Recruitment Strategies: The Hotel Industry

Recruitment Strategies The Hotel IndustryThe beginning of the 21st deoxycytidine monophosphate was referred as the most difficult phase in the history of touristry patience. This sector was affected negatively because of terrorism, war and global health problems The economic expert Intelligence Unit, 2005. However, it was in 2005 that the sector esthesisted to open out and in 2004 foreign arrivals change magnitude at a rate of 8.6% compargond to 2003 (The economist Intelligence Unit, 2005). Economist Intelligence Unit (2005) states that at that place ar mevery a(prenominal) reasons for this kind of relief. The relative stable geopolitical conditions, development of key sectors, such as China, the supply- control expansion of carriers at low cost, which are currently building inroads in Asia and the Middle East, at long with the conventional markets of North America and Europe, continuous pressure on the prices of many of the industries, pent up postulate of designer y ears, covering the SARS (Severe Acute Respiratory Syndrome). Even though the modality of the UK is not favourable, the country still attracts many visitors thanks to its natural beauties interchangeable lakes, rivers, rugged mountains, coastline and different factors that cover utmost standard of services, natural attractions and rape services (Youell, 2001).Recently the world is witnessing the significant change in the economy. Indeed, Stavrou-Costea (2005) utter that national economies are changing and as we move progressively out from a world in which national economies were relatively isolated from integrity another into an interdependent global economic system, we are witnessing the rapid appreciation for and development of all aspects associated with and affected by clement re source management. In fact, Stavrou-Costea (2005) to a fault stated that while the emerging international economy creates opportunities it also presents challenges and threats with which yester days business managers did not have to deal. In this perspective regardless of diligence and the size of the companies (Ulrich, 1997) managing human race resources has become vitally principal(prenominal) for the companies in achieving the goals of the institution (Stavrou-Costea, 2005). Similarly, Dessler (2000) stated that human resources need to be collaborator in ontogenesis a companys strategy in order to be successful in organisational goals. Human resource management can help the company affect organizational set upiveness and thereby have a determining effect on whether or not the company is good enough, fast enough, and agonistic enough not only to survive but also to grow (Schuler and Jackson, 2000 Stavrou-Costea, 2005). Schuler and Jackson (2000) and Stavrou-Costea (2005) commonly stated the difficulty of achieving and sustaining organisational effectiveness without the efficient practises of human resources management.Tourism and hotel industriousness are suppose d to be parts of cordial reception sedulousness. Hospitality industry has becoming a very large of source of employment. The rate of employees in cordial reception industry is increasing and employees are undergoing certain(a) problems. Some factors contribute to selection and enlisting of staff in hotel industry and HRM is facing to solve selection and recruitment problem in cordial reception industry like retraining performance ,high-labour turnover, low morale ,retraining performers .In an synopsis of 5000 jobs advertisements across a number of different occupations and sector in the UK,Jackson et al.(2005) ground that the skills stated as necessary by employers are social skills and in the flesh(predicate) characteristic only 26 per cent of organizations mentioned the need for educational recruitments. own(prenominal) services this rate is less than 10 per cent.As a highly labour-intensive industry, touristry and hospitality organisations are often hard to discourse of how their people are their greatest asset. However even cursory discernment of the nature of work employment and people management in tourism and hospitality points to many paradoxes and contradictions that are apparent in probeing human resource management (HRM) in the sector.Many academics, industrialists and policy-makers have attempted to jell the nature of the tourism industry-and the place of the hospitality sub-sector within this border conceptualization-yet there is still no commonly accepted definition. Hence, there are ind haleing problems seeking define what is large and diverse sector which means many of the activities may overlap and could be descri pull away as encompassing tourism and hospitality. For example Lucas(2004)in her recent work on employment relations in hospitality and tourism industries chose to talk in broad terms intimately the Hotel, Catering and Tourism sector.In some geographical areas and sub-sector areas, tourism provides an piquant ,high - location working environment with competitive pay and conditions, which is in high demand in the labour force and benefits from low staff turnover. On the other hand, it brings low pay, problems in recruiting skills in number of key areas, a high level of labour drawn socially disadvantaged groups, poor status and virtual absence of professionalism.More is known about employment in certain sub-sectors than other .For example, the commercial hospitality industry encompassing hotels, restaurants and pubs, bar and nightclubs is the largest sub-sector with around 70 per cent of employees in the UK(people 1st,2006).Unsurprisingly, then, the commercial hospitality industry is well served with extensive research on the nature of employment and HRM strategies(DAnnunzio-Green et all.,2002Lucas,2004).In terms is the predominance of small-and medium sized enterprises is a further air to consider is the manner. People 1st(2006) note that within the UK hospitality, leisure travel and tourism sector per cent of establishments employ fewer than 10 people and 50 per cent fewer than five. Heterogeneity is also seen in relation to the panache that organisations adopt differing routes to competitive advantage. For instance, full service carriers in the airline industry are likely to have very different approaches to HRM compared to low-cost airlines(Eaton,2001Spiess and Warning,2005)The selfsame(prenominal) is true for the hospitality sector, which may range from first class and highlife hotels providing extravagant, full 24-hour service to the more homely comforts of a bed and breakfast establishment from fast food restaurants to Michelin starred restaurants .In turn, the jobs provided by these non-homogeneous organizations demand a variety of skills and attributes from those employees interacting with customers, which again will impact on HR strategies such as recruitment, selection and training.Commonly selecting and recruiting and people to drive new or existing po sitions are a crucial member of human resource activity in all tourism and hospitality organisations, irrespective of size, activity and structure. It has been noted how the splendour of service quality has increased the pressure on organisations for select right selection.(jameson,2000) pointed this may be curiously true in smaller organisations that may not have well developed HRM functions or recruitment and selection systems and may recruit on an irregular basis with heavy reliance on informal system and methods. Certainly, within the linguistic context of the hospitality sector, Price(1994) set up that 241 hotels sampled in her research a trine never used job descriptions or person specifications. Lockyer and Sholarious (2005) surveyed over 80 hotels and again found a general lack of systematic procedures for recruitment and selection.Research ObjectiveThe ultimate objective of this study is to explore What recruitment strategies applied in the UKs 5 star hotel industry? A n exploratory study in London Hotels. .The research objectives can be listed as follows.To analyse HRM and hotel industry theories.To explore what recruitment strategies in the U.K hotel industry.To evaluate importance of HRM department in the U.K hotel industry.To identify what is the recruitment and selection problems in the U.K 5 star hotel industry.To identify if there are any weaknesses of recruitment strategies applied by the UKs 5 star hotel industry then research questions for this study areWhat is recruitment?What are recruitment processes?What is the importance of recruitment in achieving strategic HRM?In what way the recruitment is important for the service sector players?What is the role of recruitment in the 5 star hotel industries overall business strategy?What recruitment strategies are followed by the 5 star hotel industries?Are there any weaknesses of recruitment strategies applied by the 5 star hotel industries?Design of the StudyIn order to finish the objective of the study, paper is organised as followsChapter Two consist of a review of the literature on the subject. In chapter two HRM theories and diffusion of recruitment and selection strategies, service encounter tasks, definition of 5 star hotel industries are given.Chapter Three includes methodology of this research and consists of research design, sampling methods, information line of battle methods, data synopsis, ethical issues involved in research process and limitations of this study.In Chapter Four, data analysis provided. This chapter divided into two parts secondary data analysis and primary data analysis. In the secondary data analysis U.K tourism industry, recruitment and selection strategies in tourism industry are analysed. In the primary data analysis, interviews that are conducted with the management of the UK hotels are analysed.Chapter quintuple is the conclusion part of the study and includes some directions for the future researches.