ABSTRACT
The focus of this study is on the
determinants of a successful human resource management in hotel operations,
mostly in Enugu metropolis. Human resource management deals mainly on how staff
are being recruited, selected, trained, appraised and compensated. The
population of the study consisted of management staff of selected hotels within
the metropolis. A sample size of 140 was selected using the non parametric
statistic formula. Based on the sample size a 12 item structured questionnaire
was distributed, collected and analysed. Four (4) hypotheses were also tested.
The major findings from the study include: That an ideal human resource manager
must know how best to stock his organization with the right employees, That the
application of human resource management strategies is important in hotel
operations, That there are negative effects associated with the application of
poor human resource management strategies, That the human resource management
strategies are poorly employed in hotel operations in Enugu metropolis, That
the inexperienced job seekers are usually denied employment opportunities.
Based on the findings above, the researcher came up with the following
recommendations: Hotels, mostly within the Enugu metropolis, should start
applying the human resource management strategies in their operations, Good
recruitment, selection, training and motivation of employees helps
organizations to achieve their vision and mission, as such hotel operators are
advised to adopt it, Hotel operators are
also advised to employ and train the unskilled job seekers rather than reject
them and by extension increase the unemployment rate, Operators should ensure
that human resource planning is holistic and thorough, Finally, compensation
packages should be inspiring and motivating.
TABLE OF
CONTENTS
Title Page i
Certification ii
Approval Page iii
Dedication iv
Acknowledgement v
Abstract vi
Table of Contents vii
List of Figures x
List of Tables xi
CHAPTER
ONE: INTRODUCTION
1.1 Background
of the Study 1
1.2 Statement
of Research Problem 4
1.3 Objectives
of the Study 5
1.4 Research
Questions 5
1.5 Research
Hypotheses 6
1.6 Significance
of the Study 6
1.7 The Scope of
the Study 7
1.8 Limitations
of the Study 8
References
9
CHAPTER
TWO: LITERATURE REVIEW
2.1 Background
of Management 10
2.2. Historical
Background of HRM 11
2.3 The
Hospitality Industry 14
2.4 The
Ideal Structure of a Standard Hotel 15
2.5 Staff
Designation and their Respective Duties in a Standard Hotel 19
2.6 Code
of Conduct of a Standard Hotel 34
2.7 Human
Resource Planning 37
2.8 Determinants
of a Successful HR Manager 45
References
48
CHAPTER
THREE: RESEARCH METHODOLOGY
3.1 Research
Design 49
3.2 Area
of Study 49
3.3 Population
of the Study 50
3.4 Sample
Size Determination 50
3.5 Instruments
for Data Collection 51
3.6 Method
of Data Presentation 51
3.7 Method
of Data Analysis 51
References
53
CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS
4.1 Data Presentation 54
4:2 Testing of Hypotheses 60
CHAPTER
FIVE: SUMMARY OF THE FINDINGS, CONCLUSION
AND
RECOMMENDATIONS
5:1 Summary of
the Findings 67
5:2
Conclusion 67
5:3 Recommendations 69
Bibliography 70
Questionnaire 72
LIST OF TABLES
Table 4:1 Responses on the distribution of questionnaire 54
Table 4:2 Responses on whether they have HRM department 54
Table 4:3 Responses
on the staff strength of the HRM department 55
Table 4:4 Responses
on the effectiveness of the HRM department 55
Table 4:5 Responses on whether the HR manager should
be knowledgeable about the HRM strategies 56
Table 4:6 Responses on the use of HRM strategies in hotel
operations 56
Table 4:7 Responses on whether there are negative effects
when HR strategy is poorly employed 57
Table 4:8 Responses on whether there are qualities to determine
a successful HR
manager 57
Table 4:9 Responses on whether the application of the HR strategies
is important in hotel operations 58
Table 4:10 Responses on Recommendations on HR strategies 58
Table 4:11 Sex of Respondents 59
Table 4: 12 Age Distribution of Respondents 59
Table 4:13 Educational Qualification of respondents 60
LIST OF
FIGURES
Fig. 2.1: The Evolution of Human Resource
Management 11
Fig. 2.2: Structure of a Standard Hotel 16
Fig. 2.3: Motivational condition 43
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND
OF THE STUDY
Eboh (2001:1)
defines management as the process which involves the co-ordination of
organization’s resources towards the accomplishment of its primary goals.
According to Robbins and Coulter (2007: 282) management recognizes four basic
resources- man, machine, money and materials. These resources are commonly
called the 4ms of management and are vital in management. However, the most
important is man which is usually referred to as human resources. Human
resources encompass all the skills, experience, judgment, knowledge, risk
taking and wisdom of individuals and associates employed for the smooth running
of an organization. It is pertinent to note that the success of any
organization is dependent, to a large extent on the quality of human resource employed.
Okorie (2009:110) Postulates that all training and manpower development
programmes involve three steps: Assessing the needs of organization and skills
of employees to determine training needs; designing training activities to meet
the identified needs and evaluating the effectiveness of the training
programmes.
He further
states that training and human resource development programmes include employee
orientation and initiation into the organization, on the job training, off the
job training, online training, vestibule training networking etc.
Fredrick
Taylor, the father of scientific management, acknowledges the importance of
human resource in the workplace as he emphasized that, for the attainment of
efficiency, the following four (4) principles should be employed: develop a
science for each work; apply this science on the selection; training, teaching
and development of the workforce, ensure that the execution of the assigned
tasks conform to the principles and procedures that have been laid down, there
should be division of work, Eboh (2007:8).
Ugbaja
(2002:78) also states that human resources management embraces those activities
designed to provide and co-ordinate the human resources of an organization. It
involves management decision and practices that directly affect or influence
people who work in the organization.
The
success of the human resource department lies greatly on the ability of the
human resource manager, to handle the various functions. Nnadi (2010:122)
states that some of the primary functions of the human resource manager are-
Recruiting, Hiring, Training, Organizational development, Communication,
Performance management, Coaching, Policy recommendation, Salary and benefits,
Team building, Employee relations, Leadership.
Despite
the sensitive nature of these functions and its negative effect to the
organization, if poorly employed, some human resource managers still adopt
sentiment, favoritism tribalism, nepotism, and sectionalism in discharging
these functions.
Hotel
specifically deliver services to their guests/customers, it is usually
difficult for two different people to render service the same way. The
employment of the various functions of the human resource manager is highly
needed, to ensure uniformity in service delivery in hotel operations. It is
therefore pertinent to note that the difference between a well-managed hotel
and a poorly-managed hotel is the adoption/employment of proper human resource
management functions. This is simply because the human resource manager
controls the entire feelings and presence of the whole hotel.
Human
Resource Management is very important not only in business management but in
every sector that involves the activities of people. It should therefore be
given preference if the sector wants to grow. It is against this background
that this study is designed to examine the various factors that determine a
successful human resource management in hotel operations.
1.2 STATEMENT OF RESEARCH PROBLEM
DETERMINANTS OF A SUCCESSFUL HUMAN RESOURCE MANAGEMENT (HRM) IN HOTEL OPERATIONS
