( Personnel & Managment for Travel & Tourism )

7/31/2019 ( Personnel & Managment for Travel & Tourism )

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Syrian arabic republicMinistry of tourism

Hotel & Tourism trainning centerH.N.D Marketing management

Personnel Management for Travel and Tourism

Assignment title : Strategy and Personnel Processes

Tutor : Hesham ShaheenPrepared by: Tarek al-tajjarSem: 2Date: 29/04/2012Assginment No.1


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Task.1

HR Definition :

Human resources is a term used to describe the individuals who make up theworkforce of an organization, although it is also applied in labor economics to,for example, business sectors or even whole nations. "Human capital" issometimes used synonymously with human resources, although humancapital typically refers to a more narrow view; i.e., the knowledge theindividuals embody and can contribute to an organization.

Why HR is important :

Human Resource department is one of the most important departments of an

organization. It is responsible for the Planning, Control, Organization andLeading of the Human Resource Function.

This function is important because all the hiring is done through thisdepartment. They are the ones who analyze candidates for a certain positionand choose the one which they think is the best. On the other hand, they arealso involved in making job descriptions for each position. So they match theright candidates with the right jobs.

HR department is also responsible for training and development of employees. This way it helps in their professional grooming and development.

The main functions of HR in an organization include: Recruiting, Training &Development, Employee Compensation, Communication, EmployeeRelations, Performance Evaluations, Conflict Management, Career Planning,Organizational Development etc

HRM an overview :

HRM is the organizational function that deals with issues related to peoplesuch as compensation, hiring, performance management, organizationdevelopment, safety, wellness, benefits, employee motivation,communication, administration, and training

HRM is moving away from traditional personnel, administration, andtransactional roles, which are increasingly outsourced. HRM is now expected

to add value to the strategic utilization of employees and that employeeprograms impact the business in measurable ways. The new role of HRM


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involves strategic direction and HRM metrics and measurements todemonstrate value.

Definition of (HRM):

Human Resource Management (HRM) is the function within an organizationthat focuses on recruitment of, management of, and providing direction for thepeople who work in the organization. HRM can also be performed by linemanagers.

HRM activities :

Job analysis defines a job in terms of specific tasks and responsibilities andidentifies the abilities, skills and qualifications needed to perform itsuccessfully.

Human resource planning or employment planning is the process by which anorganisation attempts to ensure that it has the right number of qualified peoplein the right jobs at the right time.

Employee recruitment is the process of seeking and attracting a pool of applicants from which qualified candidates for job vacancies within an

organisation can be selected.

Employee selection involves choosing from the available candidates theindividual predicted to be most likely to perform successfully in the job.

Performance appraisal is concerned with determining how well employees aredoing their jobs, communicating that information to the employees andestablishing a plan for performance improvement.

Training and development activities help employees learn how to performtheir jobs, improve their performance and prepare themselves for more senior positions.

Career planning and development activities benefit both employees (byidentifying employee career goals, possible future job opportunities andpersonal improvement requirements) and the organisation (by ensuring thatqualified employees are available when needed).


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Employee motivation is vital to the success of any organisation. Highlymotivated employees tend to be more productive and have lower rates of absenteeism and turnover.

Strategy definition :

"Strategy is the direction and scope of an organisation over the long-term:which achieves advantage for the organisation through its configuration of resources within a challenging environment, to meet the needs of marketsand to fulfil stakeholder expectations".

Culture :

- Definition : organization culture is the personality of the organization. Cultureis comprised of the assumptions, values, norms and tangible signs (artifacts)of organization members and their behaviors.

- For example, this is culture in SyriaTel Communications

- Employees at Syriatel feel free to make suggestion and complaints; they giveequal chances of development and advancement for those who are qualified.Syriatel committed to ensure a healthy and safe walk place for everyone, andto create conditions that are conductive to develop their professional strengths

and sense of individual accountability, and also they encourage knowledgesharing, development of partnership and the capacity to innovate .Syriatel'sfamily culture is based on acting like owners treating syriatel assets as our own home.

- This culture reflected positively on the handling of staff between each other and with the clients of the company and increases the staff link with eachother and increase their loyalty to the organization and work to reduce the rateof job turnover in the company and contribute to give a good picture of the

company within the external environment.


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HR planning

Definition :

Human Resource Planning is the process of systematically reviewing HRrequirements to ensure that the required number of employees, with therequired skills, are available when needed

Importance of HR Planning:

The focus of human resource planning is on labour demand (the number of people needed by the organization) and the labour supply (the number of qualified people available to the organization).

HR planning involves the entry of people into the organization (acquisition),the development of people skills (development) and the exit of people fromthe organization (departure).

Effective HR planning is critical to the organization's success because itmatches the organization and its HR objectives with its people requirement.

Objectives of human resource planning :

The basic purpose of HRP is to decide what positions the organisation willhave to fill and how to fill them.

- Forecast personnel requirements- Cope with changes- Use existing manpower productively- Promote employees in a systematic way

HR Planning Process :

- Determine the impact of organizational objectives on specificorganizational units

- Define the skills and expertise required to meet objectives ( demand for HR )

- Determine additional HR requirements in light of current HR- Develop action plans to meet the anticipated HR needs


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Task.2

Recruitment & selection process

personnel processes (Recruitment & selection):

The recruitment and selection is the major function of the human resourcedepartment and recruitment process is the first step towards creating thecompetitive strength and the strategic advantage for the organizations.Recruitment process involves a systematic procedure from sourcing the

candidates to arranging and conducting the interviews and requires manyresources and time

Recruitment : Activities that managers engage in to develop a pool of candidates for openpositions

Selection :The process that managers use to determine the relative qualifications of jobapplicants and their potential for performing well in a particular job


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Recruitment

Recruitment divided to internal & external

Internal Recruiting:Managers turn to existing employees to fill open positions

Methods of internal recruitment:

Intranets. Staff notice boards. In -house magazines / newsletters. Internal notices. Meetings.

sources of Internal recruitment :1- Promotion2- Transfar 3- Retired managers4- Recall from long leave5- Internal advertisement

External Recruiting:

Looking outside the organization for people who have not worked at the firmpreviously.

Methods of external recruitment:

1- Job centers:

Job centers often specialize in recruitment for specific sectors. They usuallyprovide a shortlist of candidates based on the people registered with theagency. They also supply temporary or interim employees

2- Head hunting:Head hunting are recruitment agents who provide a more specializedapproach to the recruitment of key employees and/or senior management.


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3- Advertisements:

Advertisements are the most common form of external recruitment. They canbe found in many places such as Newspaper , Job posting on job sites , Ads

on websites related to positions recruited.

4- Database search on job sites

sources of External recruitment :

1- Management consultant2- Advertisement3- Managemnt institute 4- Recommendations5- Deputation personnal

Selection process

Managers find out whether each applicant is qualified for the position and likely tobe a good performer

1- Background Information:- Helpful to screen out applicants who are lacking key qualifications- Determine which qualified applicants are more promising than others


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2- Interviews:- Structured interviews where managers ask each applicant the same job-

related questions.-

Unstructured interviews that resemble normal conversations.- Usually structured interviews preferred; bias is possible in unstructuredinterviews.

3- Paper-and-Pencil Tests - Ability tests assess the extent to which applicants possess the skills

necessary job performance - Managers must have sound evidence that the tests are good predictors of

performance

4- Physical ability tests- Measures of dexterity, strength, and stamina for physically demanding jobs- Measures must be job related to avoid discrimination.

5- Performance tests- Tests that measure an applicants current ability to perform the job or part of

the job such as requiring an applicant to take typing speed test.

- Assessment centers are facilities where managerial candidates are assessedon job-related activities over a period of a few days.

6- References - Knowledgeable sources who know the applicants skills, abilities, and oth er

personal characteristics -

Many former employers are reluctant to provide negative information


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Employments test :

1- Performance test2- Personality test

3- Aptitude test4- Interest test5- Intelligence test6- Projective test7- Perception test

Task.3

The role of performance appraisal in achieving organizational goals

A performance appraisal (PA) or performance evaluation is a systematic andperiodic process that assesses an individual employees job performance andproductivity in relation to certain pre-established criteria and organizationalobjectives. Other aspects of individual employees are considered as well,such as organizational citizenship behavior, accomplishments, potential for future improvement, strengths and weaknesses, etc

Organizations that use the results of performance appraisal to identify areasof strength and opportunity can benefit as well. Performance appraisal canprovide an indication of areas of training need as well as direction for leadership development, performance improvement and succession planning.

Objectives of performance appraisal :

Identifying Areas of Strength:

- The results of performance appraisal can be assessed to identify areas of strong performance across all employees, by department or by demographics.

- Standardized performance assessments allow companies to aggregate,calculate and analyze results to show where performance is strong.


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- These areas of strength then can serve as benchmarks and opportunities for sharing of best practices for other areas of the organization.

Identifying Training Needs:

- Evaluating the results of performance appraisals can provide managers,human resources departments and organizations with an indication of whereadditional training and development may be necessary

Leadership Development and Succession Planning:

Performance appraisal can provide an indication of employees with leadershippotential or leadership development needs.

In both cases, the manager and HR department then can develop programsand interventions to either offer employees an opportunity to exercise their leadership competencies or build skills.

Performance appraisal can serve as an input to succession planning byidentifying employees with specific competencies that the organization knows

it will need in the future due to turnover and retirement; it can highlightexternal factors affecting the need for new skills.

To maximize the use of performance appraisals in this manner, it is importantthat the appraisals be standardized and that appraisal results be reviewed,assessed and analyzed to identify competencies and development needsacross all departments.


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performance appraisal process :

Establishing performance standards :

- The first step in the process of performance appraisal is the setting up of thestandards which will be used to as the base to compare the actualperformance of the employees.

- This step requires setting the criteria to judge the performance of theemployees as successful or unsuccessful and the degrees of their contribution to the organizational goals and objectives.

communicating the standards :

- The employees should be informed and the standards should be clearlyexplained . This will help them to understand their roles and to know whatexactly is expected from them.

- The standards should also be communicated to the appraisers or theevaluators and if required, the standards can also be modified at this stageitself according to the relevant feedback from the employees or the

evaluators.

Measuring the actual performance :

- The most difficult part of the Performance appraisal process is measuring theactual performance of the employees that is the work done by the employeesduring the specified period of time.

- It is a continuous process which involves monitoring the performancethroughout the year.

- This stage requires the careful selection of the appropriate techniques of measurement, taking care that personal bias does not affect the outcome of the process and providing assistance rather than interfering in an employeeswork.


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comparing the actual with the desired performance :

The actual performance is compared with the desired or the standardperformance. The comparison tells the deviations in the performance of the

employees from the standards set. The result can show the actualperformance being more than the desired performance or, the actualperformance being less than the desired performance depicting a negativedeviation in the organizational performance. It includes recalling, evaluatingand analysis of data rela ted to the employees performance.

Discussing results :

- The result of the appraisal is communicated and discussed with theemployees on one-to-one basis.

- The focus of this discussion is on communication and listening.

- The results, the problems and the possible solutions are discussed with theaim of problem solving and reaching consensus.

- The feedback should be given with a positive attitude as this can have an

effect on the employees future performance. The purpose of the meetingshould be to solve the problems faced and motivate the employees to performbetter.

Decision making :

The last step of the process is to take decisions which can be taken either to

improve the performance of the employees, take the required correctiveactions, or the related HR decisions like rewards, promotions, demotions,transfers etc.


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Task.4Evidence


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Task.5

Analysis

i could not get information from a real company to compare it with the standards of HRM so i will assume information about an insurance company and i will call itdamascene rose company for insurance

Standards Damascene Rose Co. for insurance

Human recourse planning Recruitment Process

Methods of internal recruitmentIntranetsStaff notice boardsIn-house magazines /newslettersInternal noticesMeetings

sources of Internal recruitmentPromotionTransfar Retired managers

Recall from long leaveInternal advertisement

Methods of external recruitmentJob centersHead huntingAdvertisementsDatabase search on job sites

sources of External recruitmentManagement consultant

AdvertisementManagemnt instituteRecommendationsDeputation personnal

Selection processBackground Information Interviews Paper-and-Pencil TestsPhysical ability testsPerformance testsReferences

Human recourse planning Recruitment Process

Methods of internalrecruitment

IntranetsStaff notice boardsIn-house magazines /newslettersInternal noticesMeetings

sources of Internalrecruitment

Promotion

Transfar Retired managersRecall from long leaveInternal advertisement

Methods of externalrecruitmentJob centersHead huntingAdvertisements

Database search on job sites sources of Externalrecruitment

Management consultantAdvertisementRecommendationsDeputation personnel

Selection processBackground InformationInterviewsPaper-and-Pencil Tests


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Employments testPerformance test Personality test Interest test

Intelligence testAptitude testProjective test Perception test

performance appraisal processEstablishing performancestandardscommunicating the standardsMeasuring the actual performancecomparing the actual with thedesired performanceDiscussing resultsDecision making

Physical ability testsPerformance testsReferences

Employments test

Performance test Personality test Interest test Intelligence testAptitude testProjective test Perception test

performance appraisal processEstablishing performancestandardscommunicating the standardsMeasuring the actualperformancecomparing the actual with thedesired performanceDiscussing resultsDecision making


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Task.6

How to solve the problem :

-defining the problem

-analysis of the problem

-find appropriate solution

-choose the optimal solution

-decision making

The first problem:

the problem was examining the candidates for jobs where the damacsene rosecompany were not doing the performence test for the new Employees

This led to:

- Waste of money to hire such staff

- because of not doing a performance test to the employees this led to gave a badimage about company to customers

- Additional financial costs to upgrade the performance of staff

The solution:

The solution was to train and qualify new staff and old to deal well with customers

Evaluation of the solution:

My review of the solution that it was good because the new employees are good ineverything In case the company will have to expulsion the new employees thecompany Will be forced to bring new staff and this means the new ads andadditional financial costs and waste of time

Recommendations and suggestions:

- Introduction of the performance test to the examination conducted by the companywhen hiring new people


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- Monitor staff performance on an ongoing basis

- Keep employees informed about matters relating to performance

- Make training courses necessary to keep the high performance of employees

The second problem : The company signed at the same performance problem because they were notcomparing actual performance to performance required and this led to:

Decline in the company's performance- Decline in the performance of staff - The company lost some of its customers- Down the company's reputation when its customers that the problem was resolvedafter the previous

the Solution:

- the company Punished its employees who declined their performance by 15%Discount of their salaries- Re-training of staff who declined their performance- Entered compared the actual performance of staff - Entered compare actual performance to performance required

Evaluation of the solution:

In my point of view this solution was not ideal because the company is wrong and did

not make a comparison of actual performance in order to maintain the level of performance

Recommendations and suggestions:

- Comparison of actual performance to performance required- prosecution of the imbalance in the company which overlooked compared theactual performance of staff - Re-gaining the satisfaction of customers which _ the company lost them- Give rewards to staff every 6 months to keep the high-performance

( Personnel & Managment for Travel & Tourism )

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