Theories of HRM and practices related in recruiting and retaining the staff in the hotel industry
The
first step in achieving organizational objectives through efficient
organizational workforce management is attracting and selecting the most
suitable candidates (Chytiri, Filippaios and Chytiris, 2018). The hotel sector
is famous for using outdated, inexpensive practices. When compared to external
recruitment approaches, internal recruitment techniques appear to be more
effective (Chytiri, Filippaios and Chytiris, 2018). Further, Human resource
management includes administrative activities that are associated with
planning, recruitment, selection, orientation, training, appraisal motivation
and remuneration (Jerome, N., 2013). Researchers around the world concur on the
importance of human resources to an organization's success. They acknowledge
that the most precious resource in the company is its human resources (Ghani et
al., 2022). As stated by Jerome, N. (2013), Abraham Maslow's hierarchy of needs
theory is still significant and applicable in today's business organizations.
Any attempt to avoid using the hierarchy of needs theory practically will have
a negative impact on organizational culture, human resource management, and
employee performance, to achieve organizational excellence and create good
atmosphere, better work environment and achieve target at the right time then a
drive and application of the theory is paramount (Jerome, N., 2013).
Maslow’s
Hierarchy of Needs
According
to Maslow (refer table 1), there are at least five main types of needs that can
be categorized as fundamental needs: physiological, safety, love, esteem, and
self-actualization (Ramlall, 2014). The implications of this theory offered
managers and other organizational leaders helpful insights. One piece of advice
was for managers to develop practices or programs focused on meeting new
or unmet requirements in order to motivate staff (Ramlall, 2014). Another
suggestion was that businesses should set up support systems and focus groups
to assist staff in managing stress, especially during times of greater
difficulty, and spend time getting to know each employee's requirements (Ramlall,
2014).
As an example: according to Ghani et al. (2022), ‘as needs are satisfied, motivation levels rise’. This idea is applied in organizations to assess the level of employee needs and to inspire them with rewards. It also provides helpful advice for managers and companies looking to keep staff by improving the compensation structure (Ghani et al., 2022).
On
the word of Jerome, N. (2013), A safe working environment should be provided to
its employees by any organization, for example, in dangerous industries like
construction industry, company should provide helmets to protect employees from
potential dangers, warning boards should be conspicuous at extremely dangerous
sites. As financial security is also a kind of safety needs, organizations
should pay employees fairly and ensure them stable career (Jerome, N., 2013). Whilst
taking into account the social needs, By planning workplace events or company
culture trainings, you may develop a sense of camaraderie and unity among
employees as well as acceptance and belonging (Jerome, N., 2013).
References:
Chytiri, A.-P., Filippaios, F. and Chytiris, L. (2018). Hotel Recruitment and Selection Practices: The Case of the Greek Hotel Industry. International Journal of Organizational Leadership, 7(3), pp.324–339. doi:10.33844/ijol.2018.60465.
Ghani, B., Zada, M., Memon, K.R., Ullah, R., Khattak, A., Han, H., Ariza-Montes, A. and Araya-Castillo, L. (2022). Challenges and Strategies for Employee Retention in the Hospitality Industry: A Review. Sustainability, [online] 14(5), p.2885. doi:10.3390/su14052885.
Jerome, N. (2013). Application of the Maslow’s hierarchy of need theory; impacts and implications on organizational culture, human resource and employee’s performance. International Journal of Business and Management Invention, 02(03), pp.1–7.
Ramlall,
S. (2014). A Review of Employee Motivation Theories and their Implications for
Employee Retention within Organizations. The Journal of American
Academy of Business , Cambridge, pp.1–63.
Agreed on the content above Nadula. On the other hand there is few criticism, that the theory makes the following false assumptions about workers in general: (a) that all workers are the same; (b) that all circumstances are the same; and (c) that there is only one effective approach to fulfilling wants (Graham & Messner, 2000). According to Basset-Jones & Lloyd (2004, p. 961), detractors of the need theory often contend that this is due to employees' innate need to take credit for needs satisfied and express discontent for needs unmet.
ReplyDeleteThank you for your valuable comment. Accordingly, as stated by Ramlall (2014), other than the Maslow’s Hierarchy of Needs and Herzberg two factor theory, McClelland’s Need Theory, Equity Theory, Expectancy Theory, Vroom’s Original Theory, Porter and Lawler’s Extension can be considered as motivation theories and the implications for employee retention. Needs of the employee, work environment, responsibilities, supervision, fairness and equity, effort and employees’ development are some critical factors of these motivation theories and the implications for developing and implementing employee retention practices (Ramlall, 2014).
DeleteAgreed, on other hand Maslow’s theory has many strengths such as its very simple to understand, It relevant to all fields and also acknowledge human nature but it also Maslow’s theory ignores human different cultural and it also fails to take into consideration that employee may be motivated by intrinsic rewards (Mawere, et al., 2016).
ReplyDeleteThank you for your valuable comment. As such, employees are most often motivated by intrinsic rewards which include interesting, challenging work and opportunities to grow and achieve greater responsibility (Ahmad and Azumah, n.d.). The organizational culture should reflect that employees' physiological and security needs come paramount; as a result, when these demands become culturally focused, performance in that organization will be significantly improved (Jerome, N., 2013).
DeleteAgreed on the above content Nadula, Maslow’s hierarchy of needs model conveys how ambitious people are and how they constantly want more but this model does have limitation as this model does not take into account cultural differences, as companies can have multi-cultural workforces and their beliefs will be different from one another. (Borrington & Stimpson, 2013)
ReplyDeleteThank you and agreed valuable comment. The aforementioned theory may be applied to the roles of organizational cultural and human resource management in improving employee’s performance despite some criticism or limitations of the theory. While some research has shown support for Maslow’s theory, others have not been able to substantiate the idea of a needs hierarchy that is considered to be influenced by Western culture, and thus cannot apply to all scenarios (Richard, 2000).
DeleteGreat article Nishadi. Additionally, Developing and implementing different retention strategies would help the hospitality industry to be satisfied with their employees, and would consequently make the employees more committed to continuing to stay at their workplace. employees’ levels of satisfaction, and subsequently their retention rate, are contingent on four factors: a sustainable, positive work environment; sustainable growth opportunities; sustainable, effective communication; and sustainable effective recruitment and selection practices (Ghani et al. 2022).
ReplyDeleteThank you for your valuable comment. As such, on the word of Bidisha Lahkar Das (2013), any organization's capacity to retain its key staff is essential to its long-term profitability and viability. Employee retention refers to the process of encouraging them to stick around the organization for as long as possible or until the project is finished (Bidisha Lahkar Das, 2013).
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