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Keywords
Personnel, Appraisal, Remuneration, Training, Hospitality industry, Australia
Abstract
Looks at performance appraisal, remuneration and training, and the role these human resources (HR) practices have within the hotel accommodation industry in Western Australia. Owing to high turnover of staff in the hospitality and other services industries, organisations are often reluctant to invest in training on casual and part-time employees. They are also reluctant to investigate alternative remuneration and reward strategies, despite the assistance that is provided by the Western Australian Commissioner for Workplace agreements on this matter. Research has shown, however, that by providing an adequate HR support system, a commitment can be built towards an organization, therefore resulting in better workplace relations for both employees and the organisation. By means of a survey it was found that improved HR practices can lead to an improvement in staff relations, an improvement in quality, commitment and productivity on the part of the employee, and can also work towards reducing labour turnover, hence not only saving the organisation money in recruitment and induction costs, but also improving profitability.
Introduction
The hospitality and associated service industries tend to operate, in many instances, on an owner/manager operator basis. Many of the staff working in these facilities are casual or part-time, and in fact it has been stated that this workforce group are the life-blood of service industries. These staff members are less likely to be given any form of training, due to the perception of management that, owing to the nature of their employment type, they will only be with the company for a short period of time. Performance feedback is minimal and frequently the remuneration paid to them is minimal, displaying no initiative on the part of the employer to examine other flexible remuneration options. This negates the possibility that the employee may become committed to the organisation, if no commitment is forthcoming from the manager of the establishment. To support this view, independent research has shown that Australian employees tend to be the least committed to their employer of any in a selection of advanced industrial economies, due to the lack of commitment given to them. As an example, the literature considers that some training of all staff, casual, part-time and permanent, leads to greater...