INTRODUCTION
1.8 BACKGROUND OF THE STUDY
Human Resources are easily recognized as the most important resources required for the production of goods and services, as well as the key to rapid socio-economic development and efficient service delivery. (Churchman, 2004:64), human resources include all the experience, skills, judgment, abilities, knowledge, contacts, risk taking and wisdom of individuals and associates within an organization. Without an adequate skilled and well motivated workforce operating with a sound human resources management programme, there will not be development. Any organization that underrates the critical role and under plays the importance of people or human resources in goal achievement can neither be effective nor efficient.
The realization of the value of human resource in any organization has in recent time led to a more human focused approach in managing organizations. Thus, human resources management has gained prominence in business management. Human resources management is a modern term for what has been traditionally refereed to as personnel management. A strong tendency to adopt the term ‘human resources management’ as a substitute for ‘personnel management’ has developed and grown stronger (Ikeagwu, 1998:96). Human resources management embraces those activities designed to provide for and co-ordinate the human resources of an organization. It involves management decisions and practices that directly affect or influence the people who work in the organization (Ugbaja, 2002:78).
The burden of human resources management rests squarely with line and functional managers who as departmental heads, design and utilize the elements of human resources process in their departments and units. Indeed every manager should be well acquainted with human resources management process and procedures should not only co-operate maximally with the director of human resource, as a specialist but also apply relevant elements and procedures of the process, in most effective manner, at various levels of the organization. This is the only way the work force can be effectively engaged for the achievement of organizational goals (Eze, 2002:33). They are particularly keen to employing individuals who can operate flexibility and adapt to different tasks as opposed to keeping rigidly defining job demarcations. They must also be able to adapt to rapidly changing work arrangements.
Some of the human resources challenges that face most organizations are in recruitment, performance appraisal, training and development, motivation and compensation management, etc. Recruitment has become an important element in human resources management. The challenge does not end with recruiting the right people but how to ensure effective appraisal of employees’ performance by stating and communicating clear performance standards to employees at the beginning of and throughout, the review period by the manager. By evaluating employees, factors such as experience and training of the employee, job description and employees attainment of previously set goals and objectives has to be taken into consideration by the manager. With respect to training and development, the challenge is developing and implementing suitable training programme so that the employees are well equipped to handle challenges ahead (Nelson, 2005:2). Offering the best possible compensation package is in itself a challenge. But, the real challenge is how to incorporate all these elements which are Recruitments, selection, placement, training, performance, appraisal, motivation, compensation, induction, training and development in human resources management and use them in achieving the ultimate goal of the organization, which requires exceptional performance. Many hospitality industries have one or a few of these elements which are recruitment, performance appraisal, motivation, compensation, training and development but very few operate the whole package. So completely developed human resources management remains an unusual management style. It is against this background that this study will emphasize on the Determinants of effective human resources management in the hospitality industry.
| Project details | Contents |
|---|---|
| Number of Pages | 134 pages |
| Chapter one | Introduction |
| Chapter two | Literature review |
| Chapter three | methodology |
| Chapter four | Data analysis |
| Chapter five | Summary,discussion & recommendations |
| Reference | Reference |
| Questionnaire | Questionnaire |
| Appendix | Appendix |
| Chapter summary | 1 to 5 chapters |
| Available document | PDF and MS-word format |
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