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简介
该报告Report指出了酒店、餐饮和旅游业的最新发展和推动旅游业的国际化和旅游服务的亮点因素，其中包括信息技术以及国际化的酒店和旅游企业。不容忽视的小企业巨大的子部门，它描述了与劳动力组成有关的典型特征和工作条件。它提出了一些问题：关于吸引和留住技术工人以及提高劳动力市场中新人的技能，这都是为了稳定该部门的劳动力，同时也为了提高企业的生产率和服务的质量。 1、人力资源管理功能在服务质量中的作用 直到最近，在英国，特别是在战略层面，员工在酒店和旅游服务中的作用才受到普遍重视。然而，在过去的几十年中，随着人力资源管理的出现，员工的贡献以及管理-在这方面取得了更大的认可和建立了组织的形式。在组织的形式中，促进其发展的一个催化剂是优质服务的推动。 Introduction The report points to recent developments in the hotel, catering and tourism sector and highlights factors driving the internationalization of tourists' travel and of tourism services, including information technologies, as well as the internationalization of hotel and tourism enterprises. Without neglecting the huge sub sector of small and medium-sized enterprises, it describes typical features related to the composition of the labour force and to working conditions. It raises questions concerning the difficulties faced by the sector in attracting and retaining skilled workers in enhancing the skills of newcomers to the labour market in order to stabilize the sector's labour force, while increasing the productivity of enterprises and the quality of services. 1. Role of the HRM function in delivering service quality Until relatively recently, the role of employees in hotel and tourism service offerings was generally under-valued in the UK, especially at a strategic level. With the advent of human resource management in the past couple of decades however, the contribution of employees - and their management - in this context has achieved greater recognition and organisational status. One catalyst for this promotion in organisational standing is the drive for quality service. This case illustrates the contemporary organisational contribution of human resource management and its relationship with quality service. The Hilton Group plc, with its UK- driven launch of a renewed quality offensive across the globe, is the case used to exemplify the development of human resource strategy and employee development for quality service in the international hotel sector. The singularly important conclusion that is drawn is the co- dependency between human resource management and development on the one hand and quality service on the other. This case is to provide a basis for discussion about: 1.HRM in theory and practice
2.The links between HRM and business strategy development, competitiveness and human resource development
3.The role of HRM and HRD in service quality.
Making quality improvements was once thought to be the sole responsibility of specialists (quality engineers, product designers, and process engineers). Today, developing quality across the entire firm can be an important function of the human resource management (HRM) department. A failure on HRM's part to recognize this opportunity and act on it may result in the loss of TQM implementation responsibilities to other departments with less expertise in training and development. The ultimate consequence of this loss is an ineffective piecemealing of the TQM strategy. Thus, HRM should act as the pivotal change agent necessary for the successful implementation of TQM. HRM can act as senior management's tool in implementing TQM in two fundamental ways. First, by modeling the TQM philosophy and principles within its departmental operations, the HR department can serve as a beachhead for the TQM process throughout the company. Second, the HR department, with senior management's support, can take the TQM process company-wide by developing and delivering the long-term training and development necessary for the major organizational culture shift required by TQM. The HR department also has major strengths in terms of recruitment, selection, appraisal, and reward system development to institutionalize a quality-first orientation. An appreciation of the capabilities of HRM to model and institutionalize TQM begins with an understanding of the TQM philosophy. The TQM Philosophy Implementing a total quality management system has become the preferred approach for improving quality and productivity in organizations. TQM, which has been adopted by leading industrial companies, is a participative system empowering all employees to take responsibility for improving quality within the organization. Instead of using traditional bureaucratic rule enforcement, TQM calls for a change in the corporate culture, where the new work climate has the following characteristics: An open, problem-solving atmosphere Participatory design making Trust among all employees (staff, line, Workers, managers) A sense of ownership and responsibility for goal achievement and problems solving Self-motivation and self-control by all Employees. The TQM approach involves more than simply meeting traditional rejection rate standards. The end result of TQM is the efficient and effective use of all organizational processes in providing consistent quality at a competitive price. The TQM philosophy is a long-term endeavor that links people and processes in a system that alters the corporate culture to become one where quality is the core aspect of business strategy. In cultivating the TQM philosophy, strategy implementation must involve a focused effort on the part of every employee within the organization. It cannot be applied successfully on a piecemeal basis. TQM requires that management, and eventually every member of the organization, commit to the need for continual improvement in the way work is accomplished. Business plans, strategies, and management actions require continual rethinking in order to develop a culture that reinforces the TQM perspective. The challenge is to develop a robust culture where the idea of quality improvement is not only widely understood across departments, but becomes a fundamental, deep-seated value within each function area as well. HRM as a Role Model for TQM HRM can jumpstart the TQM process by becoming a role model. This means that HRM has two specific tasks: "Serving our customers, and making a significant contribution to running the business." This emphasis on customer oriented service means that the HR department must see other departments in the firm as their customer groups for whom making continuing improvements in service becomes a way of life. In their efforts to achieve total quality management, HRM can demonstrate commitment to TQM principles by soliciting feedback from its internal customer groups on current HR services. HRM should include suggestions from its customers in setting objective performance standards and measures. In other words, there are a number of specific TQM principles that the HR department can model. 2. Importance of employees in successfully delivering employer branding and the role of employee training and development. Human Resource Planning This process has developed from what was previously called manpower planning. Human resource planning is concerned with matching the organizational demand for quantity and quality of employees with the available supply. The demand is derived from current and forecast levels of company operations. The supply side consists of human resources available both internally and externally. The planning exercise outlines the manpower needs of the organization and provides useful information for a number of activities e.g. selection, training and rewards. Recruitment Prior to recruitment, job analysis is undertaken. This is a process whereby the work to be undertaken by an employee is closely examined, and results in the preparation of a job description. Then a specification is produced of the attributes a suitable candidate will need in order to perform the job. The most appropriate means of recruitment, e.g. newspapers, advertisements, employment agencies or job centre, is specified with the intention of attracting suitable applications.
Selection
A variety of techniques such as the application form, interviews, tests and assessment centres, are available to select the best candidate from a pool of applicants. It is likely that a shortlist of applicants will be produced as a first step in the selection process. Some measure, i.e. criteria relating to the ideal candidate, is used to assist in making a selection decision. Performance Appraisal This is a technique, of assessing the performance of employees against agreed targets. This commonly takes the form of an interview following the completion of forms that facilitate assessment of achievement in the period since the last interview. |
