HUMAN RESOURCE MANAGEMENT IN THE HOTEL AND CATERING INDUSTRY

HUMAN RESOURCE MANAGEMENT IN THE HOTEL AND CATERING INDUSTRY

(A CASE STUDY OF ROYAL PALACE HOTEL ENUGU)

ABSTRACT

The topic of the study is Human Resource Management in Hotel and Catering industry (A case study of Royal Palace Hotel Enugu). The researcher used both the primary and secondary data in the course of the study. The primary data was collected through the instrument of questionnaires and observation. The secondary data was sources through textbooks, journals, magazines and Libraries. The research design for the study was the survey research. The population of the study was 82 employees of the establishment. The sample size of the study was 63 employees derived using the Yaro Yamani formula for the determination of sample size. A total number of 63 questionnaires were distributed and returned thereby having a hundred percent return rate. The researcher used sample percentage and chi-square as statistical tool for the analysis. The study revealed that the majority of the workers in this establishment are ignorant on pay determination method which shows that management does not involve workers in the machinery or the mechanics of payment determination. The workers role is reduced to that of a rigid adherence to rules and regulations.
The researcher recommended among others that broad personnel policy study be embraced by employers in the hotel industry.

CHAPTER ONE
INTRODUCTION

1.1 THE BACKGROUND OF THE STUDY

Since the beginning of recorded time, people have travelled, and during their travels, have needed shelter. This consequently encouraged the springing up of some accommodation in form of inns and small hotels and subsequent larger hospitality suites, to meet such needs. This thus hospitality is said to be the worlds‟ second oldest profession.

Just after the civil war in 1970, there was a virtual absence of hotels and especially, the well known names in the international hotel industry in Nigeria. Not until the late 70‟s, during the oil boom era, did Nigeria start experiencing some growth in her hotel industry. In recent years however, Nigeriahosting of several major international events like the common wealth heads of government meeting (CHOGM), All African games, carnivals, meeting including the visits of two American presidents an other presidents with their entourage, has led to the building of several more hotels in Nigeria, especially in the major cities.

This growth is not restricted to Nigeria alone, example, the American food service industry in 1979 had 110 billion dollars of busing for meals away from home and was infact the third largest industry in the country in terms of gross retail sales, it employs about 6 million people and had average of 125. 42 employees in 1995 and yet still needs many additional employees every year.

Nigeria has since seen many important developments and changes in the relative improvement in the standard of living of a vast majority of working people. These improvements have come about as a result of many different factors including greater national productivity, stronger growth of economy, having more enlightened management and pressures from trade unions.

The contributions made by the hotel and catering industry to this general rise in standard of living are considerable, providing essential and leisure services, employment and wealth creation.

Hotel development in any country is a detailed process, requiring a high level of pre-planning prior to, during and after construction. There is still evidence in many places in Nigeria that this pre-planning has not adequately been carried out, resulting in some hotels that are unable to meet today‟s and tomorrows ever-changing and increasing customer needs, including the fact that demand far outstrips supply, with major cities like Lagos having now shortages. Nevertheless, Tourism, of which the hotel and catering industry is a principal element is said to be a potential growth sector in Nigeria.

The conditions of employment of a large number of the industry‟s staff have not kept peace with those enjoyed by working people elsewhere, in spite of the technical improvements within the catering industry itself. The reasons for the slow rate of improvement in the industry‟s condition of employment are considerable including an understandable reluctance on the part of many proprietors and managers to adjust labor earnings according to improvements in the industry. Another reason could be that trade union movements exert little influence in most sectors of the industry, since moreover most people that make up the industry‟s workforce are people who are not prepared to make a career out of the job.

The working conditions of the industry‟s staff are for most cases unattractive. There are intrinsic problems which are unavoidable such as having to work long evenings and weekends. Other problems however can certainly be removed or reduced by determined management action. Such problems are staff reliance on tips, ignorance of workers on methods of calculating pay and the distribution of service charges, and management‟s reluctance to involve staff in matters that affect their working lives. Management should therefore evolve a way of bringing out the best in these groups of ignored members of our workforce.

In Nigeria, there are many organizations that provide catering services and which by their nature can be termed hotels. It is estimated that there exists about 550 hotels, inns and commercial guest houses in Nigeria by the year 2008 that employs between 10 and 250 people in line with their sizes. It is said that about 418 – 900 people were employed in 2003 worldwide.

1.2 STATEMENT OF THE PROBLEM

In an industry in Africa where there seems to have been a continued growth over the years, expertise is therefore expected to be limited and this constitutes a problem.

There and other problems are what the study wishes to consider and make recommendation where necessary. The problem reduction in experienced hands in this industry in the third world, seem to be the case due to managers reluctance to train its workers and employ able hands.

Another problem lies in the fact that most workers in the industry have no clear cut channels to register their protests and grievances since management usually stifles unionization agitation.

The third problem concerns the issue of how the basic payment and benefits of workers is commensurate with their dedication to work and efforts. As employers are less responsive to changes in the economy with respect to adjustments of pay and benefit packages in line with economic growth as being experienced in most developing countries today, including Nigeria, they are left with employees whose dedication to work decreases; with huge reduction in their morals and motivation to work.

We are also confronted with an environment where employees are usually kept in the dark without being enlightened on things they have the right to know. Example, payment determination method, criteria for promotion (etc), but rather such issues are based on the whims of management. This constitutes a problem.

The last problem is the general belief by most people that jobs in the industry is one of last resort which they can take up when they do not find a “better” job to do. This thus discourages young people who may wish to have a career in the hotel and catering industry.

Having identified some of the problems, this study intends to find possible solutions to some of them.

1.3 THE OBJECTIVE OF THE STUDY

To this end, this study aims at assessing the reasonability of all the entitlements due or payable to that part of the labor force that works fully or partly in the hotel and catering industry. The objectives of this study are thus.

To examine the reasonability of other entitlements and benefits that is not part of the basic payment.

To assess the degree to which payment is commensurate with the efforts of employees in this industry.

To evaluate the extent to which payment and benefits in this industry are similar to those of like-industries.

To examine the industrial relations existing in the hotel under study and its impact on worker‟s welfare.

To identify the impact of inappropriate payment and employee benefit schemes or their absence altogether, on employee performance.

1.4 RESEARCH QUESTIONS

The following research questions will be raised:

1. To what extent do the workers in the hotel and catering industry satisfied and motivated by their payment?

2. To what extent do the working condition obtainable in this industry quite satisfactory relative to workers effort?

3. To what degree is management involved in the training and development of its workers?

4. To what extent does management agree to the formation of unions?

5. To what extent is management responsive to changes in the economy with reference to the adjustment of payment and benefit packages in line with economic indicators?

1.5 RESEARCH HYPOTHESIS

The hypothesis of this research work includes:

HO: Employee payment packet and benefit are not equal to the efforts they put in,

HA: Employee payment packet and benefit are equal to the efforts they put on.

HO: Management does not encourage workers to unionize

HA: Management encourages their workers to unionize

HO: Workers morale and motivation to work is negatively influenced by payment and benefits they receive.

HA: Workers morale and motivation to works is not negatively influenced by the payment and benefits they receive.

1.6 THE SIGNIFICANCE OF THE STUDY

The study is significant for the following reasons:

To change the belief by some hotel management in the country that the formation of unions by employees may mean more trouble for them.

To bring to the fore, the importance of having pay being commensurate with efforts and productivity since the bulk of workers in this industry are after psychological needs but work in environments supposedly the exclusive reserve of self actualized members of the society.

Ability to help reinstate the industry belle to its supposed place as a major part of the economy and as a potential growth sector.

1.7 SCOPE AND LIMITATIONS OF THE STUDY

An attempt of evaluating the management of the human resource in the hotel and catering industry will be too vast and all encompassing. It is therefore the opinion of the researcher that the scope of this study be restricted to the administration of employee benefits and welfare schemes, that is all other entitlements due to employee other than payment, which by their nature may act as motivation for the staff of the organizations in the industry.

The study is confined to the entire staff of Royal Palace Hotel, Enugu. However, the findings of this study will apply to the hotel and catering industry in Nigeria. Major limitation to this study, is the limited worse by previous researchers on this subject, as well as management‟s hostility to questions and enquires.

1.8 DEFINITION OF SPECIAL TERMS

Hotel- An establishment held out by the proprietor to offer food and drinks, and if so required sleeping accommodation to anybody who is in a fit state to receive the services.

Fraudulent hotel– A hotel that caters for people, mainly travelers, while they are temporally away from home.

Residential hotel– These are hotels that provide full apartment type living facilities as contrasted with simple quest norms that lack facilities for cooking and eating within individual units.

Airport hotel- This serves to cater for travelers that use the airport.

Salaried- Employee– one who is usually paid monthly through bank and are mostly managers and senior supervisors

Full- time operatives: Usually working around a 30-45 hour week and who know they have a guaranteed pay, on a monthly basis in cash.

Resort hotel-Hotel situated along seaside‟s lakes or other natural geographical features capable of being integrated as part of the hotel.

Casuals- Workers normally working on a session basis, for instance on evening or afternoon, with no guarantees about future work, usually paid by one session in cash.

REFERENCES

1. Bralton, J., Gold, J (1999) “Human Resource Management theory and practice”, 2nd Edition, Macmillan Press Ltd, London, PP. 1-9
2. Desster, G., (1994), “Human Resource Management”, practice hall Inc. New Jersey, 6th Edition, PP. 1-6.

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