Managing human resource in travel and tourism management - Essay Example

? HUMAN RESOURCE IN TRAVEL AND TOURISM MANAGEMENT Task One The Significance of a human-resource department in a travel and tourism company is demonstrated by the WTTC - World Travel and Tourism Council. They propose that travels and tourism-associated activities justify over 230 million jobs, translating to 8.7 percent of jobs around the universe(Mathis is & Jackson, 2003). However, whereas the quantity of jobs is indisputable, the quality of the majority of these jobs poses a great apprehension to researchers and policy-makers alike. In spite of the bombast of policy-makers coupled with business leaders that people are the industry’s greatest significant asset, many stay unconvinced that such an opinion is stomached by experiential evidence. Organizations and managers in the travel and tourism industry face real tests in enlisting, developing and preserving a devoted, competent, well-managed and well-motivated staff. As a result, this staff will be attentive on offering a superior ‘product’ to the gradually demanding and discriminating customer. To achieve all the above characteristics in the workforce, a stable human-resource department is essential. This is best exemplified in the P&P Tours Company that is based in the UK. This is because P&P Tours are passionate in making one’s trip to England perfect. As a result, they are personalised around entirety what the customer wants to see. This is achieved through proper coordination and communication in the human-resource department (Williams & Uysal, 2003). They employ workers that are good in communication skills hence obtain information that will aid in the making of one’s tour in London custom-made. Moreover, it is not only a tour company. It also offers airport transfers, aid in the arrangement of air travel and accommodation in relation to one’s price range, and arranges destinations of choice. To achieve this, the human-resource department ought to employ versatile skilled labour force. This is also applicable in P&P Tours because security, comfort and enjoyment are the backbone of their tours. As a result, the customer is looked after while under their care. P&P Tours strives to be different from other tour companies in the UK. They achieve this through providing a driver and expert guide. In most situations, the driver becomes multipurpose; that is, acts as both the driver and guard. This is important because it reduces cost. However, the driver has to undergo training to be considered an expert in guiding. This training is arranged by the human-resource department. It is worth noting that the guide has extensive knowledge of history, literature and of England. As a result, the information aired is accurate hence the customer enjoys and appreciates the time with P&P Tours (Mathis & Jackson, 2003). The demand and supply forces are the most important forces in a business organization. This is because these forces keep the company in check hence make the right decisions. In the travel and tourism environment, the demand for the personnel in this sector is very high. This is because the tourism sector in the United Kingdom is considered to be one of the best in the world. Therefore, the influx of tourists to see the world sites is considered to be on an all-time high. This translates to the fact that demand for tour companies is high, hence personnel to work in these companies is also high. Supply of the personnel, on the other hand, is notably low. This is because the industry requires skilled personnel to work in the sector. This is because some detail is crucial for a tour to be considered successful, hence personnel need to be trained on this information. However, persons that have undergone this training are less compared to the demand for these personnel. It is, therefore, right to say that the demand for personnel in this business environment is more than the supply (Human-Resource Resource Planning Society, 1998).). A human-resource plan exists as a departmental document thatstipulates programme that are to be followed in the next few years to facilitate proper human-resource management. Its aim is to aid the department in achieving its mission pegged with objectives through a systematic design that implements the human-resource programmes(Human Resource Planning Society, 1998).). The plan is achievable if the top management appreciates that people are the foundation to the success in achieving the objectives of the organisation. In addition, the strategic linkage of the human-resource management programmes to the company’s mission and objectives are also vital. Moreover, the line management’s possession of the plan is key. It is key to develop a human-resource strategic plan for P&P Tours. The HRM Plan is constructed upon a significant interpretation of the section's vision, mission, values, pegged with tactical programmes and trials. As a result, developing the HRM Plan in this way associate the HRM programmes to corporate plans and helps rank HRM programmes conferring to business priorities. The basic and initial step to do when developing the HRM plan is to conduct a departmental tactical analysis. This will aid in the understanding of the vision, mission, values upheld by the department. Identification of the strategic HR issues noted from the analysis is key. This aids in the understanding of the trials facing the department. Ongoing HR issues that influence the department performance are also vital to be identified. Once all the HR concerns have been identified, they ought to be prioritized. Moreover, key actions are appreciated in relation to each issue recognized. Furthermore, input from the department's top management will be highly valued. Finally, the plan will be drawn. This usually occurs after the top management approves the programmes that are ready to be formulated (Human Resource Planning Society, 1998).). Task Two Industrial relation (employment relations) is known to be rooted in the industrial revolution. It is worth noting that this revolution created the modern employment relationship through laying allowed labour markets and large-scale industrial establishments that hosted thousands of wage employees (Allen, Crasnow, & Beale, 2007). Little wages, extended working hours, dull and dangerous work, and unmannerly supervisory practices controlled this high employee turnover, fierce strikes, and the risk of social variability. Logically, industrial association was shaped at the end of the 19th century as a central ground between classical finances and Marxism. It is worth mentioning that Sidney Webb and Beatrice Webb’s Industrial Democracy (1897) was the key intellectual work. Institutionally, industrial relation was created by John R. Commonsat the time he fashioned the chief academic industrial relations program at the University of Wisconsin in the early 20th century.Primary financial support for the field emanated from John D. Rockefeller, Jr., who braced progressive labour-management associations in the outcome of the bloody slowdown at a Rockefeller-owned coal mine. In Britain, a new progressive industrialist, Montague Burton, gifted chairs in industrial associations in Leeds, Cardiff and Cambridge in 1930. As a result, the discipline was initialized in the 1950s with the creation of the Oxford School by Hugh Clegg and Allan Flanders. In P&P Tours, employment relations can be said to be great. This is because the employees are paid wages according to their work. As indicated initially, a diver who multitasks as a guide also will be paid more than a worker who only works as a driver or guide. This goes a long way to reduce strikes because the working environment is a good place. Moreover, when customers evaluate an employee of P&P Tours positively, the employee gets a bonus. In addition, at the end of the year, all employees are ranked according to their performance. The most promising employee is awarded handsomely. This aids to keep the employees' motivated and competitive hence output becomes excellent (Geare, & Edgar, 2007). Employment laws are rules that are statutorily based that safeguard the employee against the wrongful doings by the employer. As a result, they are undertaken and interpreted by the human-resource department hence the laws affect the human-resource management functions. P&P Tours contracts workers. In the contract, it clearly stipulates clearly the contract period between the employee and employer (Allen, Crasnow, & Beale, 2007). Moreover, it clearly states the employer and employee undertaken in the contract. The period of the contract is also stipulated. Wages, terms and conditions of the contract pegged with leave days are also stipulated there. This affects the HR functions because the department cannot dismiss the employee, unless he has breached the terms of contract. Moreover, the laws protect the employee in situations of wage payments. This keeps the HR department on its toes so that the company can keep up their end of the bargain (Lawson, 2008). Task Three Normally, recruiting and picking workers to fill new or prevailing positions is a vital component of human-resource activity in all tourism and travel organizations, regardless of size, structure or actions undertaken by each organisation. It is, therefore, essential for the organisation to select individuals fit for the job so as to maintain its service quality (Billsberry, 2007). P&P Tours have their mode of selection and recruitment of new staff into the organization.The HR department of P&P Tours has clear procedures that ought to be followed when recruiting and selecting new employees. It is worth stating that these procedures are both for the selection panel and the candidate to be selected. First, the HR department has to notice the need for a new employee. This helps them know the type of job description that they are after. When this had been laid out, it is coupled with person specifications that will be required under the job description. The human-resource department, on the other hand, out to have skills that will facilitate evaluation of the vacancy(Billsberry, 2007). Moreover, drafting of the findings will also be required from the department. This is followed by advertisement in the daily newspapers of the vacancy for interested candidates to apply. The human-resource department goes through these application letters and shortlists the candidates they feel have the most potential to fill the vacancy. Under this stage, the HR department ought to summarize the application letters and choose the most promising candidates without prejudice. This helps reduce favourizm hence unfair short listing. The interview process of the shortlisted candidates takes place. Under this, the HR department ought to have questioning and listening skills. This is because most interviews under P&P Tours take place in a boardroom where the candidates are questioned with the HR department present. Selection criteria of the most suitable candidate are usually stipulated under the companies’ laws. This helps reduce unfairness and discrimination in terms of sex and race. Moreover, assessment skills are also crucial for the HR department to be proficient. This will help them to choose the final candidate that will fill the vacant position(Billsberry, 2007). However, the top management has to evaluate the HR department so as to make sure that the most suitable candidate was chosen to fill the position.Each organisation has stipulated HR polices. These aidsat a fair and selection process when appointing of new employees. Moreover, when dismissing an employee, they also provide a suitable and just way to follow. It is worth noting that from the above discussion of P&P Tours, it is crystal clear how these organisational HR policies relate to the selection process. It is worth noting that recruitment majorly depends on experience the person holds, skills, level of motivation shown by the person towards the job, and references stated by the person. Moreover, qualifications held by the person are also key(Billsberry, 2007). In addition, the availability of the applicant, recommendations produced by the applicant, and age are vital factors that the selection committee ought to look for. Under P&P Tours; a tour guide has a specific job description. The employee under this post is supposed to take customers around England in accordance to their likes. Moreover, the employee ought to give knowledge to the tourists he is taking around. As a result, the employee ought to hold a relevant degree in travel and tourism. Industry experience is usually an added advantage. Personal commitment and motivation is also an attribute that the employee ought to hold. Proficiency in England's history is key for the tour guide pegged with high levels of organisation that will aid in keeping of time by the employee. However, when compared to other service organisations, say a sales service, this is totally distinct. The job descriptions are indisputably different. This is because in the tours, a tour guide is needed while in sales, a sales representative is needed. Under the qualifications, a tour guide ought to hold a degree in travel and tourism while the sales representative ought to hold a degree in business or sales and marketing. Moreover, both the tour guide and sales representative ought to be proficient and fluent in the English language. However, computer proficiency might be needed under the sales representative job while on the tour job, history of England is the added advantage that the tour guide ought to hold (Roberts,2005). Task Four It is gradually documented that human-resource development (HRD) is vital in ensuring efficiency, quality and receptiveness in organizations in relation to an ever shifting and complex environment. As a result, training and development undertakings now pursues to stress adaptability; flexibility pegged incessant development. This ensures that organizations can last and compete in a perpetually more competitive environment (Green, 2002). Conversely, the significance of training and development is not just obvious for organizations. As we increasingly pleaded to participate in lifelong learning, then training and development turn out to be important for individuals. Currently, recognition of the significance of state competitiveness exists, particularly in an ever globalized universe. Training and development, consequently, become vital for an individual, organization and nation as a whole. Therefore, we appreciate more and more talk of the significance of HRD, which is expected to incorporate designs of teaching, learning, training and growth. The P&P Tours HRD has its own training and development process stipulated for its employees. References Allen, R., Crasnow, R., & Beale, A., 2007. Employment law and human rights. Oxford, Oxford University Press. Billsberry, J., 2007. Experiencing recruitment and selection. Chichester, England, John Wiley & Sons. Geare, A. J., & Edgar, F., 2007. Employment relations. Dunedin, N.Z., Otago University Press. Green, G. 2002. Training and development. Oxford, U.K., Capstone Pub. Available through:http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=66789. (Accessed on 2nd November 2013). Harrison, R., 1998. Training and development. Institute of Personnel Management. Human Resource Planning Society.,1998. Human resource planning: HR. Tempe, Ariz, Human Resource Planning Society. Incomes Data Services, & Institute Of Personnel Management., 1993. Training and development. London, Institute of Personnel Management. Lawson, A., 2008. Disability and equality law in Britain the role of reasonable adjustment. Oxford, Hart Pub. Available through: http://public.blib.com/EBLPublic/PublicView.do?ptiID=433704. (Accessed on 2nd November 2013). Mathis, R. L., & Jackson, J. H., 2003. Human resource management. Mason, Ohio, Thomson/South-western. Roberts, G., 2005. Recruitment and selection. London, Institute of Personnel and Development. Rose, E., 2004. Employment relations. Harlow, Financial Times Prentice Hall. Williams, J. A., & Uysal, M., 2003. Current issues and development in hospitality and tourism satisfaction. Binghamton, NY, USA, Haworth Hospitality Press. Read More