislative issues – Social concerns – Demographic trends 5 Balancing Supply and Demand • Demand – based on forecast • Supply – based on finding employees who have the required qualifications to fill vacancies • If shortages are predicted: – New employees can be hired – Present employees can be retrained – Retiring employees can be asked to stay on – Labor-saving methods can be introduced Legal Environment • Equal Pay Act 1963 • Title VII of Civil Rights Act 1964 • Age Discrimination in Employment 1967 • Pregnancy Discrimination 1978 • Immigration Reform and Control Act 1986 • Worker Adjustment and Retraining Act 1988 Legal Environment • Americans with Disabilities Act 1990 • Family and Medical Leave Act 1993 • Uniformed Services Employment and R l t Ri ht A t 1994eemp oymen g s c • Health Insurance Portability and Accountability Act 1996 Sexual Harassment • A form of gender discrimination • Violation of Title VII of the Civil Rights Act of 1964 • Forms: – Quid pro quo – something for something Sexual favors for job benefit – Hostile work environment – workplace is rendered offensive by acts the employer knew or should have known about Immigration Reform and Control Act (IRCA) • Unlawful for a person or organization to recruit or hire persons not legally eligible for employment in the US • Requires employers to complete an I 9 - form for each employee • Prohibits employers of 4 or more persons from discriminating based on national origin or immigration status Americans with Disabilities Act (ADA) • Purpose: – Provide a national mandate to eliminate discrimination against individuals with disabilities – Provide consistent enforceable standards for those ith di bilitiw sa es – Ensure the federal government plays a central role in enforcing the standards – Invoke congressional authority to address the major areas of discrimination faced by the disabled 6 Americans with Disabilities Act (ADA) • Disability: – Physical or mental impairment that substantially limits one or more major life activities, such as walking, seeing, hearing, speaking, learning, or working – Record of impairments (such as mental, emotional, or physical illness and alcohol or drug addiction) from which people have recovered or are recovering – Reactions by others implying that people have an impairment, such as severe burns or being rumored to have AIDS Americans with Disabilities Act (ADA) • Does not require hiring disabled persons who are not qualified for a job in terms of skill, education, or experience • Requires qualified disabled persons get equal consideration for a job and equal treatment on the job • Restaurants are the leading industry in employment of people with disabilities Employment Process • Major phases: – Recruitment – Locating and encouraging potential applicants to apply for a job opening – Selection – Comparing knowledge skills and , , abilities to those required of a position and choosing applicant most qualified – Orientation – Familiarizing new employees to the organization, job, and work unit Recruitment • Process of locating & encouraging potential applicants to apply for a job opening • Vacancy filled by someone inside or outside the organization – Depends on availability of employees, organization’s human resource policies, & requirements of vacant job Recruiting from Inside • Most try to fill vacancies above entry-level through promotions/transfers – Employee morale and motivation are up – Can protect from layoff – Can broaden work skills and experiences – Improves return on investment – Usually less expensive – Already familiar with organization • Likely need less training & orientation Recruiting Inside Candidates • Use computerized records • Job posting and bidding • Recall of personnel layoffs 7 Limitations from Within • Requirements for a different, higher-level job may differ from current, so may not be qualified Accurate job description needed– – Know skills & abilities of employee • Lack of new ideas Recruiting From Outside • Popular “help wanted” adds • Unemployment Insurance Agency • Private employment agencies • “Headhunters” • Educational institutions • Professional groups • Labor unions • Temporary employment agencies • Employee leasing Selection Application and Screening • Application purposes: – Indicates the applicant is interested in a position – Provides the interviewer with basic information to conduct an interview – Becomes part of the file if the applicant is hired Application and Screening • May not ask questions on an applicant’s: – Age – Gender – Race – Religion – National origin – Family status • May ask question on: – Previous experiences – Salary expectations – Issues related to the job Background and Reference Checks • Telephone used most often by organizations to check references • Supervisors who know the applicant’s work habits and performance usually give the most useful information • Inadequate reference checking is one of the major causes of high turnover, employee theft, and white-collar crime 10 On-the-job Training • Job rotation – employees are assigned to work on a series of jobs over a period of time • Internship job training is combined with- classroom instruction • Apprenticeship – employees are assigned to highly skilled coworkers responsible for their training Off-the-job Training • Takes place outside the workplace • May include: – Simulation of actual working conditions C t di– ase s u es – Role playing – Seminars, lectures, and films Performance Appraisal • Performance – the degree of accomplishment of the tasks that make up an individual’s job • Objectives: – Provide employees with the opportunity to discuss their performance with the supervisor or manager – Identify strengths and weaknesses of the employee’s performance – Suggest ways the employee can meet performance standards, if they have not been met – Provide a basis for future job assignments and salary recommendations Performance Appraisal Methods • Includes: – Checklist – rater does not evaluate performance but merely records it – Rating scale – rater indicates the degree to which an employee possesses that trait or characteristic on a scale – Critical incident technique – identifies positive and negative incidents of employee behavior Rating Scales • Differences between scales: – Characteristics or dimensions on which individuals are rated – Degree to which the performance dimension is d fi d f th te ne or e ra er – How clearly the points on the scale are defined • Mixed standard scales • Behaviorally anchored rating scale (BARS) Management by Objectives (MBO) • Primarily used with managerial and professional personnel • Requirements: – Objectives set at each level should be quantifiable and measurable for both the long and short term – Expected results must be under the employee’s control, and goals must be reviewed and evaluated – Each employee goal statement must be accompanied by a description of how the goal will be accomplished 11 360º Review • Type of performance review • Involves obtaining evaluation feedback from superiors, subordinates, peers and potentially customers Appraisal Interviews • Opportunity to discuss an employee’s performance and explore areas of improvement • Recommendations: – Emphasize strengths on which the individual can build rather than stress weaknesses – Avoid recommendations about changing personal traits – Concentrate on opportunities for growth – Limit plans for change or growth to a few objectives that can be accomplished within a reasonable period of time Personnel Actions • Includes: – Promotion – change in job to one at a higher level in the organization – Demotion – change in job to one at a lower level in the organization – Transfer – change in job to one at approximately the same level elsewhere in the organization – Separation – Voluntary or involuntary termination of a job Employee Discipline • Discipline – action against an employee who fails to conform to the policies or rules of an organization • Disciplinary Procedures – Unrecorded oral warning – Oral warning with notation in an employee’s personnel file – Written reprimand – Suspension – Discharge • Consistency is a key element Grievance Procedures • Ensures employees have due process in disciplinary situations • Grievance reduction methods: – Accurate job descriptions and specifications – Individuals have appropriate qualifications for job requirements – Effective orientation, training, and performance evaluation systems – Good human skills by supervisors Identifying Causes of Disciplinary Problems • Must first consider if employee is aware of certain policies and work rules before initiating disciplinary action • Health problems, personal crises, emotional problems, stress, or chemical dependency may be source of unsatisfactory performance • Employee Assistance Program (EAP) – provides diagnoses, counseling, & referral for advice or treatment for problems 12 Compensation Management • To attract & retain capable employees, an operation should offer: – Good working conditions – Sound employment practices – Compensation appropriate for a jobs qualifications and responsibilities • Compensation –financial payment by employers to employees in exchange for their work Compensation • Includes: – Salary – refers to the earnings of managerial and professional personnel – Wages – hourly earnings of employees covered by the Fair Labor Standards Act – Benefits – rewards that provide security to employees and their family members Wage Mix • Combination of external and internal factors that can influence rates at which employees are paid External Factors • Include: – Labor market conditions – Geographic area – Cost of living – Collective bargaining – Government influence • Consumer price index – measure of the average change in prices over time in a fixed market basket of products and services Internal Factors • Include: – Worth of job – Employees’ relative worth – employees who possess the same qualifications should receive the same pay – Employer’s ability to pay – willingness of the taxpayer to provide funds in the public sector or by the profits from products and service in the private sector Job Evaluation • Process of determining the relative worth of jobs to establish which jobs should be paid more than others • Methods: – Job ranking – groups jobs on the basis of their relative worth from most to least complex – Job classification – groups jobs according to a series of predetermined wage classes or grades