Midterm report course tourism management topic human resource management in tourism

The roles, objectives, functions, principles, duties, and regulations of human resource 3.. CONCEPT Human Resource Management consists of a system of philosophies, policies, and functio

VIETNAM GENERAL CONFEDERATION OF LABOR

TON DUC THANG UNIVERSITY FACULTY OF SOCIAL SCIENCES AND HUMANITIES

in

ĐẠI HỌC TÔN ĐỨC THẮNG TON DUC THANG UNIVERSITY

MIDTERM REPORT Course: TOURISM MANAGEMENT

Topic:

HUMAN RESOURCE MANAGEMENT IN

TOURISM

Student Implement: Group 2

Ho Chi Minh City, September 30, 2022

MEMBER EVALUATION

Member’s name

Nguyén Kim Anh

Pham Thúy Hiền

Trần Thị Kim Liên

Trương Thị Ngọc Thảo

Nguyễn Thị Phương Thảo

Student ID

320H0273 321H0262 321H0274 320H0087 321H0374

Completion level 100% 100% 100% 100% 100%

CONTENTS

2 The roles, objectives, functions, principles, duties, and regulations of human resource

3 Human Resource Management PTOC€SS c2 HH HH HH9 HH HT te 9 ĩ

3.1 Human Tresourc€ pÏađTIITE .ĩ- 5 G6 1955955551951 1911 41411090 HT Tu TH T0 9 th ĩ

3.3 Job description and Job sp€CIÍICAfIOTNS ĩ5 G121 1012111121 9 9T Tu Tu 8

3.6 Performance assessment standaTds - -ĩ- cà s14 119119191111 HT g6 11

3.8 Human InafiaØ€ITIII - - - «c- 0 5 24 10 1199109 9 L0 9 TH Tu TH T000 E00 04 12

1 CONCEPT

Human Resource Management consists of a system of

philosophies, policies, and functional activities to attract, train, and

maintain the development of the human labor force within a

business in order to achieve optimal results for both the business

and its members

Including organizing, attracting candidates for positions,

recruitment, introduction, arranging staff to perform specific tasks,

providing fair compensation for their labor, identifying their potential

for future development, and planning the human resource

development of the travel business

2 The roles, objectives, functions, principles, duties, and

regulations of human resource management in the travel

business

2.1 The roles

Firstly, the human factor (workforce) is an important element in

the tourism business The workforce should have expertise, good

health, enthusiasm, dynamism, creative thinking, and a high sense

of responsibility They should possess a broad knowledge base in

most fields Additionally, foreign languages are considered a

professional tool for the tourism workforce

Secondly, due to the characteristics and nature of the tourism

product, tourism businesses need to be equipped with technology

for information collection, processing, and dissemination

Thirdly, the quality of the workforce within a tourism business

plays a crucial role in shaping customers’ loyalty towards the

business, thus creating competitiveness and competitive

advantages

=> Human resource management is one of the fundamental

functions of management activities, addressing issues related to

individuals in their work within any organization Therefore, human

resource management is an essential part of management science

and an integral part of production and business management

2.2 The objectives

For all tourism businesses, there are three objectives in travel

managemert:

e Efficiently utilize human resources to increase labor

productivity and enhance business effectiveness

e Meet the ever-increasing needs of employees, providing

conditions for employees to maximize their potential

Individuals are motivated and encouraged to the fullest extent

at the workplace, fostering loyalty and dedication to the

business

e Build a high-quality workforce that aligns with the

management and development philosophy of the business

2.3 The functions

Human resource management in tourism businesses involves three

main functional groups:

e Human Resource Attraction Group

e Training and Development Group

e Maintenance of Human Resources Group

2.4 The duties

e Establish the organizational structure and allocate labor

resources to various departments

e Plan and execute labor recruitment

Coordinate with other departments to define job

responsibilities, standardize procedures and technical

operations, and manage interdepartmental relationships

Define and evaluate job roles for each employee

Establish and enforce employee management policies

Contribute to drafting and amending company regulations and

bylaws

Manage payroll, benefits, insurance, employee development,

and training

Perform other administrative management tasks

3 Human Resource Management Process

3.1 Human resource planning

It is a process of implementing and executing plans and programs to

ensure the right quantity, the right person, the right job, and the

right time

Human resource planning includes:

Analyze the human resource needs of various departments

within the business

Anticipate changes that will occur during the planning period

Implement measures to meet those needs

=>Helping managers determine the quantity, timing, and personnel

needed to plan recruitment, and arrangement, as it transforms the

business objectives into labor conditions to meet the requirements

for achieving those objectives

Planing process:

Identify needs and forecast requirements

Formulate policies and plans

Implement the plan

e Monitor and evaluate

Practical example

The summary of Vietravel's human resource planning process, which

was influenced by the COVID-1fi pandemic:

Analysis of Business Environment and Determination of Strategic

Objectives

Determination of Current Human Resource Management Status

Step 1: Forecasting Human Resource Needs

Step 2: Analysis of Supply-Demand Relationships and Formulation of

Policies and Plans

Step 3: Identification of Measures for Overstaffing or Understaffing

Step 4: Monitoring and Evaluation

3.2 Job analysis

Job analysis is a process that involves defining the system of specific

tasks and skills required to perform those tasks It forms the basis

for a manager's summary of job duties, responsibilities, authorities

of a specific job title, the relationship between the job that title holds

with the work of other titles and the knowledge, skills, and working

conditions needed The product of job analysis is a job description, a

job specification, and a job standard

The principles of job analysis revolve around ensuring the alignment

and discrepancies of five expectations:

e Expectations of users

e Expectations of employees

e Expectations of colleagues

e Societal expectations

e Societal expectations

Job analysis is carried out based on the client's requirements to

design the job, which can be specialized, rotated, expanded, or

combined

For example, the job analysis of a tour guide from receiving the task

of guiding guests to completing post-trip duties, is encompassed in

the job analysis To conduct this analysis, human resource

management experts utilize various skills and information-gathering

methods such as observation, questionnaires, individual or group

interviews

Job analysis process

Step 1: Define objectives and select a method

Step 2: Gather available information

Step3: Choose specific job components

Step 4: Use data collection methods

Step 5: Verify and confirm

Step 6: Build a job description

=>This process helps the organization gain a better understanding

of job positions within the company, improve human resource

management and work processes, and ensure the effectiveness and

better performance of employees

3.3 Job description and job specifications

A job description is a document that provides information about the

specific tasks, responsibilities, and working conditions of a job It

specifies what needs to be done, why it needs to be done, where it

should be done, and provides a concise description of how to do it

Practical example

The tour guide's responsibilities encompass preparing for the trip,

welcoming guests at the destination, providing on-the-road

assistance, helping with hotel accommodations, guiding guests

during visits to attractions, assisting with shopping activities,

bidding farewell and ensuring smooth departures, and handling

post-trip tasks Their role is crucial in ensuring a seamless and

enjoyable travel experience for guests, from start to finish

Structure of the job description

e Job Title

e Direct Supervisor

e Main Duties

e Secondary Duties

e Relationships

e Authority

e Working Hours and Conditions

Example about Job Description for Travel Business Operations

Officer

Position: Operations Officer

Direct Supervisor: Head of Operations

Main Duties:

e Determine the best ways to fulfill services requested in

customer inquiries

e Based on the assigned service type, proactively gather

comprehensive and accurate information regarding quantity,

quality, pricing, and relevant details about that service for the

Head of Operations

e Ensure the delivery of travel program services aligns with

agreements made with customers by the marketing

department

e Prevent errors and misunderstandings

e Avoid selecting suppliers that do not meet quality and pricing

requirements

Secondary Duties: Coordinate with marketing staff to negotiate

with customers, collaborate with tour guides to serve customers

Relationships: Internal relations with colleagues, external relations

with suppliers, customer relations:

Working Hours and Conditions: Administrative work with the

majority of time spent in the office

3.4 Recruitment and selection

Recruitment is a process of attracting capable individuals from

various sources to apply and submit job applications,

essentially gathering candidates Selection is the decision -

making process to determine among those candidates who

meets the criteria to work for the business

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Recruitment process flowchart Resume Screening

Assessment

Initial Interview

n

Reference Check

Health Examination

Make selection decitions

Job Placement

The business needs to establish a selection committee, clearly define the number, composition, and authority of the selection committee, thoroughly research various documents and regulations from both the government and the company related to the selection process, and determine selection criteria It is essential to ensure objectivity and equal opportunities

3.5 Appoinment and assignment

The arrangement and assignment of work involves placing

employees in specific positions based on their skills and qualities > Contributing to the effective development of the organizational structure

The requirements for job arrangement and assignment include using the right people for the right tasks and ensuring the rationality of the personnel structure Helping avoid surplus or shortage of workforce, especially a shortage of high-quality human resources

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For example, in the tour guide department of a travel business, guides are often classified based on their status as full-time guides, part-time assistants, according to their scope of activities, different types of tourism, the organization of trips, and their proficiency in communication languages

3.6 Performance assessment standards

It is the comparison of job performance results with job performance standards using various evaluation methods to satisfy the objectives

of both the business and the employees

Meaning of performance assessment standards

e For employees: It helps them recognize their capacity in performing their tasks

e For business: It aids in reviewing the quality of human resource management activities

Purpose of performance assessment standards

e Provide feedback to employees regarding their job

performance compared to standard benchmarks and their peers

e Help employees identify and rectify errors in the course of their work

e Encourage and motivate employees through evaluation, recognition, and support terms

e Offer information as a basis for training, compensation, rewards, employee promotions, and organizational structure improvements

e Enhance the relationship between supervisors and

subordinates

Ways to evaluate the performance of travel businesses

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Identifying fundamental requirements to assess

Choosing an appropriate evaluation method

Discussing evaluation content and scope with the employee Implementing evaluation based on standard criteria for job performance

Discussing the evaluation results with the employee

Defining new goals and outcomes for the employee

3.7 Training

In the travel business, training and development of personnel are applied for the purpose of:

Directly assist employees in performing their jobs better, especially when employees are not meeting expectations or when they take on new responsibilities

Update employees with new skills and knowledge, enabling them to successfully adapt to technological and technical changes in the travel business, avoiding obsolescence

Address organizational issues Training and development can help managers resolve conflicts and disputes among

individuals and between labor unions and management, and establish effective human resource management policies for the travel business

Provide guidance for new employees

Prepare a cadre of managerial and specialized personnel Fulfill the developmental needs of employees

Travel businesses can apply common training methods such as on- the-job training and off-site training

On-the-job training: |s a form of training that involves learning how

to perform tasks directly in the workplace Common on-the-job

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training methods include mentoring, on-site guidance, and job rotation

Off-the-job training: Includes methods such as case study research, seminars, academic partnerships, role-playing, and model-based training, where training occurs outside the workplace

3.8 Human management

Human management is the overall process of building a team, organizing employees to optimize the organization's operational efficiency It includes motivating the workforce, which encompasses both material incentives and psychological encouragement

The structure diagram of the incentive system for employees

Material Incentives: Creating income for employees includes basic salary, allowances, bonuses, and various benefits

Psychological Incentives: Spiritual incentives play a crucial role in attracting and strongly motivating employees in their work The content of spiritual motivation has two directions: creating a

favorable working environment and developing policies and forms of spiritual encouragement

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