Comparison of strategic human resource development approaches for tourism and hospitality workforce planning

Human Resource Management (HRM) is identified as the process of employing, selecting and compensating employees and further developing organizational policies and regulation s associated to them and further establishing those approaches and strategies in order to retain them. HRM is highly focused on the developmental process of both individuals as well as organizations in which they execute their operations (Ruži?, 2015). As HRM tends to undergo various forms of functionalities it is integrated with diverse industries and sectors such as manufacturing, financial, retail as well as hospitality whereby they function as various forms of roles related to job design, recruitment and selection, HR planning and evaluation. The sector chosen for this paper is based on the hospitality sector in specific the tourism sector in order to comprehend the concept of tourism sector and the role of HR in general.

AlBattat, A. R., Som, A. P. M., & Helalat, A. S. (2014). Higher dissatisfaction higher turnover in the hospitality industry. International Journal of Academic Research in Business and Social Sciences, 4(2), 45-52. DOI: 10.6007/IJARBSS/v4-i2/591

Key words: Hospitality, Tourism, Turnover, Mobley Model

The paper addresses factors integrated to hospitality sector that has encompassed the service industry model involving service incorporeal, production and intensifying inseparability along with the facets of heterogeneity presented between customer base and service providers. It has been observed that these factors have led the hospitality sector largely rely on human factor as well as the direct interface with clientele (Madera, Dawson & Neal, 2014). The authors primarily intend to distinguish aspects playing influential role in hospitality workforce to turn over. The article mentions evaluation of other scholars who revealed determinants related to attrition level, job engagement and the vital effect on employee contentment on the turnover rate at Amari Hotels located in Thailand. Hospitality or tourism sector with its highly visible inconsistency is identified as a human-induced industry that has facilitated the understanding of scholars to shed light on job umbrage, inconvenient working circumstances, apprehension, unrelenting working durations with immensely negligible remuneration cost along with deficit of induction programs or trainings to develop knowledge base of newly recruited staffs (Robinson et al., 2014). Article is regarded as a well-observed one as it provides comprehensive analysis of the Mobley model that significantly analysed the way job discontentment and attrition level yields seven consecutive stages present between level of job disengagement as well as turnover rate. To successfully draw significance of these understandings authors of this article has proficiently executed certain theoretical perspectives to analyse the intricacies pertaining to tourism sector and the level of job satisfaction based on customer dedication (Mahal, 2018). The article through its findings and research have identified areas which tourism sector in Thailand and Malaysia must take into utmost consideration specifically on human resource awareness knowledge development as well as employee contentment in order to attain progress and work loyalty that would consequently lead to supreme service delivery.                        

Human resource management in tourism sector: Challenges and solutions

The article with its inclusive interpretations has highlighted the efficient ways of improving employment to condense the turnover rate in tourism sector. Through the insightful understanding of workforce attrition crisis, employee disengagement, deplorable working environment and low remuneration can pose significant impact on elevated employee attrition rates. The approaches which would aid current  tourism sector to indemnify customer retention are being highlighted in this article to make the readers obtain the awareness of functionalities and dilemmas HRM processes of contemporary tourism sector is experiencing. These perspectives have effectively facilitated my level of understanding and awareness and have further provided me significant guidance to advance in this course and successfully complete my assignment 3.

Robinson, R. N., Kralj, A., Solnet, D. J., Goh, E., & Callan, V. (2014). Thinking job embeddedness not turnover: Towards a better understanding of frontline hotel worker retention. International Journal of Hospitality Management, 36, 101-109. DOI https://doi.org/10.1016/j.ijhm.2013.08.008

The authors of this article intend to measure the potential solutions to elevate rate of employee turnover within the tourism industry through certain factors related to job engagement and organisational commitment. Though the above factors have the propensity to condense attrition level but are identified as unconstructive predictors of genuine turnover (Peiró-Signes et al., 2015). The article mentions about several scholars who aimed to develop multi dimensional as well as global predictors of job embeddedness, major proportion of observation have operationalized dynamics of job embeddedness as a highly complex measure which consider the impact of various on and off employment factors into a generalized form. The authors with utmost proficiency have prepared a review of some literatures to address the underlying conjectures of job embeddedness, dimensionality of job embeddedness along with organizational loyalty and abrasion.  It has been observed that increasing rate of job embeddedness fundamentally suggests the critical role of three  interconnected aspects which deal with non-work facades which determine individual’s attachment towards his or her role in the organisation, or other vital organizational determinants which does not rely empirical evidence to turnover or lastly diverse range of motives which employee develop that consequently reduce the interest to be attached to the role (Bartlett, Johnson & Schneider, 2016). Furthermore in the novel understanding of job embeddedness, the course related to instigation existing surrounded by indicator factors and underlying construct has been determining rather than insightful (Robinson et al., 2014). Article sheds light on observations of diverse range of scholars addressing job embeddedness in tourism sector whereby some focused on job embeddedness mediation of employee satisfaction and job routine while some have analysed a range of impacts of organizational as well as community sub-factors. The authors have reported certain findings of a study of around 325 Australian hotel forefront staffs by conducting a survey of job embeddedness in order to recognize composition of job embeddedness level and the connection involving factors of job embeddedness with other forms of job oriented conducts which tend to determine employee turnover rate.

Factors influencing turnover rates in the hospitality industry

The article has provided me with insightful explanations related to both positive as well as negative implications identified between organizational forfeit and dedication with the purpose of the employees to leave along with positive implications that focus on community associations and the intentions of leaving.  However with my understanding I realise that the article comprises certain areas which are required for further analysis to comprehend conceptualization of embeddedness as sustaining retention as a constructive approach rather than wholly focusing on turnover rate.

Baum, T. (2015). Human resources in tourism: Still waiting for change?–A 2015 reprise. Tourism Management, 50, 204-212.  https://dx.doi.org/10.1016/j.tourman.2015.02.001

The author of the article has mentioned the relationship of tourism sector to the increasing developments related to technological as well as consumer behaviour which can further be characterized as a vital amalgamation of both continuity and transformations. It has been fundamentally visible that there has been existence of stability in regards to range of core developments along with an emphasis towards higher level of sustainability in the significant utilization of limited and potentially unconstructive resources pertaining to travel and tourism sector (Bartlett, Johnson & Schneider, 2016). In order to analyse the underlying perspectives of tourism sector along with the role of HRM in the world of tourism the author has aimed to establish theoretical understanding of the role of HRM in tourism. The article further sheds light on the way work in tourism and its associated roles are eventually losing its ground and encountered by several occupational constraints whereby the capabilities and talent vital for tourism have prevalence in other employment sectors as well. Furthermore, perception of developing that has been becoming immensely crucial has resulted the author to focus on intricacies of positioning welfare tourism work with associated areas of tourism related to sports tourism, medical as well as cultural tourism and on the other hand certain indistinct or imprecise constraints between talent which are required in the arena of wellness businesses and the ones which tend to associate beyond tourism such as religious, medical and erotic areas (Singal, 2014).  Such forms of heterogeneity exhibit a tendency to create certain human resource complexities in relation to moral and specialized boundaries, induction, knowledge development and health and welfare (Bartlett, Johnson & Schneider, 2016). The author with the purpose to attain comprehensive understanding of the role of HRM in tourism sector has casted light on the significant development HRM has undergone in the tourism sector due to the sudden shift in the stability of workplace authority which revealed high inclination towards employees.  The article in its concluding phase mentioned about the development of HRM in other industries and the way this trend has been considerably slow in tourism sector because of working conditions, system of remuneration, and performance of work along with other forms of workplace associations.  

Analysis of job demands and resources in managing language barriers

 The peer-reviewed study has provided an inclusive explanation on the HRM trend and the way it has played a decisive role in the tourism sector during the phase of 2007 to 2014.  The author’s evaluation on stakeholder analysis of workplace intricacies in tourism prevailing Australia and Scotland has facilitated the level of my understanding and helped to comprehend the theories to complete my third assignment.

Solnet, D., Nickson, D., Robinson, R. N., Kralj, A., & Baum, T. (2014). Discourse about workforce development in tourism—An analysis of public policy, planning, and implementation in Australia and Scotland: Hot air or making a difference?. Tourism Analysis, 19(5), 609-623. DOI:https://dx.doi.org/10.3727/108354214X14116690097936

The article highlights the way workforce intricacies act as critical determinants to the prospective level of competitiveness persisting in service-oriented businesses which results in attracting broad range of stakeholders such as significant industry players, nongovernmental organizations, educational providers as well as academic specialists. The primary aim of the paper fundamentally relied on the way tourism sector has been undergoing regular and obstinate workforce intricacies in relation to the industry’s position as an employer along with issues regarding hiring, selection or in complex situations being incompetent to retain proficient staffs along with other critical areas related to working conditions, level of employee engagement and career opportunities. It has been observed that critical roles and liabilities of both public and private sector dominants engaged in workforce policy, regulation, planning, growth as well as implementation has been multifaceted (Peiró-Signes et al., 2015). Furthermore, the authors emphasize that such procedures intend to aid the availability of both private as well as public sectors to the stage of magnitude required for the enhancement and upliftment of the economy. In order to successfully draw significance of the workforce development, the comprehensive understanding has been made evident through the influx of employees which have been drawing of full employment. The article mentions factors related to the workforce challenges which tend to occupy a marginalized section within tourism recruitment, planning, selection and other marketing strategies for which contributions proliferate as an outcome of the development in the significance of the sector (Bartlett, Johnson & Schneider, 2016). The authors have adopted a systematic review to draw significance towards workforce development in tourism industry along with the broader labour-market idea that has been available in Australia and Scotland between years 2000 and 2012. Furthermore, indication to talent and competence has identified to be more explicitly focused in Australia in comparison to the workforce situation in Scotland.

Strategies to mitigate employee attrition in the hospitality industry

The article can be considered as a comprehensive one as it has provided well-analysed information related to the 12 year duration of policy, regulation, planning, strategy and implementation associated to the tourism workforce development in both Australia and Scotland. This inclusive understanding will guide me with utmost efficacy to attain my Assignment 3.

Manoharan, A., Gross, M. J., & Sardeshmukh, S. R. (2014). Identity-conscious vs identity-blind: Hotel managers’ use of formal and informal diversity management practices. International Journal of Hospitality Management, 41, 1-9.  https://dx.doi.org/10.1016/j.ijhm.2014.04.007

The aim of the article is essentially analyse the identity-oriented as well as identity-centric management organizations which are currently being identified in the domain of human resource diversity management practices existing in range of medium sized hotels executing their businesses in Australia. As human resources play a vital role in tourism as well as hospitality sector, the services provided by the staff are recognised as fundamental determinant of the hotel business model (Robinson et al., 2014). Thus human resources practices exhibit a tendency to form a critical aspect of the industries operational functions. The authors suggest that since the labour force images from a broad range of nations with diverse ethnic backgrounds, hotels would essentially required to implement apposite HR policies and regulations in order to increase employee diversity and successfully condense potential disadvantages within the tourism sector (Solnet et al., 2014). Literature review conducted by the authors focus on aspects of ethnic diversity which are anticipated to create critical impact on the efficacy of organisations in both positive as well as negative way. It has been observed that the elevating rate of assorted workforce has the given rise to diversity management practices that focuses on individual divergences, growth, development and welfare. Forms of diversity management practices have been contributing immense value and recognition to organisations and shedding light on corporate diversity council’s staff networking and Association, induction programs, supplier diversity, cultural knowledge and awareness along with women empowerment and provision of same sex benefits. Article further mentions about resources which reveal that formalized human resource practices contribute diverse benefits over informal practices (Bartlett, Johnson & Schneider, 2016). The article has conducted data collection method with the general managers of 27 hotels across Australia to evaluate the approaches they adopt to contest with diversity management practices. Results of data collection reveal majority of medium sized Australian hotels conduct formal induction program for all newly employed staff which primarily aim to enhance their familiarity with the hotel reputation and brand recognition, while addressing field of intercultural management for managerial and supervisory positions mostly are performed through processes of informal identity conscious diversity management performances. The article has been successful in addressing vital gaps in the hospitality multiplicity management study whereby casted light on interpreting diversity practices in medium sized Australian hotels rather than focusing solely in the US context. Furthermore the article analyse the way medium sized hotels in Australia sustain ethnic diversity that is regarded as one of the essential aspects pertaining to the hotel industry.

Role of customer dedication in job satisfaction and turnover intentions

The perceptive of diversity management practices focusing on Australian tourism sector has effectively facilitated my considerations related to diversity management practices in the service industry. This understanding however will provide main guidance throughout this course and has helped me to gain knowledge on service based business like the Australian tourism industry and not only focusing on production perspective of the manufacturing sectors.

Conclusion

Therefore to conclude it can be stated that HRM practices play critical role in hospitality sector by influencing several dynamics of operations of tourism industry. The five chosen articles have provided explicit understanding of the way Human Resource Management have been performing varied roles that ranges from job design, recruitment, selection, HR policies and other management practices in various industrial sectors.

References

AlBattat, A. R., Som, A. P. M., & Helalat, A. S. (2014). Higher dissatisfaction higher turnover in the hospitality industry. International Journal of Academic Research in Business and Social Sciences, 4(2), 45-52. DOI: 10.6007/IJARBSS/v4-i2/591

Bartlett, K. R., Johnson, K. R., & Schneider, I. E. (2016). Comparing strategic human resource development approaches for tourism and hospitality workforce planning. Journal of Human Resources in Hospitality & Tourism, 15(4), 440-461.

Baum, T. (2015). Human resources in tourism: Still waiting for change?–A 2015 reprise. Tourism Management, 50, 204-212.  https://dx.doi.org/10.1016/j.tourman.2015.02.001

Madera, J. M., Dawson, M., & Neal, J. A. (2014). Managing language barriers in the workplace: The roles of job demands and resources on turnover intentions. International Journal of Hospitality Management, 42, 117-125.

Mahal, P. K. (2018). Organizational Factors Affecting Job Outcomes: An Empirical Study of Hotel Industry. Journal of Applied Management-Jidnyasa, 10(1), 21-37.

Manoharan, A., Gross, M. J., & Sardeshmukh, S. R. (2014). Identity-conscious vs identity-blind: Hotel managers’ use of formal and informal diversity management practices. International Journal of Hospitality Management, 41, 1-9.  https://dx.doi.org/10.1016/j.ijhm.2014.04.007

Peiró-Signes, A., Segarra-Oña, M. D. V., Miret-Pastor, L., & Verma, R. (2015). The effect of tourism clusters on US hotel performance. Cornell Hospitality Quarterly, 56(2), 155-167.

Robinson, R. N., Kralj, A., Solnet, D. J., Goh, E., & Callan, V. (2014). Thinking job embeddedness not turnover: Towards a better understanding of frontline hotel worker retention. International Journal of Hospitality Management, 36, 101-109. DOI https://doi.org/10.1016/j.ijhm.2013.08.008

Robinson, R. N., Ritchie, B. W., Kralj, A., Solnet, D. J., Baum, T., & Ford, R. C. (2014). An Asia-Pacific core–periphery futures paradox: Divergent worker and tourist mobilities. Journal of Travel Research, 53(6), 805-818.

Ruži?, M. D. (2015). Direct and indirect contribution of HRM practice to hotel company performance. International Journal of Hospitality Management, 49, 56-65.

Singal, M. (2014). The business case for diversity management in the hospitality industry. International Journal of Hospitality Management, 40, 10-19.

Solnet, D. J., Baum, T., Kralj, A., Robinson, R. N., Ritchie, B. W., & Olsen, M. (2014). The Asia-Pacific tourism workforce of the future: Using Delphi techniques to identify possible scenarios. Journal of Travel Research, 53(6), 693-704.

Solnet, D., Nickson, D., Robinson, R. N., Kralj, A., & Baum, T. (2014). Discourse about workforce development in tourism—An analysis of public policy, planning, and implementation in Australia and Scotland: Hot air or making a difference?. Tourism Analysis, 19(5), 609-623. DOI:https://dx.doi.org/10.3727/108354214X14116690097936

Comparison of strategic human resource development approaches for tourism and hospitality workforce planning

Human Resource Management (HRM) is identified as the process of employing, selecting and compensating employees and further developing organizational policies and regulation s associated to them and further establishing those approaches and strategies in order to retain them. HRM is highly focused on the developmental process of both individuals as well as organizations in which they execute their operations (Ruži?, 2015). As HRM tends to undergo various forms of functionalities it is integrated with diverse industries and sectors such as manufacturing, financial, retail as well as hospitality whereby they function as various forms of roles related to job design, recruitment and selection, HR planning and evaluation. The sector chosen for this paper is based on the hospitality sector in specific the tourism sector in order to comprehend the concept of tourism sector and the role of HR in general.

AlBattat, A. R., Som, A. P. M., & Helalat, A. S. (2014). Higher dissatisfaction higher turnover in the hospitality industry. International Journal of Academic Research in Business and Social Sciences, 4(2), 45-52. DOI: 10.6007/IJARBSS/v4-i2/591

Key words: Hospitality, Tourism, Turnover, Mobley Model

The paper addresses factors integrated to hospitality sector that has encompassed the service industry model involving service incorporeal, production and intensifying inseparability along with the facets of heterogeneity presented between customer base and service providers. It has been observed that these factors have led the hospitality sector largely rely on human factor as well as the direct interface with clientele (Madera, Dawson & Neal, 2014). The authors primarily intend to distinguish aspects playing influential role in hospitality workforce to turn over. The article mentions evaluation of other scholars who revealed determinants related to attrition level, job engagement and the vital effect on employee contentment on the turnover rate at Amari Hotels located in Thailand. Hospitality or tourism sector with its highly visible inconsistency is identified as a human-induced industry that has facilitated the understanding of scholars to shed light on job umbrage, inconvenient working circumstances, apprehension, unrelenting working durations with immensely negligible remuneration cost along with deficit of induction programs or trainings to develop knowledge base of newly recruited staffs (Robinson et al., 2014). Article is regarded as a well-observed one as it provides comprehensive analysis of the Mobley model that significantly analysed the way job discontentment and attrition level yields seven consecutive stages present between level of job disengagement as well as turnover rate. To successfully draw significance of these understandings authors of this article has proficiently executed certain theoretical perspectives to analyse the intricacies pertaining to tourism sector and the level of job satisfaction based on customer dedication (Mahal, 2018). The article through its findings and research have identified areas which tourism sector in Thailand and Malaysia must take into utmost consideration specifically on human resource awareness knowledge development as well as employee contentment in order to attain progress and work loyalty that would consequently lead to supreme service delivery.                        

Human resource management in tourism sector: Challenges and solutions

The article with its inclusive interpretations has highlighted the efficient ways of improving employment to condense the turnover rate in tourism sector. Through the insightful understanding of workforce attrition crisis, employee disengagement, deplorable working environment and low remuneration can pose significant impact on elevated employee attrition rates. The approaches which would aid current  tourism sector to indemnify customer retention are being highlighted in this article to make the readers obtain the awareness of functionalities and dilemmas HRM processes of contemporary tourism sector is experiencing. These perspectives have effectively facilitated my level of understanding and awareness and have further provided me significant guidance to advance in this course and successfully complete my assignment 3.

Robinson, R. N., Kralj, A., Solnet, D. J., Goh, E., & Callan, V. (2014). Thinking job embeddedness not turnover: Towards a better understanding of frontline hotel worker retention. International Journal of Hospitality Management, 36, 101-109. DOI https://doi.org/10.1016/j.ijhm.2013.08.008

The authors of this article intend to measure the potential solutions to elevate rate of employee turnover within the tourism industry through certain factors related to job engagement and organisational commitment. Though the above factors have the propensity to condense attrition level but are identified as unconstructive predictors of genuine turnover (Peiró-Signes et al., 2015). The article mentions about several scholars who aimed to develop multi dimensional as well as global predictors of job embeddedness, major proportion of observation have operationalized dynamics of job embeddedness as a highly complex measure which consider the impact of various on and off employment factors into a generalized form. The authors with utmost proficiency have prepared a review of some literatures to address the underlying conjectures of job embeddedness, dimensionality of job embeddedness along with organizational loyalty and abrasion.  It has been observed that increasing rate of job embeddedness fundamentally suggests the critical role of three  interconnected aspects which deal with non-work facades which determine individual’s attachment towards his or her role in the organisation, or other vital organizational determinants which does not rely empirical evidence to turnover or lastly diverse range of motives which employee develop that consequently reduce the interest to be attached to the role (Bartlett, Johnson & Schneider, 2016). Furthermore in the novel understanding of job embeddedness, the course related to instigation existing surrounded by indicator factors and underlying construct has been determining rather than insightful (Robinson et al., 2014). Article sheds light on observations of diverse range of scholars addressing job embeddedness in tourism sector whereby some focused on job embeddedness mediation of employee satisfaction and job routine while some have analysed a range of impacts of organizational as well as community sub-factors. The authors have reported certain findings of a study of around 325 Australian hotel forefront staffs by conducting a survey of job embeddedness in order to recognize composition of job embeddedness level and the connection involving factors of job embeddedness with other forms of job oriented conducts which tend to determine employee turnover rate.

Factors influencing turnover rates in the hospitality industry

The article has provided me with insightful explanations related to both positive as well as negative implications identified between organizational forfeit and dedication with the purpose of the employees to leave along with positive implications that focus on community associations and the intentions of leaving.  However with my understanding I realise that the article comprises certain areas which are required for further analysis to comprehend conceptualization of embeddedness as sustaining retention as a constructive approach rather than wholly focusing on turnover rate.

Baum, T. (2015). Human resources in tourism: Still waiting for change?–A 2015 reprise. Tourism Management, 50, 204-212.  https://dx.doi.org/10.1016/j.tourman.2015.02.001

The author of the article has mentioned the relationship of tourism sector to the increasing developments related to technological as well as consumer behaviour which can further be characterized as a vital amalgamation of both continuity and transformations. It has been fundamentally visible that there has been existence of stability in regards to range of core developments along with an emphasis towards higher level of sustainability in the significant utilization of limited and potentially unconstructive resources pertaining to travel and tourism sector (Bartlett, Johnson & Schneider, 2016). In order to analyse the underlying perspectives of tourism sector along with the role of HRM in the world of tourism the author has aimed to establish theoretical understanding of the role of HRM in tourism. The article further sheds light on the way work in tourism and its associated roles are eventually losing its ground and encountered by several occupational constraints whereby the capabilities and talent vital for tourism have prevalence in other employment sectors as well. Furthermore, perception of developing that has been becoming immensely crucial has resulted the author to focus on intricacies of positioning welfare tourism work with associated areas of tourism related to sports tourism, medical as well as cultural tourism and on the other hand certain indistinct or imprecise constraints between talent which are required in the arena of wellness businesses and the ones which tend to associate beyond tourism such as religious, medical and erotic areas (Singal, 2014).  Such forms of heterogeneity exhibit a tendency to create certain human resource complexities in relation to moral and specialized boundaries, induction, knowledge development and health and welfare (Bartlett, Johnson & Schneider, 2016). The author with the purpose to attain comprehensive understanding of the role of HRM in tourism sector has casted light on the significant development HRM has undergone in the tourism sector due to the sudden shift in the stability of workplace authority which revealed high inclination towards employees.  The article in its concluding phase mentioned about the development of HRM in other industries and the way this trend has been considerably slow in tourism sector because of working conditions, system of remuneration, and performance of work along with other forms of workplace associations.  

Analysis of job demands and resources in managing language barriers

 The peer-reviewed study has provided an inclusive explanation on the HRM trend and the way it has played a decisive role in the tourism sector during the phase of 2007 to 2014.  The author’s evaluation on stakeholder analysis of workplace intricacies in tourism prevailing Australia and Scotland has facilitated the level of my understanding and helped to comprehend the theories to complete my third assignment.

Solnet, D., Nickson, D., Robinson, R. N., Kralj, A., & Baum, T. (2014). Discourse about workforce development in tourism—An analysis of public policy, planning, and implementation in Australia and Scotland: Hot air or making a difference?. Tourism Analysis, 19(5), 609-623. DOI:https://dx.doi.org/10.3727/108354214X14116690097936

The article highlights the way workforce intricacies act as critical determinants to the prospective level of competitiveness persisting in service-oriented businesses which results in attracting broad range of stakeholders such as significant industry players, nongovernmental organizations, educational providers as well as academic specialists. The primary aim of the paper fundamentally relied on the way tourism sector has been undergoing regular and obstinate workforce intricacies in relation to the industry’s position as an employer along with issues regarding hiring, selection or in complex situations being incompetent to retain proficient staffs along with other critical areas related to working conditions, level of employee engagement and career opportunities. It has been observed that critical roles and liabilities of both public and private sector dominants engaged in workforce policy, regulation, planning, growth as well as implementation has been multifaceted (Peiró-Signes et al., 2015). Furthermore, the authors emphasize that such procedures intend to aid the availability of both private as well as public sectors to the stage of magnitude required for the enhancement and upliftment of the economy. In order to successfully draw significance of the workforce development, the comprehensive understanding has been made evident through the influx of employees which have been drawing of full employment. The article mentions factors related to the workforce challenges which tend to occupy a marginalized section within tourism recruitment, planning, selection and other marketing strategies for which contributions proliferate as an outcome of the development in the significance of the sector (Bartlett, Johnson & Schneider, 2016). The authors have adopted a systematic review to draw significance towards workforce development in tourism industry along with the broader labour-market idea that has been available in Australia and Scotland between years 2000 and 2012. Furthermore, indication to talent and competence has identified to be more explicitly focused in Australia in comparison to the workforce situation in Scotland.

Strategies to mitigate employee attrition in the hospitality industry

The article can be considered as a comprehensive one as it has provided well-analysed information related to the 12 year duration of policy, regulation, planning, strategy and implementation associated to the tourism workforce development in both Australia and Scotland. This inclusive understanding will guide me with utmost efficacy to attain my Assignment 3.

Manoharan, A., Gross, M. J., & Sardeshmukh, S. R. (2014). Identity-conscious vs identity-blind: Hotel managers’ use of formal and informal diversity management practices. International Journal of Hospitality Management, 41, 1-9.  https://dx.doi.org/10.1016/j.ijhm.2014.04.007

The aim of the article is essentially analyse the identity-oriented as well as identity-centric management organizations which are currently being identified in the domain of human resource diversity management practices existing in range of medium sized hotels executing their businesses in Australia. As human resources play a vital role in tourism as well as hospitality sector, the services provided by the staff are recognised as fundamental determinant of the hotel business model (Robinson et al., 2014). Thus human resources practices exhibit a tendency to form a critical aspect of the industries operational functions. The authors suggest that since the labour force images from a broad range of nations with diverse ethnic backgrounds, hotels would essentially required to implement apposite HR policies and regulations in order to increase employee diversity and successfully condense potential disadvantages within the tourism sector (Solnet et al., 2014). Literature review conducted by the authors focus on aspects of ethnic diversity which are anticipated to create critical impact on the efficacy of organisations in both positive as well as negative way. It has been observed that the elevating rate of assorted workforce has the given rise to diversity management practices that focuses on individual divergences, growth, development and welfare. Forms of diversity management practices have been contributing immense value and recognition to organisations and shedding light on corporate diversity council’s staff networking and Association, induction programs, supplier diversity, cultural knowledge and awareness along with women empowerment and provision of same sex benefits. Article further mentions about resources which reveal that formalized human resource practices contribute diverse benefits over informal practices (Bartlett, Johnson & Schneider, 2016). The article has conducted data collection method with the general managers of 27 hotels across Australia to evaluate the approaches they adopt to contest with diversity management practices. Results of data collection reveal majority of medium sized Australian hotels conduct formal induction program for all newly employed staff which primarily aim to enhance their familiarity with the hotel reputation and brand recognition, while addressing field of intercultural management for managerial and supervisory positions mostly are performed through processes of informal identity conscious diversity management performances. The article has been successful in addressing vital gaps in the hospitality multiplicity management study whereby casted light on interpreting diversity practices in medium sized Australian hotels rather than focusing solely in the US context. Furthermore the article analyse the way medium sized hotels in Australia sustain ethnic diversity that is regarded as one of the essential aspects pertaining to the hotel industry.

Role of customer dedication in job satisfaction and turnover intentions

The perceptive of diversity management practices focusing on Australian tourism sector has effectively facilitated my considerations related to diversity management practices in the service industry. This understanding however will provide main guidance throughout this course and has helped me to gain knowledge on service based business like the Australian tourism industry and not only focusing on production perspective of the manufacturing sectors.

Conclusion

Therefore to conclude it can be stated that HRM practices play critical role in hospitality sector by influencing several dynamics of operations of tourism industry. The five chosen articles have provided explicit understanding of the way Human Resource Management have been performing varied roles that ranges from job design, recruitment, selection, HR policies and other management practices in various industrial sectors.

References

AlBattat, A. R., Som, A. P. M., & Helalat, A. S. (2014). Higher dissatisfaction higher turnover in the hospitality industry. International Journal of Academic Research in Business and Social Sciences, 4(2), 45-52. DOI: 10.6007/IJARBSS/v4-i2/591

Bartlett, K. R., Johnson, K. R., & Schneider, I. E. (2016). Comparing strategic human resource development approaches for tourism and hospitality workforce planning. Journal of Human Resources in Hospitality & Tourism, 15(4), 440-461.

Baum, T. (2015). Human resources in tourism: Still waiting for change?–A 2015 reprise. Tourism Management, 50, 204-212.  https://dx.doi.org/10.1016/j.tourman.2015.02.001

Madera, J. M., Dawson, M., & Neal, J. A. (2014). Managing language barriers in the workplace: The roles of job demands and resources on turnover intentions. International Journal of Hospitality Management, 42, 117-125.

Mahal, P. K. (2018). Organizational Factors Affecting Job Outcomes: An Empirical Study of Hotel Industry. Journal of Applied Management-Jidnyasa, 10(1), 21-37.

Manoharan, A., Gross, M. J., & Sardeshmukh, S. R. (2014). Identity-conscious vs identity-blind: Hotel managers’ use of formal and informal diversity management practices. International Journal of Hospitality Management, 41, 1-9.  https://dx.doi.org/10.1016/j.ijhm.2014.04.007

Peiró-Signes, A., Segarra-Oña, M. D. V., Miret-Pastor, L., & Verma, R. (2015). The effect of tourism clusters on US hotel performance. Cornell Hospitality Quarterly, 56(2), 155-167.

Robinson, R. N., Kralj, A., Solnet, D. J., Goh, E., & Callan, V. (2014). Thinking job embeddedness not turnover: Towards a better understanding of frontline hotel worker retention. International Journal of Hospitality Management, 36, 101-109. DOI https://doi.org/10.1016/j.ijhm.2013.08.008

Robinson, R. N., Ritchie, B. W., Kralj, A., Solnet, D. J., Baum, T., & Ford, R. C. (2014). An Asia-Pacific core–periphery futures paradox: Divergent worker and tourist mobilities. Journal of Travel Research, 53(6), 805-818.

Ruži?, M. D. (2015). Direct and indirect contribution of HRM practice to hotel company performance. International Journal of Hospitality Management, 49, 56-65.

Singal, M. (2014). The business case for diversity management in the hospitality industry. International Journal of Hospitality Management, 40, 10-19.

Solnet, D. J., Baum, T., Kralj, A., Robinson, R. N., Ritchie, B. W., & Olsen, M. (2014). The Asia-Pacific tourism workforce of the future: Using Delphi techniques to identify possible scenarios. Journal of Travel Research, 53(6), 693-704.

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