Human Resource Management in Hospitality Assignment Sample 2024
PPT Sample

Introduction
This report aims to conduct an analysis of HRM issues in TJ Group, a hotel business based in Yorkshire, for reporting to its CEO.
The selected problem for the organization’s HRM is about performance management and employee satisfaction.
The issues considered in the assignment are lack of staff recognition, lack of training and appraisal, and late wages or insufficient payment for overtime.
The purpose of this report is to analyze the HRM issues of TJ Group and present the findings to the CEO. The areas of performance management and employee satisfaction have been selected as the problems in the company. The issues taken into account in the assignment include inadequate compensation for overtime or late salaries, a lack of staff recognition, inadequate training, and inadequate appraisal.
Strategic human resource management (SHRM)
In order to provide suggestions to the CEO, the area of strategic human resource management has been considered.
Strategic human resource management is processing that organizations can use for managing their employees by keeping the HRM practices aligned with the organizational goals (Boon, et al., 2018).
Strategic human resource management can help the company achieve success through the contribution of human resource management (Delery and Roumpi, 2017).
Strategic HRM has been taken into consideration in order to offer recommendations to the CEO. Organisations can use strategic human resource management to manage their workforce by maintaining HRM practices that are in line with their objectives. The strategic management of human resources can help in the company’s performance by contributing to its human resource management.
Pre-dominant leadership and management style, and its impact
In consideration of the approaches of the hotel, the autocratic leadership and management style can be demonstrated in the case.
Lack of employee engagement shows that the hotel lacks to focus on considering employees’ viewpoints and make top down based decisions (Chukwusa, 2018).
The issue impacted the morality and satisfaction of the employees.
The case study illustrates the autocratic leadership style in light of the hotel’s methodologies. A lack of employee involvement demonstrates that the hotel does not prioritise employee input when making choices and instead acts in a hierarchical manner. The problem affected the employees’ morale and level of satisfaction. The lack of involvement of employees in organizational activities also restricts them from having scope for development and growth in their careers.
Leadership/ management style to be adopted by the company
The servant leadership style can be adopted by the company for better engagement with the employees.
The servant leadership style prioritizes the needs of employees first and creates a supportive work environment (Eva, et al., 2019).
The leadership style should be adopted to understand the needs of employees and create a supportive work environment for the improvement of employee engagement.
The organisation can use the servant leadership approach to improve employee engagement. The servant leadership approach puts the needs of the workforce first and fosters a positive work atmosphere. It is important to have a leadership style that focuses on understanding employee needs and fostering a positive work environment to increase employee engagement.
Changing the leadership/ management style
In order to change the leadership style, the organizational structure of the hotel needs to be changed.
The approach of change is also needed to involve employees in more functional activities of the organization (Hussain, et al., 2018).
The adoption of a servant leadership style is also needed to consider the presence of a smooth communication process and opportunity for interaction (Cameron and Green, 2019).
The hotel’s organizational structure must be altered in order to alter the leadership style. Incorporating employees into the organization’s more functional operations also requires a change management approach. It is also necessary to adopt a servant leadership style in order to take engagement opportunities and a seamless communication process into account.
HRM theory in relation to the problem
The problem considered in the company involves under performance of permanent employees and new employees’ overwork as well as unappreciation of the work.
The issue also leads to a low level of morale among the employees across the levels (DeNisi and Murphy, 2017).
The issue of recognizing or appreciating the employees leads to an impact on the overall productivity as employees feel dissatisfied.
The organization is thinking about a problem with permanent employees performing below par and new hires working excessive hours without being appreciated for their jobs. Low morale among employees at all levels is another consequence of the problem. Employee dissatisfaction caused by a lack of recognition or appreciation has an effect on productivity as a whole.
HRM theory in relation to the problem
In consideration of Herzberg’s two factor theory, it can be said that recognition as a motivator factor is lacking in the organization.
Lack of recognition is unable to motivate the staff to perform work in the organization (Alshmemri, et al., 2017).
Lack of training as well as regular feedback, and lack of induction are also the reason behind the inadequate performance of the staff (Alfayad and Arif, 2017).
According to Herzberg’s two factor approach, there is a lack of recognition within the organization as a motivational component. Employees within the organization cannot be inspired to work harder if they do not receive acknowledgment. Inadequate staff performance can also be attributed to a lack of induction, frequent feedback, and training.
HRM theory in relation to the problem
Due to a lack of induction and training, the new employees are unable to find the approach to performing work in the hotel which impacts their performance.
Lack of training also impacts the moral value of new employees as they do not find any way to learn work activities and develop themselves (Chukwudumebi and Kifordu, 2018).
In regards to goal setting theory, it can be said that a lack of clarity and direction makes it difficult for the employees to work in the hotel (Mallik, et al., 2019).
The inability of new hires to understand the hotel work culture due to a lack of orientation and training affects their performance. New hires’ moral character is also impacted by inadequate training since they are unable to grow personally or acquire new skills related to their jobs. According to goal setting theory, it is challenging for the staff to work in the hotel when there is a lack of direction and clarity.
HRM theory in relation to the problem
Another issue related to the problem of performance management involves late payment of wages and insufficient payment for overtime work.
The organization also lacks the presence of any effective incentive or feedback system.
According to the goal setting theory, a lack of feedback and progress leads to the unavailability of incentives and effective overtime pay in the hotel (Locke and Latham, 2019).
The issue of inadequate compensation for overtime work and late wage payments are also linked to the performance management problem. The organization is deficient in terms of having a feedback or reward mechanism that works. The goal setting theory states that ineffective overtime compensation and a lack of growth are the results of a lack of feedback and availability in the hotel.
Critically evaluation of the application of chosen HRM theory to the hospitality context
The goal setting theory has been applied in the context of the problem existing in the HRM of TJ Group.
This theory highlights the significance of providing employees with SMART (specific, measurable, achievable, relevant, and time-bound) goals (Landers, et al., 2017).
The theory mainly explores the reasons behind goals in an organization which can help to motivate the staff (Biermann, et al., 2017).
The principle of goal setting has been implemented to address an issue inside TJ Group’s HRM. This approach emphasizes how important it is to give workers SMART goals that are specific, measurable, realistic, relevant, and time-bound. The idea primarily investigates the rationale behind organizational goals, which can aid in staff motivation.
Critically evaluation of the application of chosen HRM theory to the hospitality context
Based on the theory, it can be said that the organization lacks in the areas of feedback and progress, clarity and direction, and employee recognition.
The organization needs to implement a proper system for the management of employee performance with clear and measurable goals (Yurtkoru, et al., 2017).
The performance of employees should also be recognized and rewarded for motivating the staff.
Feedback is also needed to given to the employees for improvement of their performance and develop training program.
The hypothesis suggests that the organization is deficient in employee appreciation, clarity and direction, and progress and feedback. The company must put in place an appropriate system with quantifiable, unambiguous goals for managing employee performance. Employee motivation should also be acknowledged and rewarded for their performance. Giving staff feedback is also necessary to improve their performance and create training programs.
Issues of equality and diversity
The issues of equality and diversity are important in the contemporary era of business where globalization has made its impact.
The equality and diversity policy ensures the consideration of a standardized and comprehensive approach in an organization (Sharma, 2016).
The equality and diversity policy can help the hotel to have the presence of employees from different backgrounds and they can have a better scope of learning (MacMahon and O’Brien, 2018)
The concerns of diversity and equality are crucial in the modern economic world, where globalization has left its mark. An organization’s consideration of a complete and standardized strategy is guaranteed by the equality and diversity policy. The hotel may benefit from the presence of staff with diverse backgrounds and a wider range of learning opportunities thanks to the equality and diversity policy.
Issues of equality and diversity
The quality and diversity policy can also help the organization to have a comprehensive approach for guests who come from different backgrounds (Fletcher and Beauregard, 2022).
The approach can help in improving the reputation of the organization too.
With the adoption of an equality and diversity approach, the employees can learn from each other as well as the area of training in the company can be solved.
The approach to solving problems in the organization can also be improved with the adoption of equality and diversity policy (Hawkins, 2017).
The organization can also benefit from having a complete approach for visitors from diverse backgrounds with the support of the quality and diversity policy. The strategy can also help in enhancing the organization’s reputation. The company’s training problem can be resolved and employee learning from one another can occur with the implementation of an equality and diversity approach. Adopting an equality and diversity policy can also strengthen the organization’s problem-solving methodology.
Course of action and recommendations
The organization should focus on adopting and implementing a comprehensive performance management system to improve overall productivity.
The performance management system should focus on regular assessment of employee performance with the consideration of offline and online mediums.
It can help in assessing the performance of employees on a regular basis and provide awards as well as recognition to the staff for improving their motivation.
To increase overall productivity, the organization should prioritize developing and implementing a comprehensive performance management system. Regular performance evaluations of employees, taking into account both offline and online mediums, should be the main goal of the performance management system. It can assist in routinely evaluating employee performance and provide rewards and recognition to staff members for increasing their motivation.
Course of action and recommendations
The issue of training and lack of induction for the new employees is also a concern in the organization.
The organization should focus on conducting induction for the new employees which can help the new employees to understand their roles, organizational goals, and work process.
The induction program should be focused on incorporating offline mode to provide a better option for familiarization to the staff.
Another criticism of the organization is the absence of introduction and training for new hires. The company should concentrate on providing new hires with an orientation that will assist them in comprehending their responsibilities, the objectives of the company, and the workings of the workplace. The offline mode should be the main focus of the induction program in order to give staff members a better alternative for familiarization.
Course of action and recommendations
A separate HR department should also be established in the organization to manage performance management systems, training, and wages related functioning.
The HR department should focus on having an adequate payroll system that can ensure timely payment of wages to the staff.
The HR department should also be responsible for the performance management system to have an effective assessment of the staff’s performance and provide them with adequate amounts of incentives for overtime.
The organization should also set up a distinct HR department to handle the performance management system, training, and wage-related operations. The HR division should concentrate on establishing a sufficient payroll system that can guarantee staff members’ salaries are paid on time. In order to effectively measure employee performance and give them enough incentives for overtime, the HR department should also be in charge of the performance management system.
Conclusion
The HRM related problem of TJ Group is explored in the presentation by considering the problem of performance management.
The performance management issue exists in the organization due to a lack of staff recognition, lack of training and induction for new employees, and improper wages and incentive systems.
The application of theories has also shown that lack of recognition, lack of motivation, and ineffective HRM have led to major issues in the organization.
The organization also needs to focus on changing its leadership style to servant leadership to deal with the issues of HRM.
A proper performance management system within separate HRM departments and training, as well as induction programs for the new employees, are also needed to be introduced in the organization.
The presentation examined the HRM-related issue of TJ Group by taking performance management into consideration. The organization’s poor incentive and salary structure, a lack of worker recognition, and inadequate training and onboarding for new hires are all contributing factors to the performance management problem. The use of theories has also demonstrated how significant problems within the organization have been caused by inadequate HRM, a lack of desire, and a lack of recognition. To address HRM concerns, the organization must also concentrate on transitioning to a servant leadership model. The company must also implement a training and induction program for new hires, as well as an appropriate performance management system housed inside a distinct HRM department.

References
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