The development of hospitality industry requires a continuous learning cycle where key players develop the attitude of always seeking for new opportunities ahead. The market is ever changing so are the minds of the people, as evidenced by the changing demands of the market. One must realize that one can not dictate what the market wants; one can always predict what the future demand may bring. But one can influence what can happen and what can be fully tapped to realize projected visions for the future.
Since the hospitality sector is labor-intensive and resistant to the automation and downsizing characteristic of other industries such as manufacturing, retailing, agriculture, the hospitality industry is most sensitive to a bigger range of external and internal factors which threatens its very survival at time. Critical to this when it comes to the hospitality industry is recruitment and retention of employees. The recruitment and retention phenomenon are important because of the increased diversity as well as the imbalance between skilled and unskilled labor.
Also included here are the nonexistent benefits, such as health insurance, profit sharing and retirement benefits. Sometimes, management strategies can also be counterproductive and does not give the proper employee incentive so that these employees will strive for achievement. The hospitality industry needs to make known that they are able to create a better awareness among the public on the diversity of their employ. Stephen Robbins contends that managers’ technical proficiency in their area of expertise is not enough to ensure the manager’s success in attaining desired results for the employees.
To become more effective, managers should not only focus on improving their technical ingenuity but should also familiarize themselves with other skills – conceptual skill, people skill, and psychology. Due to the nature of a managers’ job which requires decision-making, one of the skills which they should have is the conceptual skill (Robbins, 2005). Since managers are mostly dealing with their subordinates and colleagues, developing the people skills in the hospitality industry to interact, to encourage, and to designate is crucial (Robbins, 2005).
Lastly, having background on psychology can assist the managers in determining factors and devising frameworks in achieving job satisfaction and productivity in the workplace. Human Resource needs of typical organizations Proper record keeping is a must for every organization, and one of the vital information which all companies should properly and securely keep and maintain is employees’ records. This can be done via maintaining a personnel file (Truesdell, 2004). Managers use personnel file to find or scan biographical data of their employee. It can help the managers in an employee’s assessment.
According to the Office of the Human Resources of the University of North Carolina at Chapel Hill, the following are the Impact of employment law The image of hotel occupations as reputable and professional employers needs to be ensured by the combination of government policy and industry association campaigns and HRM practices appropriate to the social circumstances. These hotel managers must operationalize the imperatives which include the definition of service product and the production processes so that there will be appropriate HRM systems that will retain, attract and reward professional service providers.
The role of professional bodies Hospitality management face risks, as the industry itself is evolving in form and direction. New tourism, such as eco-tourism and mass tourism lead to massive impacts too. Hospitality managers and owners must realize how their industry impacts the political, social, cultural and environmental surroundings of their local communities, thus must be sensitive and responsive to necessary planning, representation and implementation procedures that will prevent ill effects on these sociological components.
In tourism and hospital management, owners and manager, even the local, national government and professional bodies need to think of the tourists’ concerns and issues. Now is the time to dwell on issues on the other side of the fence, the issues and concerns of local communities who offer tourism and hospitality services. The hospitality industry is not just about foreigners or local tourists. It is also about building positive and life-affirming relationships between different cultures and ethnic origins.
Conclusion Indeed, decision-making especially in the area of Customer service recovery in the hospitality industry is crucial because this “is vital to maintaining customer and employee satisfaction and loyalty, which contribute significantly to a company’s revenues and profitability” [Tax and Brown, 1998, para 1]. Service recovery is about a company learning from a service failure, or turning service failures into opportunities to improve performance.
If service providers will learn the service encounter cyclical model, a manager may get some tips when is the best time to do service recovery strategies. Service recovery strategies are necessary to “recapture a customer following a dissatisfying experience by resolving problems. The key to service recovery is speed” [Spake, 2005, p. 12].
Bianchi, R. (2002). “Conceptualising the relations of place and power in tourism development. ” Tourism, Culture and Communication. New York: Cognizant Communication Corporation. http://rphrm.curtin.edu.au/2000/issue1/rim.html