Hospitality Staff: Job Roles and HR Planning

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Questions and Answers

In the hospitality industry, what is the primary role of a manager in ensuring excellent service?

  • Primarily engaging in emotional labor to connect with guests.
  • Concentrating on physical labor to ensure cleanliness and orderliness.
  • Supervising, coaching, coordinating, creating work schedules, providing tools, and conducting evaluations. (correct)
  • Solely focusing on handling customer complaints directly.

Which of the following is NOT a primary type of labor commonly found in the hospitality industry?

  • Physical Labor
  • Mental Labor
  • Emotional Labor
  • Intellectual Labor (correct)

Why is emotional labor particularly important for guest services staff?

  • It mainly involves performing repetitive tasks efficiently.
  • It primarily reduces the physical strain of the job.
  • It helps in avoiding direct interaction with difficult customers.
  • It is essential for managing and responding appropriately to guests' emotions and needs. (correct)

A hotel is looking to streamline its hiring process. According to best practices, what should be the first step in HR planning for recruitment and selection?

<p>Performing a job analysis to identify necessary knowledge, skills, and abilities. (B)</p> Signup and view all the answers

How do job descriptions and job specifications differ in the context of HR?

<p>Job descriptions detail the tasks, duties, and responsibilities, while job specifications outline the skills and abilities needed to perform the job. (B)</p> Signup and view all the answers

When hiring internal candidates, what is a primary advantage?

<p>The organization already has knowledge of the internal candidate's performance and capabilities. (D)</p> Signup and view all the answers

A restaurant server is trained to smile and maintain eye contact with customers, even when feeling stressed or overwhelmed. What type of emotional labor is this server engaging in?

<p>Surface acting (A)</p> Signup and view all the answers

Besides KSAs, what should an organization study to identify the characteristics of their best performers, in order to develop talent profiles?

<p>Their personal traits, tendencies, talents, and personality characteristics. (A)</p> Signup and view all the answers

Flashcards

Supporting Staff Roles

Duties include supervising, coaching, and evaluating staff.

Types of Labor in Hospitality

Emotional, physical, and mental labor involved in hotel operations.

Job Analysis

A systematic process of gathering information about a job's responsibilities and required skills.

Job Specification

Details the skills and abilities necessary for a position.

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Emotional Labor

Managing emotions as part of a job, especially in guest services.

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Competency-Based Approach

Identifying skills and traits of top performers to inform hiring practices.

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Recruiting Internal Candidates

Hiring known employees who fit the job requirements.

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Key Employee Characteristics

Essential traits include enthusiasm, politeness, and willingness to help.

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Study Notes

Seminar 4: Role of Supporting Staff

  • Supporting staff need the right abilities and motivation for excellent service
  • Manager roles include supervising, coaching, coordinating schedules, providing tools, and evaluations
  • Hospitality labor consists of emotional, physical, and mental labor
  • Technical skills and emotional labor are required
  • Staff must manage their emotions to provide guest service

Job Analysis, Description, and Specification

  • Job analysis is gathering detailed information about a specific job, including responsibilities, required knowledge, skills, abilities, and working conditions
  • A job description lists tasks, duties, and responsibilities
  • Job specifications detail the skills and abilities a person needs to perform a job

HR Planning - Recruitment and Selection

  • 1st: Study the Job:

    • Job analysis identifies Knowledge, Skills, and Abilities (KSAs)
    • Going beyond KSAs to study top performers' traits, tendencies, talents, and personality characteristics
    • Developing Talent Profiles (benchmarks)
    • Using a Competency-based approach
  • Other Key Employee Characteristics for Service Personnel:

    • Enthusiasm
    • Authentic sense of concern (emotional labor, surface acting, deep acting)
    • Politeness
    • Considerateness
    • Willingness to help

2nd: Recruit a pool of qualified candidates

  • Internal candidates: known quantity, internal equity, experience, lower cost
  • Internal search strategies: Job posting, review of personnel records, succession plans
  • Difficulties with internal candidates: good line employees don't always make good managers, may not want to be managers, don't acquire specific skills and knowledge, don't increase diversity
  • External candidates: new ideas and fresh perspectives
  • External search strategies: Public advertising, internet, niches, professional networks, student recruiting, referrals

The Third Step: Select the Best Candidate

  • Screening and Evaluating Applicants:
    • Application forms (paper/pencil or online)
    • Interviews (structured and unstructured)
    • Behavioral interviews
    • Situational interviews
    • Psychological tests
      • Personality traits (e.g., extroversion, agreeableness, conscientiousness, emotional stability)
      • Cognitive ability
      • Integrity tests
    • References, background checks, and drug tests

The Fourth Step: Hire the Best Applicant

  • Making the hiring decision requires considering person-job fit
  • Factors to balance include personality, skills, experience, and potential for future growth
  • Maintaining good relationships with applicants is important

The Fifth Step: Make the New Hire Feel Welcome

  • Onboarding sets the tone for the employee's career
  • Advantages of a diverse workforce include diverse customer interaction and improved workforce
  • Importance of preparation for future workforce needs

The Sixth Step: Turnover - Selecting People Out of an Organization

  • Employee Turnover:
    • Direct costs of selecting a replacement
    • Indirect costs of customer disappointment and morale problems
  • Turnover is not always bad

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Seminar 4 PDF

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