The Relationship Between Hrm Practices and Organisational Culture Within the Hospitality Industry Essay Example for Free

The Relationship Between Hrm Practices and Organisational Culture Within the Hospitality Industry Essay 1. Summary The culture in an organisation has a huge impact in the behaviour and development of the business and its employees. Organisation culture should concentrate on the actions, behaviour and effectiveness of employees. It is through effective Human Resources Management (HRM) practices that culture is really implemented by employees on the daily basics. Culture and HRM bonds are critically examined defining links, challenges and opportunities both could face. 2. What is Culture? Clarke Chen gives the following definition: â€Å"Culture is a set of accepted behaviour patterns, values, assumptions, and shared common experiences. Culture defines social structure, decision-making practices, and communication styles. Culture dictates behaviour, etiquette, and protocol. It impacts everyone, and influences how we act and respond. Culture is communication. It is a way people create, send, process and interpret information†. The purpose is to teach employees the values, beliefs, views, goals, and behaviours of the hotel brand and the corporation hotel belongs to. Culture can be used as a competitive advantage. Cole (2010, p.93) affirms that the ‘right’ culture is gradually essential to ensuring an organisation’s long-term viability. Managers have to find and select people who are more suitable for the job and who can make of theirs the organisation’s culture. That is where human resource management (HRM) comes in. 3.Human Resources Management Human Resources Management (HRM) is important for three reasons: first, it is seen as one element for organisations to be competitive. Secondly, HRM is an essential part of organisational strategies. Finally, the way organisations treat their people has been found to considerably affect organisational performance. According to Robbins Coulter (2012, p.313) the thread for HRM among those practices is an obligation to bond with employees; to improve their knowledge, skills, and abilities; also increasing their motivation and enhancing organisation culture. Managers should focus on integrating all  hotel functions with HRM, in order to emphasise its strategic role of setting and achieving the business goals. It is through staffs that a real hospitality atmosphere can be sensed by customer where customers are the centre of attention by employees. 4.Culture HRM Relationship Through culture, hotel aims to mould its employees so they can represent the brand, the organisation; and also that they can provide a magnificent customer service working as a unite work-team that communicates effectively and interacts remarkably. Achieving competitive success through people means managers must change how they think about their employees and how they view the work relationship. They must work with people and treat them as partners, not just as costs to be minimized or avoided. Culture is a priority when creating a high customer service becomes a management priority, and managers must therefore seek the correct practices and procedures which employees should follow in order to meet the requisite service culture. Human resource practices within the organization act to maintain culture by giving employees a set of similar experiences (Langton Robbins 2006, p.338). 4.1.Challenges Employees can be resilient to completely adopt hotel’s culture; also they cannot be comfortable with the management style. One challenge for HRM is to deal with employees talking and listening to them in order to understand them and to apply corrective strategies. Even though in most of cases culture is taught and explained at induction sessions, managers may face circumstances where employees would lose interest on culture. Therefore culture should be reinforced by the use of different resources like staff events, posters, and staff evaluations. But the real challenge is whether HRM practices would evolve and adapt and become more important in an organisation or would disappear and be replaced by outsourcing and technology (Davidson, McPhail Barry 2011); it is also suggested that the type of organisation and its culture will regulate which of these possibilities occur in each organisation. HRM practices in hotels should remain but instead of being purely an administrative tool to hire personnel, HRM should become a strategic department. 4.2.Opportunities Having employees from different cultures will definitely enriched hotels’ culture. A multicultural organisation will be able to understand better customers’ needs and expectations according to their background. Another opportunity is that culture gives members an organisational identity which can lead to better understanding of their place within the organisation, and from there HRM practices can support and develop members towards a better future for them. Dawson Abbott (2011) argue that having the adequate HRM practices include recruiting and retaining the right people; but finding highly committed employees who show a greater understanding about the customers’ needs and desires is the biggest duty. The possession of such knowledge is imperative for hotels which can lead to have a significant chance of creating a sustainable competitive advantage and a more profitable business. 5.Conclusion In order to be successful, a hospitality organisation must have a strong culture. That culture should be learnt by employees. They must show a real understanding of culture and put it in place on their daily duties. Culture gets reinforced by a multicultural staff. HRM practices should aim to create a hospitality atmosphere within the organisation. It is through effective management of people that a hotel can have remarkable competitive advantage and be profitable. The interrelationship Culture-HRM faces some challenges, and must take the most of the opportunities.

Arbitration Case: Discharge Of Peter Seichek :: essays research papers

Arbitration Case: Discharge of Peter Seichek Closing Statement Mr. Arbitrator, the termination of the employment of Mr. Seichek, by the Wheelwright Corporation, was for his "sleeping on the job". Lets examine this stated reason - in the light of the evidence provided by witness testimony and contained within Mr. Seichek's personnel record. 1) Mr. Holloday testified that he and Mr. White, the third shift supervisor, observed Mr. Seichek, wearing his welding hood, sitting or leaning against the ladder, "apparently" asleep. Further, Mr. Holloday stated that he called to Mr. Seichek six or seven times to get his attention. Mr. Seichek was then directed to accompany Mr. Holloday and Mr. White to the office. In the office, Mr. Holloday told Mr. Seichek that he had been caught sleeping before, and that his absenteeism was excessive, and therefore was being suspended. Mr. Arbitrator, they found Mr. Seichek at his work station, wearing his protective clothing, waiting for a co-worker to return with needed parts, in order to continue the job. With the welding hood on, they could not positively determine that he was asleep, and six or seven calls to get his attention in the noisy, factory atmosphere is not extreme. In reference to having been caught sleeping before, Mr. Holloday, testified that on August 16,1982, that he found Mr. Seichek asleep in the reception area and on August 17, he was found asleep on a tool box near the time clock. In both instances, Mr. Holloday awakened him, directed him to clock in and return to work. Mr. Seichek complied with this direction. Mr. Holloday went on to state that these instances annoyed him, but since Mr. Seichek was on break and not "on the clock", that he (Holloday) should not and did not issue a formal, verbal warning or make any notation concerning these incidents in Mr. Seichek's record. 2) Mr. Lewis, the third shift steward, gave testimony that it has been a common practice for employees to sleep during their break periods and to occasionally doze on the job. This corresponds with Mr. Holloday's testimony concerning his decision not to issue a formal verbal warning to Mr. Seichek after he (Holloday) found him asleep during break. Of further note, Mr. Lewis stated that heard Mr. Holloday use an ethnic slur when referring to Mr. Seichek sleeping on the job. This raises a question as to the objectivity of Mr. Holloday with regard to his supervision of Mr. Seichek. On the morning of December 3, 1982, Mr. Holloday notified Ms. Delores Lopez, the Personnel Assistant, that he had suspended Mr. Seichek pending possible discharge because he had found him sleeping on the job.

Procurement Ethics Practices Essay

All persons in society, whether in private or public sector, product or services industry are concerned with ethics, Ethics is defined as the discipline dealing with what is good or bad and moral duty and obligation. Thus personal ethics has been referred to as the rules by which an individual lives his/her personal life. Business ethics is concerned with truth, fairness and justice and accounting ethics pertains to the code that guides the professional conduct of aspects such as the expectation of society and customers, social responsibility, consumer autonomy and corporate behavior in the home country as well as abroad (koontz et al 1994) Business ethics has become a well recognized aspect of managing firms today . Due to an increasing interest of ,many are nowadays concerned about values like integrity and honesty and developing ethical codes to foster responsible behavior of their employees. Ethically therefore, managers must produce the greatest good for the greatest number of people in these days of pervasive globalization of business. Manager should recognize that customers and all other stakeholders of their companies have aright to quality products and services, to meet their existing and emerging needs, at affordable prices, all times, and should be guided by fairness and equity, as well as imparity. Managers must institutionalize ethics in their decisions and daily activities thus applying integrity and integrating ethical concepts with daily actions. This can be achieved by: Establishing an appropriate company policy or code of ethics, so as to institutionalize ethics, sin organizational behavior both at management and board of director’s level, using a formally established ethics committee, teaching ethics to employees. It has been established that ethical standard vary from society to society and from country to country and should therefore be taught to ensure uniformity in understanding and applicability across the world, particularly in these days of increasing and pervasive globalization. In procurement office or department the following ethics should be followed for better running of the organization. All officers who are in charge must follow some ethics for good purchasing and supplying, this will include: Honesty: People who procure on behalf of organizations cannot afford to give anyone cause to believe that their procurement behavior is not completely ethical. Spending millions of shillings for their organizations, they are exposed to temptations that most of their colleagues face. Therefore, they have to be honest when procuring goods on behalf of the organization. Enhancing Integrity :Procurement officials should never use their authority or office for personal gain and shall seek to enhance their integrity by: maintaining unimpeachable standards of integrity in all business relationship both inside and outside the organizations in which they are employee, fostering the highest possible standards of professional competence amongst those for whom they are responsible, optimizing the use of resources for which they are responsible to provide the maximum benefit to their employing organization. Conflicts of Interest: When dealing with suppliers potential conflicts of interest can sometimes arise. Instances where relatives or friends are employed by the supplier company should be notified to the Service Unit Manager. This will not prevent the Council trading with the supplier though the Council may arrange for the procurement to be handled by another officer. In instances where Members or former employees are potential suppliers it is important that they do not receive or expect to receive special consideration. If their inside knowledge appears to give them an unfair competitive advantage it may be desirable to take steps to ensure fair competition amongst all suppliers. Rewards to employees: Members and officers should avoid as far as possible dealing with our suppliers in their private affairs, particularly if this is likely to put them under some obligation to the supplier. Where such arrangements are unavoidable it is essential that they ensure that they are not offered any sort of deal which is not commonly available and which could be construed as a reward for actions taken in the course of the employment. Principles of Professional : Seeks or accepts a position as head or employee only when fully in accord with the professional principles applicable thereto, and when confident of possessing the qualifications to serve under those principles to the advantage of the employing organization, believes in the dignity and worth of the services rendered by the organization and the societal responsibilities assumed as a trusted public servant, so that organization is governed by the highest ideals of honor and integrity in all public and personal relationships in order to merit the respect and inspire the confidence of the organization and the public being served. Confidentiality and Accuracy of Information: The confidentiality of information received in the course of duty should be respected and should never be used for personal gain; information given in the course of duty should be true and fair and never designed to mislead hence making personal profit obtained through misuse of public or personal relationships is dishonest and not tolerable. Business gifts: Business gifts, other than items of very small value such as business diaries, calendars, should not be accepted, members of the staff should at no time or under any circumstances accept directly or indirectly, gifts, gratuities, or other things of value from suppliers which might influence or appear to influence purchasing decisions. Hospitality: Modest hospitality is an acceptable courtesy at a business relationship. However, the recipient shall not allow himself to reach a position whereby he might be deemed by others to have been influenced, in making a business decision as a consequence of accepting such hospitality. The frequency and scale of hospitality accepted shall not be significantly greater than the recipient’s employer would be likely to provide in return. Proper communication: Keeps the governmental organization informed, through appropriate channels, on problems and progress of applicable operations by emphasizing the importance of the facts. In case of any information which is unclear so be discussed with relevant officer without making uninformed decisions which may cost the organization. Proper control of personnel: Resists encroachment on control of personnel in order to preserve integrity as a professional manager, handles all personnel matters on a merit basis. Politics, religion, ethnicity, gender, and age carry no weight in personnel administration in the agency being directed or served. Disciplinary Action: Seeks or dispenses no personal favors, handles each administrative problem objectively and emphatically without discrimination. Any mistake committed should be dealt with without favor and the correct measure should be applied. Purchasing and supply procedure: Officers shall always seek to uphold and enhance the standing of the Purchasing and Supply profession and will always act professionally and selflessly by: maintaining the highest possible standard of integrity in all their business relationships both inside and outside the organizations where they work, rejecting any business practice which might reasonably be deemed improper and never using their authority for personal gain, enhancing the proficiency and stature of the profession by acquiring and maintaining current technical knowledge and the highest standards of ethical behavior; fostering the highest possible standards of professional competence amongst those for whom they are responsible. Competition – The nature and length of contracts and business relationships with suppliers can vary according to circumstances. These should always be constructed to ensure deliverables and benefits. Arrangements which might in the long term prevent the effective operation of fair competition should be avoided. Conclusion Managerial and appropriate ethical behavior is central to the success and effectiveness of organization anywhere in the world today. Business are so interconnected ,in terms of products and information flows, that ethical behavior in one country or in one part of the globe has an immediate impact in other countries or parts of the globe. Consequently, attempts should be made by governments and business leaders to incorporate standard management practices in their operations to enhance the efficiency of these flows. Ethical standards and codes are in this process because of the globalization of e- world business today. There is an urgent need to develop and adopt international ethical standard and codes to guide and regulate managers, globally, in running their organization effectively. These codes should include corporate governance and social responsibility practices. Reference: 1) Codes of Professional Responsibility– by Rena A. Gorlin – 1149 pg 2) Management Reform – by DIANE Publishing Company – 539 pg 3) News line KASNEB (July-sep2004) 4) Koontz et al management (1994)

Essay on Motivation at Norsk Petroleum - 900 Words

Work Motivation Motivation at Norsk Petroleum SUBMITTED BY: S. L. REAMS MGT302 :: Org. Behavior and Teamwork Module 1 – Case Assignment Trident University 22 July 2013 The word motivation is derived from the Latin word â€Å"movere† which means â€Å"to move† and it is defined as an internal drive that activates behavior and gives it direction. Motivational theory looks at the processes that activate and direct human behavior and it can be divided into two categories, content theory and process theory. Although no motivation theory is universally accepted both content and process theory can be applied to the Norsk Petroleum scenario. Content theory is focused on the internal factors that guide human beings, as opposed†¦show more content†¦According to Herzberg’s hygiene factors and diagram it can be seen that in up to 6% of cases problems or complications within one’s personal life can be the cause of occupational dissatisfaction. (Chapman, nd) Lisa Bohm clearly did not utilize any effective retention techniques. I would recommend to her that she offers a retention technique that is more applicable to the unique needs of the employees in which she is attempting to retain. In the case of Elizabeth Pedersen, Lisa could have easily offered to give Lisa a position of greater responsibility and variation of subject matter. I believe that this would have been a great motivator in order to retain Lisa. Ola Renamo’s situation is also easily handled if the necessary motivators are met. I would have suggested to Ola the possibility of working from home a few times a week in order to be closer to family therefore retaining the organizational talent. Another recommendation that would benefit Lisa would be to engage in generic benchmarking to find out what other companies are doing to retain their employees and consider their strategies to see if any of them would be effective at Norsk. By following these recommendations, Lisa will be able to turn around the hemorrhaging of talent and do a better job of human capital management. By being proactive and taking steps before employees are ready to leave, she will have more leverage in her attempts to retain them, and ifShow MoreRelatedRisk Mitigation Using Joint Venture Agreement in the Upstream Petroleum Industry15328 Words   |  62 PagesTHE UPSTREAM INDUSTRY (A CASE STUDY AND MODELLING APPROACH) BY SODE ADESOJI O. (51124473) AUGUST 2012 A Dissertation Presented In Partial Fulfillment Of The Requirements For The Degree Of MSc. International Business Energy And Petroleum At The University Of Aberdeen DECLARATION I declare that this thesis has been composed by myself, that it has not been accepted in any previous application for a degree, that the work of which it is a record has been done by myself, andRead MoreChina in Africa Essay20116 Words   |  81 Pagesdimensions of agrarian change, including state–smallholder relationships, cannot be ignored. Further, efforts have to be open to timely measures to subsidize and protect smallholder farmers and their organisations to give them the economic means, motivation and self-esteem to produce for national staple food markets and to compete more fairly with capitalized farmers elsewhere. These measures have to be individually tailored to the many agricultural and food production systems of the continent. ConsiderableRead MoreCost Accounting134556 Words   |  539 Pageschosen which reflects to the best possible extent a matching of the costs incurred with the benefits received. The resulting allocated costs must be used with care, if at all, in any decision-making context. 10–11. Examples include timber, livestock, petroleum, real estate development (produces lots), railroad (many cars on the same train), and many other processing industries. 10–12. The costs of disposing of scrap can be reduced or eliminated. In fact, wood scrap may provide incremental revenue for the