The hotel is a people-centered industry. Hotel management is actually the management of people. The aim of effectively using and developing hotel's human resources is to improve the quality of the staffs, thus getting their optimal combination to maximize the initiative, and thereby improving labor efficiency (Han, 2012).
Human resource is the most basic, the most important and the most valuable resource of hotels. Only human can use and control other resources, such as goods, capital and information, to form reception capacity, thereby achieving the desired goals of the hotel (Tesone, 2004). In modern management, hotel HRM is the proper use of functions, such as planning, organizing, directing, coordinating, controlling, for development, utilization and incentive of the hotel's human resource to maximize the enthusiasm of staffs. Therefore, strengthening HRM has a very important significance to the hotel.
HRM at the hotel can create rational job opportunities. The first thing of a hotel is to start human resources. When lacking in-house human resources, the hotel will need to recruit talent from the outside in order to ensure production activities, thus replenishing qualified human resources for the development of the hotel. In addition, the hotel can make reasonable and effective configuration of in-house human resources. From another perspective, it is to ensure qualities of staffs and groups (Tsaur and Lin, 2004). The main means of traditional competition of hotel is the high rate of deduction and the low price. But competition among hotels is more comprehensive with the guidance of the concepts of modern management. It is mainly reflected in competition for the quality of personnel and talent, because other advanced forms of competition, such as market awareness, management tools, marketing planning, etc., of modern hotel are relying on high-quality personnel.
Hotel HRM can perform effective staff training. Training is an important activity of hotel, including training of the sense of responsibility, professional skill, code of conduct, hotel policy, hotel culture, and so on. Training purpose is to enable the hotel
to transfer qualified human resources and maintain strong momentum for its development (Singh, 2012). Now the training in hotel is institutional, targeted and systematic. For example, Hilton Hotel forecasts market changes to timely develop training. Its early training is always in place to timely respond to the market changes. Market-oriented training of the company is to improve the quality of personnel, rather than waste time on correcting the deviation of the staffs.
Hotel HRM can develop a reasonable performance appraisal system. Performance appraisal is the procedures, methods and approaches to make comprehensive evaluation to the work performance of organization or individuals. Performance appraisal is undoubtedly a very important tool for the hotel HRM (Chand and Katou, 2007). If used properly, staff enthusiasm will get higher, and the hotel will be more cohesive and more competitive. On the contrary, some bad consequences will be caused, such as declined hotel benefits, the brain drain, low employee satisfaction, etc. Performance appraisal is required by incentives of staffs and is the core of human resources. It helps staffs to know their ability to work, job suitability, work accountability, as well as the work quality and efficiency.
References
Chand, M. & Katou, A. A. 2007. The impact of HRM practices on organisational
performance in the Indian hotel industry. Employee Relations, 29, 576-594. Han, L. 2012. Staff Turnover and HRM Strategies in the Hotel Industry——Take
Shanghai Taishengyuan Hotel as an Example. Journal of Anshun University. Singh, A. K. 2012. HRM in the Hotel Industry.
Tesone, D. V. 2004. Development of a sustainable tourism hospitality human
resources management module: a template for teaching sustainability across the curriculum. International Journal of Hospitality Management, 23, 207-237.
Tsaur, S. H. & Lin, Y. C. 2004. Promoting service quality in tourist hotels: The role of
HRM practices and service behavior. Tourism Management, 25, 471-481.
