ABSTRACT
The focus of this study is on the determinants of a successful human resource management in hotel operations, mostly in Enugu metropolis. Human resource management deals mainly on how staff are being recruited, selected, trained, appraised and compensated. The population of the study consisted of management staff of selected hotels within the metropolis. A sample size of 140 was selected using the non parametric statistic formula. Based on the sample size a 12 item structured questionnaire was distributed, collected and analysed. Four (4) hypotheses were also tested. The major findings from the study include: That an ideal human resource manager must know how best to stock his organization with the right employees, That the application of human resource management strategies is important in hotel operations, That there are negative effects associated with the application of poor human resource management strategies, That the human resource management strategies are poorly employed in hotel operations in Enugu metropolis, That the inexperienced job seekers are usually denied employment opportunities. Based on the findings above, the researcher came up with the following recommendations: Hotels, mostly within the Enugu metropolis, should start applying the human resource management strategies in their operations, Good recruitment, selection, training and motivation of employees helps organizations to achieve their vision and mission, as such hotel operators are advised to adopt it, Hotel operators are also advised to employ and train the unskilled job seekers rather than reject them and by extension increase the unemployment rate, Operators should ensure that human resource planning is holistic and thorough, Finally, compensation packages should be inspiring and motivating.
TABLE OF CONTENTS
Title Page i
Certification ii
Approval Page iii
Dedication iv
Acknowledgement v
Abstract vi
Table of Contents vii
List of Figures x
List of Tables xi
CHAPTER ONE: INTRODUCTION
1.1 Background of the Study 1
1.2 Statement of Research Problem 4
1.3 Objectives of the Study 5
1.4 Research Questions 5
1.5 Research Hypotheses 6
1.6 Significance of the Study 6
1.7 The Scope of the Study 7
1.8 Limitations of the Study 8
References 9
CHAPTER TWO: LITERATURE REVIEW
2.1 Background of Management 10
2.2. Historical Background of HRM 11
2.3 The Hospitality Industry 14
2.4 The Ideal Structure of a Standard Hotel 15
2.5 Staff Designation and their Respective Duties in a Standard Hotel 19
2.6 Code of Conduct of a Standard Hotel 34
2.7 Human Resource Planning 37
2.8 Determinants of a Successful HR Manager 45
References 48
CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Research Design 49
3.2 Area of Study 49
3.3 Population of the Study 50
3.4 Sample Size Determination 50
3.5 Instruments for Data Collection 51
3.6 Method of Data Presentation 51
3.7 Method of Data Analysis 51
References 53
CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS
4.1 Data Presentation 54
4:2 Testing of Hypotheses 60
CHAPTER FIVE: SUMMARY OF THE FINDINGS, CONCLUSION
AND RECOMMENDATIONS
5:1 Summary of the Findings 67
5:2 Conclusion 67
5:3 Recommendations 69
Bibliography 70
Questionnaire 72
LIST OF TABLES
Table 4:1 Responses on the distribution of questionnaire 54
Table 4:2 Responses on whether they have HRM department 54
Table 4:3 Responses on the staff strength of the HRM department 55
Table 4:4 Responses on the effectiveness of the HRM department 55
Table 4:5 Responses on whether the HR manager should
be knowledgeable about the HRM strategies                          56
Table 4:6 Responses on the use of HRM strategies in hotel
operations 56
Table 4:7 Responses on whether there are negative effects
when HR strategy is poorly employed 57
Table 4:8 Responses on whether there are qualities to determine
a successful HR manager 57
Table 4:9 Responses on whether the application of the HR strategies
is important in hotel operations 58
Table 4:10 Responses on Recommendations on HR strategies 58
Table 4:11 Sex of Respondents 59
Table 4: 12 Age Distribution of Respondents 59
Table 4:13 Educational Qualification of respondents 60
LIST OF FIGURES
Fig. 2.1: The Evolution of Human Resource Management 11
Fig. 2.2: Structure of a Standard Hotel 16
Fig. 2.3: Motivational condition 43
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Eboh (2001:1) defines management as the process which involves the co-ordination of organization’s resources towards the accomplishment of its primary goals. According to Robbins and Coulter (2007: 282) management recognizes four basic resources- man, machine, money and materials. These resources are commonly called the 4ms of management and are vital in management. However, the most important is man which is usually referred to as human resources. Human resources encompass all the skills, experience, judgment, knowledge, risk taking and wisdom of individuals and associates employed for the smooth running of an organization. It is pertinent to note that the success of any organization is dependent, to a large extent on the quality of human resource employed.
Okorie (2009:110) Postulates that all training and manpower development programmes involve three steps: Assessing the needs of organization and skills of employees to determine training needs; designing training activities to meet the identified needs and evaluating the effectiveness of the training programmes.
He further states that training and human resource development programmes include employee orientation and initiation into the organization, on the job training, off the job training, online training, vestibule training networking etc.
Fredrick Taylor, the father of scientific management, acknowledges the importance of human resource in the workplace as he emphasized that, for the attainment of efficiency, the following four (4) principles should be employed: develop a science for each work; apply this science on the selection; training, teaching and development of the workforce, ensure that the execution of the assigned tasks conform to the principles and procedures that have been laid down, there should be division of work, Eboh (2007:8).
Ugbaja (2002:78) also states that human resources management embraces those activities designed to provide and co-ordinate the human resources of an organization. It involves management decision and practices that directly affect or influence people who work in the organization.
The success of the human resource department lies greatly on the ability of the human resource manager, to handle the various functions. Nnadi (2010:122) states that some of the primary functions of the human resource manager are- Recruiting, Hiring, Training, Organizational development, Communication, Performance management, Coaching, Policy recommendation, Salary and benefits, Team building, Employee relations, Leadership.
Despite the sensitive nature of these functions and its negative effect to the organization, if poorly employed, some human resource managers still adopt sentiment, favoritism tribalism, nepotism, and sectionalism in discharging these functions.
Hotel specifically deliver services to their guests/customers, it is usually difficult for two different people to render service the same way. The employment of the various functions of the human resource manager is highly needed, to ensure uniformity in service delivery in hotel operations. It is therefore pertinent to note that the difference between a well-managed hotel and a poorly-managed hotel is the adoption/employment of proper human resource management functions. This is simply because the human resource manager controls the entire feelings and presence of the whole hotel.
Human Resource Management is very important not only in business management but in every sector that involves the activities of people. It should therefore be given preference if the sector wants to grow. It is against this background that this study is designed to examine the various factors that determine a successful human resource management in hotel operations.
1.2 STATEMENT OF RESEARCH PROBLEM
