ABSTRACT
The focus of this study is on the
Human Resources Management Practices in the Hospitality Industry particularly
in the Protea Hotel (Nike Lake Resort), Enugu.
It deals with how staffs are being recruited, selected, trained, appraised and
compensated in the hospitality industry for the achievement of the set goals
and objectives of the industry.
The population of the study
constituted of the members of the staff of the industry. There were altogether
179. The sample for the study was 70 staffs of the industry from the population
of 179 staffs, which were drawn using simple random sampling. A 12 – item
structured questionnaire was developed and analysed with the use of the percentage
method and hypotheses which are intelligent guess of an answer to the research
questions were put forward for this study. Data collected were decoded,
grouped, computed and arranged into table for easy references.
The major findings of this study
were:
- That the industry has human resources
management policies
- That the industry adopt on-the-job
method of training
- That the industry has disciplinary
measures depending on the nature of offence
- That the industry has pension schemes
and also pay gratuity.
It was concluded that:
- Some of the human resources
management policies are common6while others are peculiar to the industry.
- On-the-job method of training is
effective in the industry.
- If an employee is dismissed, there
will be no benefit but if it is termination, there will be benefit.
It was recommended that:
- Human resource planning should be
very thorough.
- Competent trainers should be employed
and the training should be regular.
- Compensations should be motivating
and inspiring to staffs.
- Retired staffs should not suffer
after being disengaged from work so they should be paid adequately.
TABLE OF CONTENTS
Title page … … … … … … … … …
Certification page … … … … … … … …
Dedication … … … … … … … … …
Acknowledgement … … … … … … … …
Abstract … … … … … … … … …
Table of contents … … … … … … … …
SECTION ONE: INTRODUCTION
1.1: Background to the Study … … … … … 11
1.2: Statement of the Problem … … … … … 16
1.3: Objectives of the Study … … … … … 17
1.4: Research Questions … … … … … … 18
1.5: Hypotheses … … … … … … … … 19
1.6: Scope of the Research … … … … … … 19
1.7: Significance of the Research … … … … … 19
REFERENCES … … … … … … 21
SECTION TWO: REVIEW
OF LITERATURE
2.1: Meaning of Human Resources … … … …
22
2.2: Meaning of Management … … … … … …24
2.3: Definition and Meaning of Human Resources
Management … …31
2.4: Meaning of Hospitality Industry … … … … …36
2.5: Human Resources Function … … … … … …39
2.6: Human Resources Utilization … … … … … …42
2.7: Human Resources Planning … … … … … …44
2.7.1: Recruitment … … … … … … … …45
2.7.2: Selection … … … … … … … …45
2.7.3: Job Offer … … … … … … … …46
2.7.4 Placement … … … … … … … …
46
2.7.5 Induction … … … … … … … …47
2.8: Human Resources Training and Management … … …47
2.8.1: On- the- job Training … … … … … … …48
2.8.2: Off- the- job Training … … … … … … …49
2.9: Compensation (Renumeration and Reward) … … … …50
2.10: Discipline and Termination … … … … … …51
2.11: Human Resources
Management Practices in the Hospitality Industry… … …. … … … … … … …52
REFERENCES … … … … … … … …59
SECTION THREE:
RESEARCH METHODOLOGY
3.1: Area of Study … `… … … … … …62
3.2: Source of Data … … … … … … …63
3.3: Population … … … … … … … …63
3.4: Sample Size Determination and Techniques … … …63
3.5: Validity of the Instruments … … … … …64
3.6: Data Collection Procedure … … … … …64
3.7: Data Analysis Technique … … … … …65
SECTION FOUR: DATA
PRESENTATION AND ANALYSIS
4.1: Presentation and Analysis of Data … … … …67
4.2: Test of Hypothesis … … … … … …74
SECTION
FIVE: SUMMARY OF FINDINGS,
CONCLUSION AND RECOMMENDATION
5.1: Summary … … … … … … …78
5.2: Conclusion … … … … … … …79
5.3:
Recommendation … … … … … …80
BIBLIOGRAPHY … … … … … … … …81
APPENDIX
(QUESTIONNAIRE) … … … … …
85
CHAPTER ONE
INTRODUCTION
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.
According to (Barney, 1995:50), human
resources include all the experience, skills, judgments, abilities, knowledge,
contacts, risk taking and wisdom of individuals and associates within an
organization. Without an adequate skilled and well motivated work force
operating with a sound human resources management programme, there will be no
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 or efficient.
The realization of the value of human
resource in any organization has in recent times 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 referred 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 coordinate 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, 2007:78).
The burden of human resources
management rests squarely with line and functional managers who as departmental
heads, design and utilize the elements of human resource 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 resources, as a specialist
but also apply relevant elements and procedures of the process, in most
effective manner, at various levels of 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 flexibly 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 and important element in human resources management. The
challenge does not end with recruiting the right people but hoe to ensure
effective appraisal of employee’s performance. With respect to training and
development, the challenge is developing and implementing suitable training
programmes 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
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 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 human resources management practices in the hospitality industry.
PROTEA HOTEL, ENUGU (NIKE LAKE RESORT)
THE HUMAN RESOURCES MANAGEMENT PRACTICES IN THE HOSPITALITY INDUSTRY
