Phát triển Đội ngũ nhân sự cho mảng kinh doanh khách sạn của công ty cổ phần xây dựng số 2 quảng ninh

Phát triển Đội ngũ nhân sự cho mảng kinh doanh khách sạn của công ty cổ phần xây dựng số 2 quảng ninh

ĐẠI HỌC QUỐC GIA HÀ NỘI TRƯỜNG QUẢN TRỊ VÀ KINH DOANH

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MẠC ĐỨC MẠNH

DEVELOPING HUMAN RESOURCES FOR THE HOTEL BUSINESS OF QUANG NINH CONSTRUCTION

JOINT STOCK COMPANY NO 2

PHÁT TRIỂN ĐỘI NGŨ NHÂN SỰ CHO MẢNG KINH DOANH KHÁCH SẠN CỦA CÔNG TY CỔ PHẦN

XÂY DỰNG SỐ 2 QUẢNG NINH

LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH

HÀ NỘI - 2022

ĐẠI HỌC QUỐC GIA HÀ NỘI TRƯỜNG QUẢN TRỊ VÀ KINH DOANH

-

MẠC ĐỨC MẠNH

DEVELOPING HUMAN RESOURCES FOR THE HOTEL BUSINESS OF QUANG NINH CONSTRUCTION JOINT STOCK COMPANY NO 2

PHÁT TRIỂN ĐỘI NGŨ NHÂN SỰ CHO MẢNG KINH DOANH KHÁCH SẠN

CỦA CÔNG TY CỔ PHẦN XÂY DỰNG SỐ 2 QUẢNG NINH

Chuyên ngành: Quản trị kinh doanh

Mã số: 8340101.01

LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH

NGƯỜI HƯỚNG DẪN KHOA HỌC: PGS.TS NGUYỄN NGỌC THẮNG

HÀ NỘI - 2022

GUARANTEE

I declare that the thesis has been composed by myself and that the work has not

be submitted for any other degree or professional qualification The data and results stated in the thesis are honest and have clear origins

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CONTENTS

CONTENTS i

LIST OF TABLES iv

LIST OF FIGURES v

LIST OF ABBREVIATION vi

CHAPTER 1 INTRODUCTION 1

1.1 Rationale 1

1.2 Research overview 2

1.2.1 Foreign Studies 2

1.2.2 Domestic research 4

1.3 Research objectives and questions 6

1.3.1 Research purpose 6

1.3.2 Research tasks 6

1.3.3 Research questions 6

1.4 Research object 7

1.5 Scope of research 7

1.6 Thesis structure 7

CHAPTER 2.THEORETICAL BASIS OF HUMAN RESOURCE DEVELOPMENT OF HOTEL BUSINESS 8

2.1 The concept, role and classification of hotel 8

2.1.1 The concept and role of hotels in tourism activity 8

2.1.2 Hotel classification 10

2.1.3 Characteristics of hotel business 12

2.1.4 Hotel services 14

2.2 Concept, characteristics and role of hotel human resource 15

2.2.1 Concept of hotel human resource 15

2.2.2 Characteristics of hotel human resource 16

2.2.3 The role of hotel’s human resource 18

2.3 Development of hotel’s human resource 19

2.3.1 Concept and content of hotel’s human resource development 19

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2.3.2 Factors affecting the development of hotel human resource 32

CHAPTER 3.RESEARCH METHODOLOGY AND DESIGN 37

3.1 Research Methodology 37

3.2 Description of questionnaires and research samples 39

3.3 Research data and scales 43

3.4 Research model 43

CHAPTER 4.CURRENT SITUATION OF HUMAN RESOURCE DEVELOPMENT IN THE HOTEL BUSINESS OF QUANG NINH JOINT STOCK CONSTRUCTION COMPANY NO 2 45

4.1 Introduction of Quang Ninh Joint Stock Construction Company No 2 45

4.1.1 History of the company 45

4.1.2 Organizational structure 48

4.1.3 Results of the company's hotel business 52

4.1.4 The current state of human resource of Quang Ninh Joint Stock Construction Company No.2 54

4.2 Current situation of developing human resource in hotel of Quang Ninh Joint Stock Construction Company No.2 55

4.2.1 Setting an annual recruitment and utilization plan 55

4.2.2 Arrangement and use of personnel 60

4.2.3 Formulate and implement regulations on labor management, salary, bonus and social security 62

4.2.4 Training and improvement of human resource 65

4.3 Business environmental factors affecting the human resource development for the hotel business of Quang Ninh Joint Stock Construction Company No.2 67

4.3.1 External environment 67

4.3.2 Internal environment 72

4.4 Conclusion on the human resource development for hotel business of Quang Ninh Joint Stock Construction Company No.2 73

4.4.1 Successes 73

4.4.2 Limitations 74

4.4.3 Causes 76

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CHAPTER 5 SOLUTIONS OF HUMAN RESOURCE DEVELOPMENT FOR THE HOTEL BUSINESS OF QUANG NINH JOINT STOCK CONSTRUCTION

COMPANY NO.2 IN PERIOD 2022-2025 77

5.1 Forecasting the potential of the tourism industry and the development orientation of the company's hotel business 77

5.1.1 Situation and trends of tourism development 77

5.1.2 Development strategy orientation of Quang Ninh Joint Stock Construction Company No.2 in the period of 2022-2025 79

5.2 Solutions for developing human resource 82

5.2.1 Focus on strategic planning and personnel development plan 82

5.2.2 Interested in recruitment to create input of quality personnel 85

5.2.3 Strengthen training and retraining of existing tourism personnel in hotels 87

5.2.4 Improve the use of human resource 90

5.2.5 Enhance material and spiritual remuneration for the staff in the hotel 93

5.3 Some recommendations 95

5.3.1 For the Ministries of Culture, Sports and Tourism, the Ministry of Education and Training, the Ministry of Labor, War Invalids and Social Affairs, the Vietnam National Administration of Tourism and the General Department of Vocational Training 95

5.3.2 For functional facilities of Quang Ninh Province 97

5.3.3 For tourism training and vocational training institutions 98

5.4 Limitations of research 99

CONCLUDE 100

REFERENCES 102

APPENDIX 01 105

SURVEY 105

APPENDIX 02 109

EXPERT INTERVIEW QUESTIONS 109

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LIST OF TABLES

Table 2.1 Training methods commonly used in hotel 31

Table 3.1 Categories for evaluating the human resource development for the company's hotel business 41

Table 4.1 Hotel business results of Quang Ninh Joint Stock Construction Company No.2 53

Table 4.2 Statistic the hotel’s employees of the company in July, 2022 54

Table 4.3 Personnel structure by division in the hotel 55

Table 4.4 Labor classification coefficient of the company 64

Table 5.1 Goals of the company in the period of 2022 – 2025 79

Table 5.2 Expected personnel structure by division in the hotel 83

Table 5.3 Expected quality of the company's personnel until 2025 84

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LIST OF FIGURES

Figure 2.1 The process of the hotel’s human resource planning 21

Figure 2.2 Human resource recruitment process 24

Figure 2.3 Human resource remuneration system 27

Figure 2.4 Process of training and improvement of human resource in the hotel 32 Figure 3.1 Survey process 38

Figure 4.1 Structure of Quang Ninh Joint Stock Construction Company No.2 48

Figure 4.2 Structure of the company's hotel business 51

Figure 4.3 The responsiveness of HR planning for the company's hotel business 56

Figure 4.4 The company's hotel recruitment process 58

Figure 4.5 The responsiveness of recruitment for the company's hotel 60

Figure 4.6 The responsiveness of the arrangement and using of HR for the company's hotel business 61

Figure 4.7 The responsiveness of remuneration for the company's hotel 65

Figure 4.8 The responsiveness of training for the company's hotel 66

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LIST OF ABBREVIATION

In order to survive and develop, hotels themselves and hotel managers must find positive solutions to be able to develop their business, increase revenue and profit, maintain their reputation and position in the market

The current context is witnessing rapidly changing environmental factors, along with advances in science and technology This has led to changes in business operations, management methods, perceptions and actions of individuals in the business Accordingly, the company's leaders realize that it is necessary to equip employees with new knowledge and skills to keep up with the change Therefore, developing the workforce becomes more urgent than ever HR are always the top concern and one of the powerful weapons in the business strategy of any business Quang Ninh Joint Stock Construction Company No 2 is a large enterprise of Quang Ninh province From the initial business line of construction, to now, after more than 50 years of existence and development, the company has diversified its portfolio into many fields, such as manufacturing building materials, repairing of

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machinery, wholesale of equipment, transportation, hotel services, restaurants In the strategic development orientation of the company, the hotel business is one of the key investment areas due to its potential attractive growth and profitability Faced with the difficulties of the business environment and competitive pressure in the market, the company realizes that it is necessary to have a suitable and effective HR to be able to step by step ahead in the competition of Quang Ninh province in particular and the domestic market in general However, the current staff for the company's hotel business is limited in both quantity and quality This comes from the fact that the company's hotel has just been put into operation, the business operation process is still

in the start and test phase, many departments and managers of the company have not really adapted to the new business environment requirements Stemming from that fact and understanding the importance of HRD in the hotel business, I chose to research the

topic "Developing human resource for the hotel business of Quang Ninh Joint Stock

Construction Company No 2" as the subject of master's thesis

1.2 Research overview

Human resource management is a field that many scientists as well as administrators are interested in researching There have been many research works on HRM used both at the international and domestic scope

1.2.1 Foreign Studies

Swanson (2022) provide an up-to-date overview of the human resource development (HRD) as well as the terminology and processes required for HRD research and practice The book provides a basic understanding of the HRD models, processes, and history; critical theoretical and philosophical foundations of the field; learning and performance paradigms; HRD’s role in high-level organizational and systems-level issues; training, development and organization - including examples of best practices along with variations in core thinking, processes, interventions, tools; and much more

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Nieves and Quintana (2016) propose that HR practices influence organizational performance through their influence on key mediating variables However, the link between HRM practices and innovation performance has yet to be determined, and little is known about the variables that may mediate this relationship The diverse results of studies in this area seem to suggest that the field of activity can determine specific aspects of this relationship By analyzing data from a single industry, this paper aims to increase understanding of the mediating role of human capital in the relationship between HRM practices and innovation Data from a survey of 109 hotel management companies in Spain shows that, in the hospitality industry, certain HRM practices influence innovation through their influence on HR However, recruitment and selection of HRM practices did not improve the human capital level of the studied firms, although they determined their innovation performance

According to Enz and Siguaw (2000), a landmark study at Cornell University found that a significant number of hotel companies engage in HR innovation activities Some companies have developed a practice package that includes elements such as employee empowerment, interactive training, performance reviews, and guest surveys Illustrating those efforts is Cendant's five-sector diversity initiative, which has encouraged more than 50 entrepreneurs to become franchisees However, many best practices focus on one of five types of HR practices: (1) leadership development, (2) training and knowledge building, (3) employee empowerment, (4) employee recognition and (5) expense management For example, Minneapolis-St Paul Hilton has decided to empower the front desk staff to deal with any issues or authorize any guest requests in their own discretion Leadership development programs are primarily aimed at enabling promotion from within, while training methods and empowerment practices are assessed to improve employee skills Controlling costs or increasing revenue is the goal of champions of cost - practice management The goal of many activities is to improve morale, reduce revenue, increase productivity, and drive guest satisfaction

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Murray et al (2017) aims to explore the challenges encountered by the hospitality industry in managing the labor challenges, which it faces presently and in the coming years Although several issues are playing, there are actions that industry members can take both internally and by advocating externally for change This paper draws on insights from three industry members and two academics to explore key areas in which action can be taken to address labor demand challenges in the hospitality workforce The identified action items combine these various types of expertise to provide a holistic frame of action Hospitality industry members can take numerous actions from this analysis, including developing stronger organization cultures that align with employee needs, exerting effort in balancing wage gap issues and maintaining pressure on government partners to provide support for establishing hospitality and tourism, so that it is viewed as a valuable career path This paper increases knowledge in the hospitality field by combining the current HRM theory with observations from industry experts on the needs that exist now and are predicted

in the coming years

Yang (2010) has conducted a study that shows that employees are not fully aware of the importance of staff training, hotels can fall into danger if employees do not seriously train Employee training is an essential part of HRM, it is a way for management to understand their employees, to help employees make the best use of their abilities, and a method to help employees become more professional in what they

do With the help of HRM, business success is partially guaranteed

1.2.2 Domestic research

In a study on the current status of HRM at 4-star hotels in Ha Long, Vu Thi Hang (2009) pointed out the positive impact of job analysis on the other HRM functions Although this study has the same context as hotel businesses, but with the criterion of choosing a 4-star hotel, which is Heritage Ha Long, Royal Villa, Saigon

Ha Long, Mithrin Ha Long, therefore, issues related to the current status of HRM activities have their own characteristics, reflected in the professionalism of both the

HR and the management process

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In another study also on HRM, Le Ngoc Thuy Duong (2010) analyzed a survey

to find out the employees' evaluations and thoughts on aspects of HRM at Thai Thien Hotel, Ho Chi Minh City The author learns in this study how to build an interview questionnaire related to the issues of HRM in the hotel

Regarding HR training, Nguyen Thi Tram (2011) talked about the issue of strengthening training and fostering HR at Paramount hotels Specifically, in-depth research on training and retraining programs based on the following contents is identifying training needs, determining training and fostering objectives, selecting appropriate training forms and methods, develop training content and foster personnel, schedule implementation time, career path, determine training funding, implement training and evaluate post-training results Through the research on strengthening training and fostering HR of the hotel, find out the advantages and limitations of this work, and at the same time, based on forecasts and views on enhancing training and retraining HR training of managers and experts to provide solutions to enhance training and foster HR at Paramount hotel

Tran Thi Thu Hien (2019) argued the quality of HR has always received attention in professional fields around the world because of its importance to the development of every business With survey data from interviews with leaders at 3-star hotels in Thua Thien Hue province, this study used the required competency model for tourism workers in ASEAN to assess the quality of tourism HR The object

of the research is the quality of the mid-level team - an important linking senior leadership with direct workers The results show that, from the perspective of leaders

in 3-star hotels, the capacity of middle management staff is quite good, in terms of knowledge, skills and attitudes, but has not yet reached the leadership's expectations It

is worth mentioning that although the management has high expectations for the quality of the staff, the investment in training activities in these units is very limited Therefore, the companies that want to improve the quality of HR, first of all need to have a strategy for training and developing staff in their organizations in the coming time

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The research review shows the articles have approached different aspects of HRD, thereby drawing conclusions about the importance and contents of strategy development However, the approach edges are still different, and many contents have not really been clarified with the hotel business For a company operating in the field

of construction, just starting to diversify into the hotel business such as Quang Ninh Joint Stock Construction Company No.2, HRD is a suitable research gap and meeting the current urgency

1.3 Research objectives and questions

1.3.1 Research purpose

Understand the functions, tasks and importance of HRD in the hotel business, from which to propose some key solutions to help develop effective HR in the hotel business of the Quang Ninh Joint Stock Construction Company No.2

1.3.2 Research tasks

- Systematize the theoretical basis of the enterprise's HRD

- Analysis of the current situation of HRD for the hotel business of Quang Ninh Joint Stock Construction Company No.2 From there, evaluate the advantages, limitations and causes in the HRD at the company

- Proposing solutions to develop HR for the hotel business of Quang Ninh Construction Joint Stock Company No.2 to 2025, with a vision to 2030

1.3.3 Research questions

In order to solve the research purposes and tasks, the thesis raises the general

question of "how to improve and develop the HR for the hotel business of Quang Ninh

Joint Stock Construction Company No 2?”

Accordingly, the thesis poses the following specific questions:

- What is enterprise HRD? What content is included?

- What is the current situation of Quang Ninh Joint Stock Construction Company No.2 in developing HR for the hotel business? What are the successes, limitations and

In term of time: collect, analyze and research data on HRD for the hotel business of Quang Ninh Joint Stock Construction Company No.2 in the period from

2019 to 2021

In terms of space: Research at the hotel of Quang Ninh Joint Stock Construction Company No 2, located at No 76 Vuon Dao Street, Bai Chay Ward, Ha Long City, Quang Ninh Province

Chapter 4: Current situation of developing human resource in the hotel business

of Quang Ninh Joint Stock Construction Company No 2

Chapter 5: Solutions of human resource development for the hotel business of Quang Ninh Joint Stock Construction Company No 2 in the period of 2022-2025

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CHAPTER 2

THEORETICAL BASIS OF HUMAN RESOURCE DEVELOPMENT OF

HOTEL BUSINESS

2.1 The concept, role and classification of hotel

2.1.1 The concept and role of hotels in tourism activity

2.1.1.1 Hotel concept

The term "hotel" is of French origin, referring to the luxurious houses of lords

in the Middle Ages Along with the economic development and modern life, the concept of hotel is more and more perfected and reflects the level of development of

the hotel business According to Chon and Maier (2009), a hotel is "a place where

anyone can pay to spend the night in a room Each rental bedroom must have at least

2 small rooms (bedroom and bathroom) Each guest room must have a bed, telephone and television In addition to the bedroom service, there can be other services such as: luggage transportation, trade center (with photocopying equipment), restaurant, bar and some entertainment services Hotels can be built near or inside commercial areas, resorts or airports." Bardi (2010) defines "a hotel as a business that typically provides accommodation and services, which may include reservations, suites, personal attendants, public catering and banquet facilities, shops, and boutiques, specialties, housekeeping, concierge or laundry."

The Department of Tourism, National Economics University, in the book

"Explaining tourism and hotel terms" defines a hotel as "an establishment providing

accommodation services (with full facilities), ordering catering services, entertainment services and other necessary services for overnight guests and building in tourist destinations" (Nguyen Van Manh and Hoang Thi Lan Huong, 2013)

From the above definitions, it can be understood that a hotel "is an enterprise

operating based on the provision of accommodation services, meals and other ancillary services such as entertainment, laundry service, telephone, travel,

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commerce to meet the dining, resting and entertainment needs of customers in order

to earn the desired profit."

2.1.1.2 The role of hotels in tourism activities

According to Barrows et al (2011), hotels mainly generate revenue to local economies directly when tourists visit and spend money at hotels, restaurants and entertainment venues Hotels help boost the economy indirectly as tourists buy retail goods, pharmaceutical items, souvenirs and locally produced crafts Hotels are of great global significance as they provide facilities such as leisure and entertainment, meetings and conferences, as well as business gatherings A hotel is a way for tourists

to stay, place, and eat

In business operations, hotels play a number of important roles such as generating income, creating jobs, being a source of foreign exchange earnings, developing infrastructure, promoting peace and stability, increasing government revenue, improve the quality of life of local people, provide recreational facilities Hospitality can be seen as one of the fastest growing sectors in the tourism sector and a major source because accommodation is an important part of the development of any country Tourism and hospitality industry have always gone hand in hand and today there are many hotels on offer that add value and choice to travelers according to their choice in the area The presence of a hotel not only helps to promote tourism of an area merely, but also shows signs of potential for tourism development (Nguyen Quyet Thang, 2013)

Both the tourism and hospitality industries play an important role in supporting each other and meeting each other's requirements This relationship is pivotal and both industries must work in tandem for better prospects Hotels and their efforts in the tourism industry have made a lot of sense in the development This growing wealth has facilitated the creation of jobs, an important source of foreign currency for the country The growth of the tourism industry has a huge impact on the hotel sector due

to the increased occupancy rate

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The hotel industry has been actively participating in contributing to the economic growth of the country This style has the ability to grow moderately and in turn improve or add a touristic interpretation of any place The hotel and their industry are significantly helping the wealth in the country in relation to the improvement of domestic tourist arrivals Good accommodation options encourage more tourists to travel and spend more money on hotels in the area, small as well as large It puts them

in an equal playing field with larger businesses because foreign tourists often have mild feelings for locally produced goods and familiar services, which the startups and micro-entrepreneurs have to offer

2.1.2 Hotel classification

In fact, hotels exist in many different forms, with different names, depending on the criteria and perspective of the researcher The hotel classification can be based on a number of popular criteria as follows (Nguyen Quyet Thang, 2013):

2.1.2.1 Classification by geographical location

According to geographical location, hotels are classified into 5 types: city hotels, resort hotels, suburban hotels, roadside hotels, and airport hotels

- City hotels are built in large city centers, urban centers or densely populated centers to serve guests traveling for public purposes, participating in conferences, seminars, visiting relatives, shopping and visiting culture

- Resort hotels are built in resorts based on natural resources such as beach hotels and mountain resorts Guests come here for the main purpose of relaxation

- Urban hotels are built on the periphery of the city or in urban centers The main market of this hotel is weekend guests, sometimes even business guests with medium or low payment ability

- Roadside hotels are built along national highways to serve guests traveling on national highways using cars and motorbikes

2.1.2.2 Classification by level of service provision

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According to the level of service delivery, hotels are classified into 4 categories: luxury hotels, full-service hotels, limited-service hotels, and low-class hotels

- Luxury hotels are hotels with the highest ranking, corresponding to 5-star hotels in Vietnam It is a large-scale hotel, equipped with expensive, luxurious facilities and beautiful decoration Providing the highest level of additional services, especially in-room additional services, outdoor entertainment services, beauty services, meeting rooms There is a very large area of common use area, a large parking lot and sells its products at the highest prices in the region

- A full-service hotel is a hotel corresponding to a 4-star hotel in Vietnam, selling products at the second highest price in the region, usually with a large parking lot, providing in-room dining, and having a restaurant, and providing a limited number

of additional outdoor services

- The hotel that provides a limited number of services is a medium-sized hotel, corresponding to a 3-star hotel in Vietnam, selling accommodation products at the third highest price in the region, including the required services are: food service, some additional services such as laundry, information service and some other additional services

- Low-ranked hotels are budget hotels of small scale, equivalent to 1 - 2-star hotels in Vietnam, with low selling prices, these hotels do not necessarily have food service or drink, but there must be some simple additional services that come with the main accommodation service such as: wake-up service in the morning, laundry service, information service

2.1.2.3 Classification by hotel size

Based on the number of rooms according to the design of the hotel, hotels are classified into the following categories: large-scale hotels, medium-sized hotels and small-scale hotels However, the size of a large, medium or small hotel must have how many design rooms depending on the level of development of the hotel business in

- Small-scale hotels with less than 50 designed rooms

2.1.2.4 Classification by form of ownership and management

According to this criterion in our country can be divided into the following categories: state hotels, private hotels, joint venture hotels, joint-stock hotels

- State-owned hotel is a hotel with initial investment is of the state operated by a state-owned organization or company, in the course of business, it must be responsible for the final business results of the hotel Currently, most hotels and state-owned companies are transformed into single-member limited liability companies or joint stock companies, in which the state holds a certain proportion of capital depending on each enterprise

- A private hotel is a hotel with an individual investor or a limited liability company The investor self-manages the hotel business and is solely responsible for the business results of the hotel

- A joint venture hotel is a hotel funded by two or more investors to build a hotel and purchase equipment In terms of management, it can be managed by two or more partners involved in managing the hotel Business results are divided according to the ratio of capital contribution of investors

2.1.3 Characteristics of hotel business

According to Nguyen Van Manh & Hoang Thi Lan Huong (2013), hotel

business is "a business activity on the basis of providing accommodation, catering and

2.1.3.1 Hotel business depends on tourism resources at tourist destination

Hotel business can only be successfully conducted in places where there are tourism resources, because tourism resources are the driving factor, pushing people to travel Where there are no tourist resources, there can be no tourists coming The most important customers of the hotel are tourists, so tourism resources have a great influence on the business of the hotel On the other hand, the receptivity of tourism resources in each tourist destination will determine the size of hotels in the region The value and attractiveness of tourism resources have the effect of determining the ranking of hotels

2.1.3.2 Hotel business requires a large amount of investment capital

This characteristic stems from the requirement for the high quality of hotel products: the requirements for the components of the hotel's material and technical facilities increase with the increase in hotel ranking The luxury of the equipment installed inside the hotel is one reason that pushes up the initial investment cost of the hotel In addition, this feature also comes from a number of other reasons such as: the initial cost of infrastructure, the cost of land for a large hotel project

2.1.3.3 Hotel business requires a relatively large amount of direct labor

Hotel products are mainly service-oriented and this service cannot be mechanized, but is only served by hotel waiters On the other hand, labor in hotels is highly specialized The working time again depends on the consumption time of the guest, usually lasts 24/24 hours a day Therefore, it is necessary to employ a large number of direct service workers in the hotel With this feature, hotel managers are always faced difficulties in terms of relatively high direct labor costs, which are difficult to minimize without adversely affect the quality of the hotel’s service quality

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2.1.3.4 Regular hotel business

Hotel business is governed by a number of factors, but they operate according

to a number of laws such as: natural laws, socio-economic laws, psychological laws of mind For example, dependence on tourism resources, especially natural resources, with repeated fluctuations of climatic weather during the year, always creates changes according to certain laws in the value and attractiveness of resources to tourists, thereby causing seasonal fluctuations of tourism demand to tourist destinations Thus, creating seasonal changes in the hotel business, especially resort hotels in beach or

mountain vacation destinations

understood as concepts to refer to a whole range of activities whose results do not exist

in the form of objects, which do not lead to the transfer of ownership According to the

concept of ISO - 9004:1991, "service is the result of interactions between suppliers

and customers, as well as thanks to supplier activities to meet the needs of consumers"

(Nguyen Van Dinh and Tran Thi Minh Hoa, 2006)

Accordingly, it can be understood that hotel service is "the result brought by the

interaction activities between the hotel and the customer and through those interaction activities to meet the needs of the customer and benefit to the customers for the hotel "

According to Nguyen Van Manh & Hoang Thi Lan Huong (2013), the hotel's

services include main and additional services:

- The main services are indispensable services in the hotel business and in every trip of visitors It includes accommodation and catering services These services meet

the essential needs of people that are eating, resting

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- Additional services are those offered to satisfy the specific and complementary needs of guests, are services that facilitate the stay of guests in the hotel as well as increase the richness and attractiveness of the tourism program Usually in hotels there are categories: cultural services, sports services, office information services, medical

services, souvenir services

2.2 Concept, characteristics and role of hotel human resource

2.2.1 Concept of hotel human resource

2.2.1.1 Concept of HR

HR are the research object of many different sciences, depending on different approaches, there are different conceptions of HR When analyzing and evaluating issues related to HR, Tran Xuan Cau & Mai Quoc Chanh (2012) said HR are

"resource of human, located in each person with intrinsic factors that ensure the

ability to create material and spiritual wealth for society From the perspective of HR for an organization/society, HR are expressed in terms of quantity, quality and structure of HR at a given time."

Henry (2017) defines "HR as people resources of organizations (of different

sizes, types, functions) capable and potential to participate in the development process

of the organization along with the socio-economic development of countries and regions, the world." Mai Thanh Lan and Nguyen Thi Minh Nhan (2016), HR are

understood as "all people working in the enterprise are paid, exploited and used

effectively to realize the goals of the enterprise."

Thus, it can be seen that HR are an important resource of every organization This resource creates the operational capacity of an organization in general and of each business in particular This resource is created by the people – employees in the organization, business, no matter what position they hold in the organization: managers or employees, indirect or direct workers Accordingly, it can be understood

that HR is "a gathering of the workforce in the enterprise organized to take on and

perform certain functions and tasks to bring results to the business."

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2.2.1.2 Concept of hotel HR

In Vietnam, HR in the hotel business are necessary social workers assigned to produce and supply hotel products and services to meet the needs of customers

According to Hayes et al (2009), HR in the hotel business are "all employees

employed by a hotel organization." According to Nguyen Thi Thuy Ngan (2021), hotel

HR are "all employees of the hotel, contributing their strength, intelligence and

psychological strength, ethics and attitudes to create products and services to provide customers, realizing the common goals of the hotel." Thus, it can be understood that

hotel HR are "all HR serving the hotel business, including workers with different

expertise, working in all functional parts of the hotel, are responsible for providing accommodation, catering and additional services for guests."

2.2.2 Characteristics of hotel human resource

Following Nguyen Thi Thuy Ngan (2021), HR of each profession have different characteristics and nature of work For hotel HR, the characteristics of the staff are also specific, as follows:

- Hotel HR are non-physical in nature Because the products that the hotel provides are services, the labor in the hotel is also non-physical Specifically, the finished product that hotel HR produce is an invisible product, which cannot be

"owned" or measured normally, but can only be perceived by thinking and senses through experience However, products and services still create added value and bring benefits to customers Therefore, hotel HR play a very important role in the process of producing products and services provided to customers

- Hotel HR is complex in nature Due to the nature of work in hotels, HR often have to interact with many factors of the corporate environment Specifically, in addition to internal relationships between departments in the hotel, the relationship with customers is considered relatively complex, due to the diverse nature of customers in terms of interests, needs, qualifications, psychology In addition, HR in

- HR in the hotel have a high proportion of female workers Due to the nature of work in hotels that often require ingenuity, meticulousness and frequent contact with customers, the proportion of female workers in hotels is higher than that of men This also affects the hotel business when hotels need to pay attention to maternity leave as well as the health of women who often cannot handle the heavy work, thereby arranging and arranging appropriate HR, trying to balance the proportion of male and female HR in the hotel

- The hotel HR is highly versatile and specialized The diversity of hotel manpower is reflected in the number of departments and job positions in hotels However, in addition to the diversity of HR, it is also necessary to specialize in each department, specific position, understand knowledge, have enough skills according to the working position, ensure the best service provision In addition, the expertise is also reflected in the knowledge of using tools, chemicals, and machines during the operation and provision of services

- The hotel HR is ready to welcome and serve customers With the hotel business model, the reception is continuous 24/7, regardless of day or night, throughout the year, including holidays Therefore, the HR operating in the hotel always need to be ready to welcome and serve guests This poses a problem for managers about the arrangement of HR as well as reasonable remuneration policies to ensure transparency

in the provision of products and services

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2.2.3 The role of hotel’s human resource

HR at enterprises in general play a very important role in business activities, especially for specific industries such as the hotel industry, the role of hotel’s HR is special For hotel, they play the role of factor of production, operational and bridge between the factors inside the hotel and customers In addition, HR also play an economic role because HR create added value for the hotel, manifested in increasing the number of consumption and use of products and services, revenue for the hotel At the same time, HR also contribute to creating potential value such as the ability to attract new customers, create loyalty of old customers HR in hotels play a key role in providing products and services HR act as a brand representative of the hotel, thereby collecting opinions and requests from customers (Hoang Van Hai & Vu Thuy Duong, 2010)

For customers, hotel’s HR act as product and service providers In the process

of using products and services, HR are directly or indirectly providing services and serving customers, so qualifications, skills and experience, which are factors those customers are interested in In addition, for customers, each employee plays the role of providing and recording information, absorbing customer opinions and requests From there, customers can frankly and directly give their feelings about the quality of service or their requirements in order to adjust, change or improve products and services as desired by customers

For HR themselves, it plays an economic role and an operational role HR create added value for HR themselves through improving knowledge, skills and experience in providing products and services to customers Thereby, on the one hand, maintaining economic income for themselves, on the other hand, creating increasing value of HR themselves In addition, HR have a direct role when using their own knowledge and skills in providing products and services to customers

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2.3 Development of hotel’s human resource

2.3.1 Concept and content of hotel’s human resource development

2.3.1.1 The concept of hotel’s HRD

HRD has become a widely used term over the past half century According to

Harbison and Myers (1964), HRD is "the process of improving the knowledge, skills

and capacities of all people in society Economically, it can be described as the accumulation of human capital and effective investment in the development of the economy Politically, HRD prepares people to participate in political processes, especially as citizens in democracy From a social and cultural point of view, HRD helps people lead fuller and richer lives, less bound by tradition In short, the process

of HRD opens the door to modernization."

According to the International Labor Organization, HRD is "developing human

capacity and using that capacity to achieve effective employment as well as professional satisfaction and personal life" (Le Thi Van, 2019) According to Tran

Xuan Cau &Mai Quoc Chanh (2012), "HRD is the process of increasing the number of

HR and improving the quality of HR, creating an increasingly reasonable HR structure All three aspects of quantity, quality and structure in HRD are closely linked, in which, the most decisive factor of development is the quality of HR must be improved "

With the above approach, it can be seen that hotel HRD is "an increase in

quantity, quality improvement and reasonable structural assurance to meet the needs

of HR to effectively perform the work and tasks of the hotel." This requires improving

the hotel's HR in terms of capacity, mental capacity, personality, and at the same time distributing, using and promoting the most effective HR to develop the hotel's business

HRD in hotels usually includes the overall activities of HRD planning, recruitment, employer placement, training, retraining, learning and organized

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remuneration conducted within a certain period of time to create a change in the professional behavior of employees

2.3.1.2 Contents of developing hotel’s HR

a Developing an annual HR plan

Building a hotel staff plan is the first job but has important implications for the development of HR in general, and hotel personnel in particular If companies do a good job of developing a HR plan, they will ensure enough quantity and structure of hotel personnel In order to developing an annual HR plan to be scientifically based, the hotel needs to be based on current and potential business operating needs, development of the tourism market, the level of competition in the industry Besides, the hotel also needs to ensure the characteristics of the team in terms of quantity, structure and quality Developing a HR plan usually includes (Le Thi Thoa, 2022):

Firstly, planning of the number and structure of hotel HR: on the basis of the strategy, the general development plan of the hotel and the situation of socio-economic development, potential of the tourism industry, the company should forecast the required number of HR according to a reasonable structure The reasonable structure

of hotel staff is the structure suitable for the market, services provided and the development scale of the hotel

Secondly, the planning for the quality of HR at the hotel: based on the orientation and overall strategic goals of the hotel, planning quality HR needs to be able to set out the requirements for HR quality in the implementation phase These requirements are reflected in the number of necessary qualified workers to meet the performance of the duties of each position, each expertise undertaken

Through the above two contents, forecasting is required in terms of quantity, structure and quality, i.e., the number of necessary qualified workers to serve the development requirements of the hotel Comparing the above requirements with the results of the assessment of the current staff will build a master plan for the

HR in the planning period At the same time, based on the results of the analysis of the current situation and the analysis of factors affecting the development of the HR hotel Basically, developing a personnel plan consists of the following steps:

Figure 2.1 The process of the hotel’s human resource planning

Source: Tran Ngoc Trinh, 2015

b Recruitment of personnel

Step 1 Environmental analysis, determination of hotel goals and strategies

Step 2 Analyze the current state of HRM to identify the strengths, weaknesses, disadvantages and advantages of the hotel

Step 3 Forecast or define the workload and conduct work analysis

Step 4 Forecasting HRD needs or determining HR needs

Step 5 Analyze the relationship of HR supply and demand, the ability to adjust and set policies, plans and implementation programs to help organizations adapt

to new needs and improve the efficiency of HRD

Step 6 Check and evaluate the implementation situation

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Recruitment in hotels is the process of finding, attracting and selecting candidates from many different sources based on the requirements of the job to find suitable candidates according to the requirements set At the same time, it is necessary

to refer to the labor law and administrative documents related to the recruitment of

HR The goal of hotel recruitment is to recruit employees whose skills, knowledge, competencies and motivations are consistent with the demands of the job and the long-term goals of the hotel Currently, hotels recruit employees from the following two sources (Milkovich & Boudreau, 2005):

- Source of candidates within the hotel

This source of candidates includes full-time employees, part-time employees, through the recommendation of current employees, former employees of the hotel This source is used when the need is for promotion Recruit new employees for part-time employees, referrals of current employees and former employees

The advantage of this candidate source is that employees are challenged with loyalty, serious attitude, honesty, sense of responsibility and less quitting In addition, these employees will be easier and more convenient in performing the job, especially

in the first time in a new position of responsibility Create widespread competition among working employees, stimulating them to work more actively and effectively

Disadvantages of this candidate source: Creating a stereotypical, clichéd, uncreative way of working and easy to create cliques, non-cooperation, disunity in hotels

- Sources of recruitment outside the hotel

This source is recruited through channels such as:

+ Internet: This recruitment source is very diverse, rich in the number as well as the composition of candidates

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+ Advertising: This form attracts candidates very effectively, especially for large hotels The information is widely disseminated to many people, but the cost of advertising is very high

+ Job placement center: Recruiting through a job placement center is useful to reduce the time to search, interview and select candidates This recruitment source is often used when hotels need to recruit a large number of workers

Universities and colleges: Today universities and colleges become an important source of manpower for most travel and hospitality companies Because, students are active, inquisitive, easy to train and have many initiatives However, this team still has the limitation of lack of experience, lack of skills

+ Candidates of other hotels: Recruiting skilled employees of another hotel or competitor is the shortest and most effective route because the hotel does not have to spend money on professional training, candidates do not have to go through the probationary period However, recruiting this source needs to be considered for a number of important positions

The process of recruiting HR can be generalized according to the following diagram

Preparing for

recruitment

Recruitment notice

Obtaining and researching dossiers

Preliminary interview

Test, multiple

choice

2nd interview

Verification, investigation

Physical examination

Make hiring

decisions

Job layout

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Figure 2.2 Human resource recruitment process

Source: Tran Ngoc Trinh, 2015 Staff recruitment (recruitment and selection) is very important for hotels to find high-quality manpower Therefore, hotels need to prepare very carefully from recruitment preparation to job setting (Tran Ngoc Trinh, 2015):

- Preparation for recruitment: Set up a recruitment council, carefully study documents and regulations of the State and enterprises related to recruitment, determine the standards of candidates

- Recruitment announcement: The hotel can apply one or a combination of recruitment forms through advertising in newspapers, radio stations, job placement centers, marketing in front of the agency gate In the recruitment notice, the hotel needs to provide enough information on aspects such as: description of the general duties of the titles to be recruited, the number and specific requirements for qualifications, appearance for each title to be recruited

- Acquisition and research of resumes: Review and record key information about candidates, thereby eliminating candidates who do not match the set recruitment notice

- Preliminary interview: Through the interview, the recruitment committee will immediately exclude substandard, unqualified candidates when researching the profile does not detect

- Test, multiple choice: Test intelligence, adaptation, cultural level, professional capacity, personal skills, psychological characteristics of each individual to choose from

- The 2nd interview: To get to know candidates in terms of experience, qualifications, personality, temperament, sociability

- Verification, investigation: To clarify more unknowns for candidates with good prospects

- Hiring decision-making: This is the final and most important step in determining whether or not to remove or select elite candidates to work in hotels

- Job placement: After the selection results are available, the HR department is responsible for sending the results and an invitation letter to the successful person to accept the job

c Placement and use of personnel

Following Bardi (2010), the effectiveness of the using the labor force depends primarily on the issue of whether the placement and use of employees is reasonable or not Proper disposition and use of manpower mean arranging adjustments and creating the integration of each employee into the overall operation of the hotel in order to improve the efficiency of the hotel's labor use Arranging and using scientific, reasonable and effective sales staff will contribute to ensuring the recruitment or training process is promoted in the best way

Hotel personnel are arranged to work in accordance with their expertise, with the right forte, there will be many favorable facilities to promote the knowledge and skills that have been trained to successfully complete the assigned work These positive achievements have the opposite encouraging effect, helping them to be more passionate about their work, actively explore and learn The quality is also gradually improved Not only that, arranging and using hotel personnel scientifically and

Firstly, the arrangement and use of HR must ensure the right people and the right jobs: the right people, the right jobs are understood to ensure the use of HR in accordance with their capacity, forte and aspirations, meeting the requirements set by the job to increase labor productivity and motivation of each employee when working

If the layout is not suitable for the capacity, the employee's forte will lead to the situation that the employee has a depressed mentality, is not attached to the job, and the work performance is not high

Secondly, the arrangement of personnel must ensure reasonableness and proportionality in quantity and quality Quality here is understood as each team must have experienced employees and inexperienced employees to support and supplement for each other Avoid the situation of having a group full of newly hired or weak employees, and a group that converges 100% good and experienced employees Team members must share experiences of success and failure with each other, which helps individuals and teams grow more

Thirdly, the hotel needs to promptly grasp the work performance of each employee after arranging and using to take adjustment measures Due to the peculiarities of the hotel business, the demand for labor between different times of the year as well as during the day is often unstable In other words, there is often an

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increase or decrease in labor in each part of the hotel One of the methods to solve the above problem is to promote or transfer employees from one department to another This form does not increase the number of employees in the hotel, and at the same time contributes to improving the efficiency of using existing labor of the hotel and promoting the forte capacity of employees

d Building, implementing, managing rewards and remuneration of HR

Following Barrows et al (2011), reward and remuneration management is the management of the process of taking care of the material and spiritual life of personnel with the aim of encouraging employees to be proactive, active and creative to complete the assigned tasks, and at the same time encourage them to maintain and prolong the stick with the hotel Rewards and remuneration of HR include material remuneration and spiritual remuneration

Figure 2.3 Human resource remuneration system

Source: Nguyen Van Manh & Hoang Thi Lan Huong (2013)

- Material remuneration: usually includes salaries, bonuses and benefits

+ Salary

HR

remuneration

Material remuneration

Spiritual remuneration

Salary Bonus

Allowances

External links

Promotion opportunities Working conditions

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Wages are agreed upon by the two parties and are understood as the amount paid by the employer to the employee corresponding to the productivity, quality and efficiency of work that the employee has spent The price of labor power is determined

by the value of labor power (professional qualifications, professional seniority) and the supply-demand relationship of labor power Wages are a measure of the value of labor power, a motivation for employees to work hard in accordance with the principle of high efficiency, they will receive high wages Therefore, when building a salary system, the following requirements must be met:

 The salary must be on the basis of the agreement between the employee and the employer stated in the labor contract

 Comply with the State regulations on wages

 Improve hotel productivity and business efficiency

 There is rationality between departments and members of a labor collective

 Ensure fairness, specificity, clarity, understandability

Forms of salary payment include:

 Time-based salary payment: this form is often used to pay salaries for professional and professional departments

 Pay according to staff qualifications and capacity: when the hotel wants to stimulate employees to improve their professional qualifications for some important positions such as department leaders, sales staff

 Pay according to the results of work performance: this form of pay has a very good stimulating and motivating effect on employees For some hotels, apply this form

at some services through the form of revenue and profit such as souvenir services, massage, mail

A bonus is an infrequent income that adds to the wages of employees when they achieve efficiency in their labor Employers use bonuses as an effective material

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incentive for employees, in order to influence employees' motivation, attitudes, productivity and performance Forms of reward can be used in hotels such as: reward for productivity, quality, savings, initiative, business results, signing contracts, ensuring or exceeding working hours, loyalty and devotion to the hotel, special achievements

+ The allowances and benefits which employees are entitled to depend on the provisions of the Labor code, the financial capacity of each hotel Employees are entitled to allowances such as responsibility allowances, toxic and all employees in the enterprise in general and in the hotel in particular are entitled to benefits such as: health insurance, social insurance, retirement, sickness, maternity, death, labor accidents, vacations, holidays, gifts on wedding occasions, holidays

- Spiritual remuneration

Currently, in addition to the factors of salary, bonus, allowances, benefits, employees also pay special attention to spiritual factors such as promotion opportunities, working conditions, encouragement by titles, interest in spiritual life, praise, praise, attribution in order to work enthusiastically and motivation from within to help employees be more attached to the hotel (Le Thi Van, 2019)

e HR training and improvement

Training and improvement are activities to maintain and improve the quality of

HR of a hotel It can be understood as the totality of organized learning activities conducted over a certain period of time in order to create a change in the knowledge and skills of HR In terms of content (Nguyen Van Manh & Hoang Thi Lan Huong, 2013):

- Training is learning activities to help employees more effectively perform their functions and tasks Training aims to accumulate knowledge, learn new skills and change perspectives and behaviors to improve the ability of individuals to perform well in their current jobs Training is a component of the development process

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- Improvement is a learning activity aimed at completing jobs well in the future Improvement is a learning process aimed at improving the qualifications, capacity, and motivation of individuals to perform future work in organizations and businesses

The purpose of HR training and improvement is to equip employees with the necessary skills and knowledge to improve the quality of customer service In the operation of enterprises, training activities can take place in two cases Firstly, right after recruitment, if the employees are not really ready to operate the jobs, the company can design training programs for this team in a suitable period of time This will help employees not only improve their qualifications and job awareness, but also allow them to quickly integrate into the working environment in the company Secondly, in the process of employing employees, meeting the needs of HRD, improving the quality of the team, and training activities are also carried out with the members of the company The scope of training can take place with the entire employee in the company or a specific group In hotels in general, training and improvement are applied to:

- Directing helps employees perform better, especially when employees don't meet sample standards, or when employees take new jobs

- Improve professional skills, update new skills and knowledge for employees, helping them to successfully apply structural changes, policies, technologies and techniques in hotels

- Avoid outdated management Satisfy the development needs of employees

- Prepare the next team of managers to prepare and make up for the gaps and vacancies This offset and replenishment take place regularly in order to make the business run smoothly

The training method in the hotel is a way to convey training content to learners

to achieve training goals There are many methods to train and improve hotel HR Each method has its own way of doing things and advantages and disadvantages Therefore, hotels need to consider to choose to suit the working conditions, labor

Employee Both At

work

Beyond the workplace