The researcher of this essay aims to analyze the hotel human resource department. The human resource department is among the most important functional units of an organization and more importantly, in labor-intensive service industries such as the hotel industry. …
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From this research it is clear that labor costs need to be matched with production and individual employee output by maintaining efficiency among employees and the value they add to the organizations. The department responsible for managing the human resource therefore needs to ensure that it streamlines labor costs and output. Human resources managers have the mandate of controlling service provision to customers, as well as the whole feeling of an entire hotel through its labor force. Labor costs in the hotel industry have been significantly high, considering the fluctuations in customer needs. The human resource functions seek to develop effective and appropriate measures to control labor costs through gathering the necessary information. Human resource decision-making therefore relies on the reporting and accumulation of relevant information about labor costs, which are necessary for productivity. However, assessment of labor costs and productivity need to include both qualitative and quantitative information. With regards to quantitative terms such as customer to labor ratios, the human resource managers may have an insight of lower payroll overheads in case the number of customers served per unit labor is increasing. Higher customer per labor ratio may be an indication that more labor is essential if service provision efficiencies are to be provided. Quantitative aspects are critical in assisting human resource managers to strike a balance and even an improvement between labor costs incurred and output. However, qualitative measures are also equally important and need to place much emphasis, since this may negate the quantitative benefits. Quantitative insights of labor costs and their output can be generally arrived at by using common sense, observing employee customer relations, and asking questions to customers. Poor quality services from the labor force are equally harmful to an organization’s profitability, where the organization loses clients to its competitors due to customers’ dissatisfaction from poor quality services. It is important to note that customer dissatisfaction may not only arise from employee job dissatisfaction and turnover, but also from more complex points of view that includes needs, fears, and feelings of employees. Hotels often place much emphasis on retention of employees to solve quantitative problems. The needs of employees need to be given much appreciation and respect, if customer satisfaction is to be achieved, rather than just retaining employees who are unable to keep up with qualitative considerations. Managerial staff should seek to establish effective and efficient communication to subordinates through the human resource department, which best understands the complexities involved between employees and their work performance. Employees should be well conversant with organization’
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