The dealing with discipline & grievances. Recruitment & selection,

The ongoing expansion of competition in the tourism industry
has ensured companies are obligated to continuously practice new and innovative
ideas and techniques.  These ideas and
techniques can consequently improve an organisation’s productivity and advance
level of service leading to profit maximisation while ensuring losses are kept
to the bare minimum.                                                                              
However, according to People’s 1st (2015), it is not the
innovative ideas that ensure an organisation’s success, but rather its
representatives.  With an existing ‘high
employee turnover’ rate, the tourism sector is struggling to continuously find
employees that fit the knowledge and skills required by the company. Consequently,
this provides a huge disadvantage for organisations which is demonstrated by
the low level of productivity per worker compared to workers in other
industries.    .

Due to employees being a customer’s first point of contact
with a business, focussing on Human Resource management has become the main
strategy for lessening the skills gap and ensuring advancement in the tourism
industry.   The Chartered
Institute of Personnel & Development (CIPD) defined Human Resource
Management as the application and directing of actions to guide staff in
improving an organisation’s overall performance. Such actions should also be
supported by guidelines and methods of assessing an employee’s level of
involvement in the organisation.                    

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Human Resource Management consists of six key practices that
ensure effective and well organised running of a business. These key practices
are recruitment & selection, training & development, managing
performance, rewarding people, employee wellbeing, dealing with discipline
& grievances.   Recruitment & selection, rewarding people and managing
performance will be the three key practices concentrated on in this
essay. Also, managing people in practice will be discussed, focusing on whether
it positively impacts employees in regards to an organisation and achieving its

Travel and tourism is a trillion dollar industry that
created 292 million jobs in 2016, while being one of the fastest growing
industries in the world. It accounted for 10.2% of global Gross Domestic Product (GDP), and for many developing
countries, remains the main source  of
income and job production; small island states can expect as much as 25% of
their GDP from travel and tourism (UNWTO).







The World Travel & Tourism Council (WTTC) has stated
that in 2016 the Travel and Tourism industry had overtaken the global economy
in regards to general growth for the sixth consecutive year in a row, despite
being threatened by an increase in terrorist attacks, war and devastating
natural disasters. The industry has maintained a strong 2.5% lead, compared to
just 0.5% the previous year. Furthermore, the prosperous industry now accounts
for creating over 1 in 10 of all accessible jobs worldwide. This underlines the
strong need for accurate procedures to be carried out for Human Resource
Management to ensure staff retention and optimal maximisation of profit.

Thorough execution of Human Resource Management practices is
necessary in guaranteeing an organisation’s success as it ensures a unprejudiced and impartial recruitment system is enforced to
search for new employees, following the guidelines and regulations put into
effect by the administration of the particular country.  Unfortunately, The Wall Street Journal stated
that even employers with a positive attitude towards diversity can carry some
subconscious bias, allowing that to sway them during the hiring process.  However, correct Human Resource Management
aims to minimise such prejudice and ensure correct applicants are hired based solely
on their proven skills,  knowledge and
ability to maximise profit. According to Ekwoaba (2012) ‘maximum long-run benefits’
are seen by staff and organisations that correctly follow Human Resource
Management guidelines.

The act of recruitment is defined as the procedure of
attracting potential candidates to a job vacancy and successfully inspiring them
to apply for occupations in the establishment. (Flippo)

This process begins when a company realises they require
staff to fill a gap in skills lacking in the organisation,
which can be accomplished through
internal recruitment. Internal recruitment is defined as the act of promoting
of transferring existing employees to carry out services
required by the organisation (Devaro,  2016) . Such recruitment is seen as most
desirable due to its cost efficiency, boosting of employee morale and building
of vital skills within the organisation which in turn foresees longer careers
in the company (Shafique, 2012).

If the organisation recognises that there is an absence of
knowledge and skills within the existing workforce, external recruitment can
commence. According to Foot & Hook (2005), the primary and most important
factor in implementing and achieving strategic objectives is hiring the most
desirable, skilled canditates. Blablabla  required to be completed fairly with laws
and legislation such as the Equality Act of 2010 being
imposed . The Government website states the Equality
Act 2010 ‘legally protects people from discrimination in the workplace and
in wider society’.

Therefore, organisations cannot deny a skilled individual a
role in the company based on their protected characteristics which include
ethnicity, gender, disability, religion etc. Accordng to the Advisory,
Conciliation and Arbitration Service (ACAS), employers are also not
permitted to ask any questions about these protected characteristics, unless the
certain characteristic can potentially hinder the productivity and performance
of the candidate.

The Disability Discrimination Act
(DDA), imposed in 2005, was formed to guarantee protection during the recruitment
and selection process for disabled persons. Furthermore, employers were obligated
to have basic ‘disability awareness’. However, a 2009 study suggested only 70%
of organisations knew of such an Act (generally bigger establishments) and only
1 in five employees could accurately name it.(Dewson et al) Consequently these
statistics demonstrate an improving sense of knowledge and awareness of disability
in the workplace but still indicate a strong level of disregard  towards disabled individual in an
organisation. This absence of awareness could negatively impact organisations
during the recruitment process as organisations might be more willing to take
on an able person less suited for the job compared to a vastly skilled disabled

CIPD (2016) specified that diversity awareness must also be
considered of great importance in places of work, stating that ‘diversity takes
equality forward’. Green et al (2015) also
believed in the importance of diversity. They suggested diversity allows competitive
advantages due to employees’ differences providing the company with different
viewpoints and ideas based on a wide variety of characteristics. An increase of
innovative ideas can subsequently yield to higher revenue.

Hiring the correct personnel to carry out skilled jobs
within an organisation is vital in ensuring employee satisfaction and
encourages employee productivity, which in turn leads to maximum  profitability. According to CIPD (2016),
recruiting an individual that lacks suitability for the job role can cost an
organisation up to £8200, with certain establishments calculating losses of £1-£28000.