CHAPTER ONE INTRODUCTION 1.1 OVERVIEW OF THE STUDY
Transcript of CHAPTER ONE INTRODUCTION 1.1 OVERVIEW OF THE STUDY
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CHAPTER ONE
INTRODUCTION
1.1 OVERVIEW OF THE STUDY
The subject matter of the research work focuses on ‘human
resources management as a tool for efficiency in the hospitality
industry’. Effective human resources management is pivotal in any
business or non business organization where people are groups
collectively for the purposes of achieving organizational goals and
objectives. It is true that some people adhere to the fact that
finance is the life wire of any organization but without human
resources finance cannot combine other factors of production to
achieve the desired goal of the organization. Human resources is so
important and should be seen as invaluable assets of a firm as
asserted by Agbato (1980:27) that a company’s most important
resource, or asset, is its human resource. The human resource is
the personnel and personnel department who staff the firm with
the desired workers or managers. Their importance cannot be over
– emphasized. Any company’s success, on the final analysis,
depends most on the quality of the people who work for it-that is
personnel or human resources. This, of course, includes workers
and managers at all levels in the organization from top to bottom. It
is a common business fact that a financed firm or even the best
equipped plant will not function properly or make good enough
profit if its workers and managers are incompetent.
This, then, is the reason why the human resource must be well
managed in any type of organizational set-up.
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It is, however, regrettable that although most managers recognise
the value of company personnel, only very few of such managers
put value or high premium on the firm or company’s human assets.
To illustrate this assumption, take an example of a company whose
Balance sheet lists a typewriter as an asset.
Question, “shouldn’t the typist also be listed as an asset? After all,
without a typist one would say rightly so, a typewriter is useless to
a company. To this end a good management of people is vital to the
success of any organization and this is done not only by a
Department know as the personnel department, but more so by the
individual managers under whom an employee works.
Today, as the business world progresses, it is being gradually
recognized that the personnel Department has a distinct role to
play. Its traditional functions include recruitment of new
employees; training, development and appraisal of employees,
motivation, and industrial relations (labour union, organization,
collective bargaining, development in labour relation). Services
relationship and advisory relationship.
The hospitality industry cannot succeed without organizational
effectiveness of her human resources. It is truism according to
Etuk (1995:243) organization effectiveness, the capacity of an
organization to adopt, maintain itself, survive, and grow in the face
of changing conditions, depends to a considerable degree upon how
effectively its work-force can be managed and utilized. This is so
because the human resource of an organization which comprise all
individuals, regardless of their role and status, who are engaged in
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any of the organizational activities, are its most important and
valuable assets.
Industries generally and business organizations in particular have
been slow to realize and accept that their personnel are usually
more important than machines. This is why the history of labour
unions is replete with stories of conflict between management and
employees. But the growth of powerful labour unions and scarcity
of qualified personnel have jointly forced management to change
their attitude by showing that they are interested in each employee
as an individual and by developing the spirit of cooperation. The
specialized responsibilities for employee relations are now generally
recognised as a primary staff function performed by the personnel
manager who is the specialist in charge of the personnel
department.
Lack of effective management of human resources is a constraint
facing Nigeria as a developing country. The limitation is not only
restricted to one sector of the economy, the hospitality industry as
a service oriented business suffer more in terms of the adverse
effect. The cumulative effect and evidential impact could be cited
for low service delivery and the dearth of excellent services in the
hospitality industry. According to ONWUCHEKWA (1995:7)
personnel management has become very important in the
achievement of the objectives of any business organization. It helps
the business firm to maintain an effective work force. The
personnel manager understands the expectations of the workers
and society in human resources development. So, through the
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activities of personnel management, the organization, the
individual and society can satisfy their objectives.
The role of personnel management has significantly changed in
modern times. At first, the dominant role was to satisfy top
management in procuring and maintaining a work force that would
be instrumental in organizational productivity. As acknowledge by
flippo, 1985 in ONWUCHEKWA (1995:7) the manager understands
the necessity for the ascertaining and accommodating the needs of
human beings who constitute the work force. He or she constantly
searches for the programme which would support the
accomplishments of both organizational and individual objectives.
As has been pointed out, Nwachukwu (1990:175) observed that
human resources of an organization are its most important asset.
The success or failure of the enterprise depends on the people who
must work there. Failure by an entrepreneur to recognize this may
lead to many un savory results.
The entrepreneur must recognize that the selection of employees is
one of his most important tasks.
The hospitality sector of the Nigerian economy is very wide within
the tourism industry as asserted by Okoli (2001:12) on the
component of tourism drawning from the experience of Thomas and
Thomas (1992:14) identified the most important components of
tourism product as transport, stay and attraction. Included in the
modes of transport are land, water and air while attraction
component of tourism involves climate, nature, shopping facilities
and leisure. Examples of tourism attraction facilities in Nigeria and
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elsewhere are the National War Museum, Umuahia (Abia State),
Ogbunike cave (Anambra State), Yankari National park (Bauchi),
Oguta lake Hotel and zoological Garden Nekede (Imo State) and
Argungu fishing festival (Kebbi State), among others. On stay, as a
component, hospitality business takes care of it as the lodging of a
tourist in hotels, motels, guest houses etc, the food and beverages
served, how they served, when and the manner constitute tourism
attractions. These functions are done by human resources.
John I. N. Inyanga and Ifeoma I. Ifegbo (2006:98) supported the
view of Okoli that hospitality sector is part of tourism industry and
stresses on the essence of hospitality aand tourism thus “Rest,
relaxation and leisure are synonymous with tourism. Rest has its
own place in life. God created the day for work and night for rest
and also created official and unofficial hours and also provided for
rest. But does man really rest? How many of us actually take time
out to rest and visit places of our interest when we tend to work
during leave periods? Rest is what repairs the body mentally,
physically and otherwise. A rested person is bound to be more
productive (Agibe 2006:5). This is where tourism comes in as a
brain box towards the growth of every man on earth.
From the words of Bassey (2006:22), tourism markets have the
potential to enhance lives in a sustainable framework through
providing wealth creation, choice, innovation and competition. The
travel and tourism industry contains these four elements that
enable it becomes dynamic market force for sustainability in the
future. It has the capacity to increase exports, bring in capital
investment, boost economics (GDP) and create employment.
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Following these opportunities of the sectors, the federal, state and
local governments and some private business entrepreneurs
invested much resource on tourism in Nigeria. The extent to which
the benefits realized are equated to the investments made is still
another subject matter. What is important is that for tourism
business to be highly developed and promoted in Nigeria, the sector
operators have to be well equipped with component human
resources.
History of Concorde Hotel Owerri
Imo Concorde Hotel limited Owerri, Imo State, Nigeria is one among
the best five star hotel in Nigeria and Africa as a whole, established
in 1983 by the Imo State government. It is situated within the
Owerri metropolis, just 30 minutes drive from Port Harcourt
International Airport and 15 minutes drive from Imo Airport. It is
accessible from the all parts of Nigeria. Its clam and serene
environment is suitable for business meetings, conferences,
training programs, and social gatherings and perfect for
holidaymakers. Children age 12 and under 12 stay free in the room
with parents and in existing bedding.
The hotel is located in Owerri, close to the government buildings.
The hotel has 7 floors with 223 rooms. However, there is no suite.
The amenities in the hotel include 24 hours front Desk, AM/FM
Alarm clock, baby-setting/child services, bar/lounge, business
center, casino, concierge, express checkout, free parking,
handicapped rooms/facilities, laundry/valet services, modern lines
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in room. The hotel has no smoking rooms/facilities. Pets are
allowed in the hotel.
There is pool, restaurant, room service safe deposit box,
shops/commercial services, television with cable, tennis and a lot
of beautiful appealing recreational facilities. Management/employee
relations are cordial. The marketing philosophy of the hotel is
customer satisfaction.
Nike Lake Resort Limited
Nike lake resort limited is the second hotel used as the case study
of the research work. Below
Hotel Description
The word “NIKE” means “with power” and it is well known that the
igbo people lived up to this name. The hotel is well located
geographically. The city’s main street “Opara Avenue” runs through
the main town from the North East to the South West, offering all
the usual attractions of typical in-land Nigeria, which includes
street traders, shops, fashion and clothing boutiques, banks,
markets, post offices, garagers, eateries and the state’s stadium.
Nike Lake Resort has 216 well appointed and furnished rooms 8
suites, suitable for all tastes and budgets. All the rooms and suites
have either a garden or lake view and each room provides the
ultimate in comfort and luxury that you can expect from an African
sun hotel. Nike Lake Resort prides itself on being able to carter for
any type of guest that stays the night, with any request never being
too much. The hotel property houses ten (10) self catering villas
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comprising of 5 Bedrooms Duplexes and 5 Bedrooms bungalows all
tastefully furnished and fully equipped.
Room Type & Quantity.
- Classic rooms 23
- Superior rooms 109
- Deluxe rooms 35
- Executive suites 9
- Diplomatic suite 2
- Presidential suite 1
The rooms at Nike Lake Resort have the following facilities:
Air conditioning
Bath tub and / or shower all en-suite
Telephone
TV with 10 DSTV channels
Full length mirror
Minibar fridge (stock on request)
Hairdryer (on request) writing desk
24 hour room service
Smoke detectors and sprinklers
Tea & coffee making facilities
Multiple 220v plugs.
Wake up call, baby cots (on request)
Private balconies
Free wireless internet
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Hotel Facilities
For breakfast, a full English Buffet is available at lunch time. The
lake restaurant offers an a’ la carte’ menu and for dinner a
fabulous buffet is on offer for all the guest at Nike Lake Resort.
Maximum capacity of 180 people are serves a variety of mouth
watering dishes from around the globe.
Heineken Bar: Heineken bar serves a variety of wines, spirits and beers, 24hrs a day.
Restaurant
Pool terrace
24 hour front desk operations, porters
Wireless internet access
EUROPE CAR live services
Gift shop/curio shop
Message therapy centre
Larger car park
Children’s play ground
Safe deposit boxer at reception, well equipped GYM
Swimming pool
Volleyball
Basketball
2 tennis courts
Jogging and boat rides.
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1.2 Statement of the Problem
The hospitality industry is not observed with problems. There are
many challenges that plagued the industry. One of these is inability
of management in hospitality business to carryout effective and
efficient human resources management. Be it as it may, the
hospitality industry required good customer relationship
competency in services delivery, good reception, courtesy etc.
However these are lacking due to poor human resources
management.
The root of the problems facing hospitality industry can be traced
to poor recruitment exercise based on unprofessional procedure of
hiring workers e.g. recruitment based on god-fatherism, nepotism,
ethnicity, poor remuneration of workers do promote high rate of
labour turnover. The industry is therefore not attractive to highly
qualified workers due to inadequate motivational incentives.
Some of the hotels see no need for training and manpower
development despite the fact that most of their workers have low
level of education, semi-illiterate and poor skill in hospitality
business.
Lack of good industrial relations is something that always transfers
of aggression from workers to customers.
The general attendant effects of poor human resources
management little low patronage, low sales. When the sale volume
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is low there will be decline in sales revenue and consequently this
will lead to business failure in the hospitality industry.
1.3 Objectives of the Study
The following are the objectives of the study:
i. To find out the best way for effective and efficient human
resource management in the hospitality industry.
ii. To explore modern procedures for employment
iii. To investigate the techniques for good training and
manpower development
iv. To examine the method for wages and salary
administration.
v. To unearth the most peaceful steps for industrial
relations.
vi. To discover problems affecting human resources
management in hospitality industry.
1.4 Research Question
The basic research questions for the study are enumerated below:
i. What are the best way for effective and efficient human
resources management in the hospital industry?
ii. What are the modern procedures for employment?
iii. What are the techniques for good training and manpower
development?
iv. What are the method for wages and salary administration?
v. What are the most peaceful steps for industrial relations?
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vi. What are the problems affecting human resources
management in hospitality industry?
1.5 Hypothesis
Ho1 – Employment functions of personal management
depends on step by approach.
H1 – Employment functions of personal management does
not depend on step by approach.
Ho2 – Training and manpower development contribute to
effective human resources management.
H2 – Training and manpower development does not
contribute to effective human resources management.
Ho3 – Effective wages and salaries administration can
enhance higher productivity by the workers.
H3 – Effectives wages and salaries cannot enhance higher
productivity.
Ho4 – peaceful working atmosphere depends on good
industrial relations.
H4 – peaceful working atmosphere has no relationship with
good industrial relations.
Ho5 – Motivation is necessary for effective performance.
H5 – Motivation is not necessary for effective performance.
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Ho6 – Internal and external forces are the problems of human
resources management.
H6 – Internal and external forces are not the problems of
human resources management.
1.6 Significant of the Study
The study will be immense value to stakeholders in the
hospitality industry in various ways.
i. It will provide useful information to the management
for decision making in human resources
management
ii. It will reduce inefficiency and promote higher
productivity.
iii. The study will provide information on how to recruit
skilful personnel.
iv. The entire workforce of the hotels will find this study
very illuminating in understanding the organization
human resource management policy.
v. The study will help to promote industrial peace and
harmony.
vi. The information found in the research work will serve
as reference materials for students in higher
institutions of learning.
1.7 Scope and Limitation of the Study
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The scope of the study is on human resources management as a
tool for efficiency in the hospitality industry. Concorde Hotel limited
Imo State and Nike Lake Resort Limited Abakpa Enugu State were
the unit of analyses
The limitations or constraints to the study include inadequate time
for the research due to much course work, financial constraint is
another problem. However, the aims and objectives of the study are
achieved through the application of scientific systematic approach
of conducting research.
1.8 Definition of Terms
Some of the terms used within the context of the study are defined
below for purposes of clarity and avoidance of ambiguity.
Board of Inquiry: Boards of inquiry are used in cases where both
conciliation and arbitration are considered inappropriate and where
public interest is involved (Inyang & Akpama 2002:221)
Conciliator
Is one appointed by the minister of labour productivity or by the
state chief labour office to inquire into the causes and
circumstances of a dispute between employers and employees
(Ituen 1993:45).
Efficiency
Within the context of the study, efficiency means using minimum
input to achieve maximum output.
Hospitality
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Friendly welcome and entertainment of guests or strangers, which
usually includes offering them food and drink. (chambers 21st
century dictionary )
Industrial Arbitration Panel
Is the panel established by law. IAP handles disputes referred to it
by the minister within (14 days) when such disputes are not
resolved at conciliation stage.
Motivation
Motivation is defined as the willingness or propensity of individuals
to act in a certain way. Etuk (1995:254)
Performance Appraisal
Performance is the periodic evaluation or measurement of the
performance or contribution of the employees within a particular
period.(Unquote)
Personnel Management
Personnel management is that part of management that is
concerned with the maintenance of human relationship and
ensuring the physical well-being of employees so that they give
maximum contribution to efficient working” Inyang & Akpama
(2002:4)
Voluntary Machinery
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It is a process where employers and employees settle disputes by
themselves without the involvement of third party.
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REFERENCE
Agbato, J. O. (1980) Business Management Questions and Answers series for Advanced Students. University Press Ibadan.
Eboh F. E. (2002) Management Theory Models for Decision Making Computer Villa, Enugu.
Etuk, E. J. (1995) Foundations of Modern Business Management. University of Calabar Press Calabar
Inyanga J. I. N. & Ifegbo I. I. (2006) The Enterprise International Research Journal for Development October to December 2007 ISSN 1595- 0719 Vol. 9 No 2, Association for public Analysis (APPA-NIG).
Nwachukwu C. C. (1990) The Practice of Entrepreneurship in Nigeria. Africana – first publishers limited Onitsha.
Okoli, Chukwudum (2001) Tourism Development Management in Nigeria, Enugu, Jee Communications.
Onwuchekwa C. I. (1995) Personnel Management Goshen Publishers, Awka.
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CHAPTER TWO
LITERATURE REVIEW
2.1 Theoretical Framework
Administrative theory of management propounded by Henr: Fayol
is adopted for the study. As listed by Eboh (2002:62)
The 14 principles of administration covers many areas of human
resources management. These principles are division of work
among the employees, authority and responsibility assigned to
employee, discipline of erring staff, unity of command i.e. principle
of being answerable to one boss, unity of direction or purpose,
subordination of individual interest to general interest of the
organisation interest.
Fair remuneration so as to motivate the workers, centralization
scalar chain so as to facilitate good flow of communication, there
should be order i.e. a situation where things are put in place in the
people order, equity is necessary for good human resources
management, stability of tenure of employee. Workers are expected
to have initiative an dispirit de corps – tea – work for the workforce
to achieve their group goals.
The study is based on the above theoretical framework.
2.2 Hospitality Nature and Concept
This chapter features review of related literature that is pertinent
for the understanding of the subject matter under review. To clearly
understand human resources management as a tool for efficiency
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in the hospitality industry, it is important to highlight on what
constitutes the hospitality industry, the type of service offering and
the hospitality market.
Chambers 21st century dictionary looked at hospitality as the
friendly welcome and entertainment of quests or strangers, which
usually includes offering them food and drink.
Okoli (2002) defined hospitality as friendly and generous reception
and entertainment of quest and strangers.
Intrinsically, this definition suggests the delivery of tangible and
intangible services more passionately in such a way as to stimulate
physical attraction and peace of mind. The intangible services are
the core “product” offering of hospitality industry is fundamentally
characterized by performance, satisfactory acceptance and a cost
implication.
Chigozie (2006: 95) asserted that the constituent of hospitality
industry include the transport, finance, Hotels and suites,
Hospitals, Tourism, Education, and Agriculture etc. However, from
the views expressed by the various authors it is clear to note that
hotels are part of hospitality industry. Its definition connotes
friendliness, care, generosity, reception which must be delivered in
a superlative effectiveness and efficiency by the workers. Human
resources management is therefore pivotal and the engine room
upon which the success of any hotel depends. The import of the
definition in the first place is that the customer is the king. The
customer may be rude, crude, arrogant, pompous, uncultured and
unnutured, yet he remains the king. This agrees with the opinion of
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Onah and Thomas (1993:18) on marketing concept which they see
as a corporate state of mind under which management requires
that all marketing functions should be integrated and company
policies built on the basis that customer needs and wants are the
starting points for all efforts. It is therefore a philosophy applied to
the operation of a firm in which customer- and customer needs are
recognized as of utmost importance. It is based on both the
philosophy that hoteliers are in business to serve and satisfy its
customers and on the determination that this is to be done
profitably.
2.3 Definitions of Human Resources Management
According to Akpan (2003:130) she stated that personnel
management is variously referred to as human resource
management, staff management or manpower management.
She look at personnel management as a line management
responsibility and a staff function. Livy (1988). Personnel
management is the practice of managing people at work. To Riches
and Morgan (1989) Human resource management in any
organization is a part of the process of management in general but
is focused on the people side of management seeking to ensure that
the objectives of the organization are met. Glueck (1978) opined
that human resources management is the function of all
enterprises which provides for effective utilization of human
resources to achieve both the objectives of the enterprise and the
satisfaction and development of the employee.
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Onwuchekwa (1995: 6) asserted that personnel management is a
component system of the management sub-system of an
organization.
Etuk (1995:243) supported the notion that personnel management
is considered a sub area of general management. It is that function
of management which is concerned with the human resources of
the organization. Specifically, personnel management is defined as
the recruitment, selection, development, utilization of, and
accommodation to human resources by organizations.
Appleby (1987:265) personnel management is that part of the
process of management that is part is concerned with the
maintenance of human relationship and ensuring the physical well-
being of employees so that they give maximum contribution to
efficient working. This definition clearly relates the personnel
management to general management process in the organization.
Building from this plethora of definitions, Inyang and Akpama
(2002:4) defined personnel management as a set of organization-
wide functions and activities which are designed to influence the
effectiveness of employees in the organization and having regard for
the well-being of the individuals and the working groups. This
definition emphasizes individuals and their relationships with the
organization, and how these can be developed to achieve desired
efficiency and effectiveness thereby accommodating the needs of
the employees and the organization simultaneously. Be it as it may,
the hospitality industry will survive and prosper based on effective
sound personnel policies and programmers designed to influence
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productivity, costs, quality of work life and compliance with
personnel-related laws.
2.4 Employment Functions of Human Resources in the Hospitality Industry
Employment of human resources is not an haphazard exercise as
considered by some employers.
Appleby (1987:266) itemized these functions to include.
(i) Reception
(ii) Recruitment
(iii) Selection
(iv) Promotion
(v) Transfers
(vi) Terminations
(vii) Maintenance of employee records.
One of the most important functions of employment is reception as
pointed out by the author which some writers tend to ignore in
human resources text book.
It is not fallacious to point out that some organizations does not
give good reception to those invited for interview. Sometimes
candidates are allowed to stand under the sun without sitting down
or being offered relaxation atmosphere.
In the view of Inyang and Akpama (2002:51) look at recruitment as
the process of an organization attempting to engage additional
human resource for operational purposes. In the words of Osuala
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(2004:179) it is a process of attracting a pool of candidates from
which jobs can be filled.
Recruitment could be internal or external.
Unamka and Ewurum (1995:145) asserted that some of the
avenues from which the personnel managers could obtain
employees are
(a) Inter-departmental transfers
(b) Re-engagement of employees turned out during redundancy
(c) Employee’s relations and friends
(d) Trade unions
(e) Public employment agencies such as the public services
commission
(f) Institutions, such as the universities
(g) Through the press advertisement in local Newspapers
(h) Professional associations
Added to this is unsolicited application and private employment
agencies said Inyang and Akpama(2002:53).
Once a pool of candidates has been short-listed, the next step is to
select those to whom the job will be offered. According to Osuala
(2004:179) the selection process can be broken down into seven
steps.
(a) The application form
(b) The screening interview
(c) Testing
(d) Reference cheeks
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(e) The in-dept interview
(f) The physical examination
(g) The job offer
Selection is indeed a step by step approach based on the
organization policy.
Promotion is an important sub area of employment function as
explained by Hackett (1979:12) “if you have selected employees who
are thinking in terms of a career, rather than just a job, you will
need to think carefully about the kind of career development
opportunities that are open to them in your business, if they find
that the opportunities for enhanced responsibility status/pay
which they seek are not, after all, available, they will leave you in
favour of greener pastures. Encouraging, and fulfilling, their
aspirations by the adoption of a policy of promotion from within
has certain advantages.
Transfers, terminations and maintenance of employee records is
seen by Appleby (1987:266) as essentials functions that falls within
employment functions.
2.5 Wages and Salaries Administration Of Employees In The Hospitality Industry
It is argued by Inyang and Akpama (2002:145)that the aims
of wages and salaries administration include
(a) To attract, retain and motivate staff by developing and
maintaining competitive and equitable salary structure
(b) To ensure that a sufficient number of suitable workers are
attracted to join the organization.
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(c) To develop and maintain a logical salary structure which
achieves equity in pay for jobs of similar responsibilities and
consistency.
(d) To ensure that salary levels match market rates.
(e) To keep the salary levels adjusted in line with increase in the
cost of living, as far as government anti-inflationary policies
allow.
(f) To maintain consistency in methods used to fix and review
salary levels and differentials.
(g) To maintain a flexible salary system which will accommodate
changes in the market rates for different skills and in the
company’s organization structure.
(h) To achieve simplicity in operation as an aid to staff
understanding and to minimize administrative efforts.
(i) To operate effective system of controlling salary costs and the
administrative procedure involved.
The above authors also argued that wage determinants include
comparable wages, the financial ability to pay, the cost of
living, productivity and bargaining power. It is considered
opinion of Appleby (1987:266) that wages and salaries
administration include
- Wages and salaries policy
- Job analysis
- Job evaluations
- Merit rating
- Fringe benefits
- Job analysis (Description or specification) are statement
of facts describing the work performed, the
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responsibilities, involved, the skill and training required,
the conditions under which the job is done, relationship
with other jobs and personal requirements of the job.
Job evaluation is said to be under wages and salaries
administration. The British institute of management defines job
evaluation as the process of analyzing and assessing the content of
jobs, in order to place them in an acceptable rank order, which can
then be used for a remuneration system. In fact the scope of job
evaluation is said to be unlimited in principle, its application has
been rather restricted to groups of relatively homogeneous jobs in a
company, e.g. manual or clerical.
Merit rating: A person’s ability can be assessed and a payment for
merit may be given. It is a subjective assessment.
Fringe benefits are two main types direct and indirect. Direct may
comprise profit sharing, co-partnership, sick pay and pension
schemes, payments are generally made in cash. Indirect benefits
are aimed at in proving morale and increasing the stability of
employment e.g. free inncheon vouchers, sports or welfare
amenities, provision of car or a mileage allowance, telephone,
purchases at a discount, education for children, sports, canteen,
social facilities. Yoder (1979:439) rightly put it that “it is their job
(managers) to incentivate –to stimulate and maintain appropriate
motivation among all those who make up the personnel of the
organization.”
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2.6 Training and Manpower Development
According Etuk(1995:249)it is one thing to recruit, select and place
employees on jobs, it is another for them to discharge their
responsibilities effectively. An employee may have the basic
qualifications needed for a job, but he may not have the necessary
experience and skills to perform effectively. This is why most
organization spends time, effort and resources to train their
employees. Training and development are related concepts.
Training refers to short-term educational programmers offered to
employees to help them learn technical knowledge and skills for a
particular job. Training therefore emphasizes the development of a
person, knowledge, skills and attitudes for vocational purposes.
Development, on the other hand, is a long-term educational
process by which managerial personnel learn conceptual and
intellectual knowledge for general purposes. In the view of Inyang
and Akpama(2002:81)staff development sometimes referred to as
management development can be seen as any learning activity
which is directed towards the future needs rather then present
needs, and which is concerned more with career growth than
immediate performance. The focus of development tends to be
primarily on an organization’s future needs of the individuals in the
work place.
Purpose of Training and Development
Inyang and Akpama (2002:82) reports that the purpose of training
and development include the following:
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(1) To improve performance and productivity i.e. the quality and
quantity of output.
(2) To lower the cost of waste and equipment maintenance
(3) To lower the number and cost of accidents
(4) To lower turnover and absentecision
(5) To increase job satisfaction since training and development
can improve the employee’s self-esteem.
(6) To help employees to adept to changed circumstance facing
organizations.
Training needs according to the above cited authors falls into 3
categories which are inter rependent:
(a) Company training needs
(b) Group training needs
(c) Individual training needs
Methods of Training
Etuk(1995:250) said that training can take many forms including
the following
(1) On-the-job training
(2) Vestibule or classroom training
(3) Apprenticeship training
(4) Demonstrations
(5) Simulation
(6) Lectures, conferences, seminars, case studies, role playing.
It should be noted that although some large organizations will use
all these training methods at one time, or another, some of them
appear to be used more frequently than others.
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On-the-job training which involves placing the new employees on
the job and instructing him on how to perform it, for example, is
the most common method used by industry to train individuals.
Some companies too, have special schools called restibule schools
for thin purpose. Apprenticeship training is the oldest method used
for training craftsman, trade man, and technicians. The use of each
training method therefore is often determined by the objectives of
the particular training course, the abilities, job level, and the time
and expense involved. There are other training techniques as
mentioned by Appleby (1987:206-297) they are:
Talk: A talk incorporating a variety of techniques, and allowing for
participation by the trainees. The participation may be in the form
of questions, asked of trainees, their questions to the speaker, or
brief periods of discussion during the currency of the session.
Job (skill) instruction: A session during which a job or part of a
job is learned in the following formula:
(1) The trainee is told how to do the job
(2) The trainee is shown how to do the job.
(3) The trainee dose the job under supervision each of these
parts may to a complete session in itself:
(a) Talk
(b) Demonstration
(c) Practice.
Discussion: knowledge, ideas and opinions on a particular subject
are freely exchanged among the trainees and the instructor.
30
Exercise: Here, trainees are asked to undertake a particular task,
leading to a required result, following lines laid down by the
trainers. It is usually a practice or a test of knowledge put over
prior to the exercise.
Exercise may be used to discover trainees excising knowledge or
ideas before further information or new ideas are introduced.
Exercise may be posed for individuals or for groups.
Project: similar to an exercise but giving the trainee much greater
opportunity for the display of initiative and creative ideas.
Employee Development:
In the words of Etuk (1995:251) development differs from training
in the following ways:
i. Development is aimed at managerial personnel while training
is designed for non-managerial personnel.
ii. Development involves a broader education for long run
general purpose whereas training courses are designed for
short term specific purposes such as the operation of some
equipment
Employee development programmers assume that every manager
regardless of his ability and performance on the job should be
encouraged to improve his performance and avoid professional
obsolence often associated with failure to keep up with the times.
The various methods for doing this can be classified under on-the –
job activities and off- the –job activities.
31
On-the-job Activities:
These include coaching, understudy assignments, job rotation and
lateral promotion, project and committee assignments and staff
meetings. Coaching is the process by which the more experienced
supervisors or line managers assist the young ones to perform their
supervisory functions more effectively. This is often done through
instructions, comments, criticisms, questions, suggestions or ideas
offered to motivate the subordinate officer to develop himself
further. In understudy assignments, new recruits or experienced
junior executives are offered staff assistant jobs to create
opportunities for them to understudy senior or top executives.
Job rotation is a situation in which employees are made to move
from one job to another for the purpose of acquiring basic skills
associated with each job. In project and committee assignments,
junior managers are made to serve as secretaries or members of
particular committees or projects to enable them study current
organizational problems and find solutions to the such committees
are often referred to “junior boards”
Off-the –job Activities:
While on-the-job activities for developing employees usually
constitute the basic phase of their development, there are other
activities which are not part of the normal job duties but which
help employees to develop themselves. These include formal
training courses, management games, role playing exercises, and
sensitivity training.
32
Most organizations send their employees to schools for formal
education, others invite management consultants to organize in-
plant courses for their employees. Such courses usually focus on
specific subjects such as general economic business and politics.
According to Onwuchekwa (1995:66) executive development
programme are designed in relationship to skills needed by
executives and also knowledge needed by executives.
Executives need the following skills and knowledge.
(1) Decision making skills
(2) Interpersonal skills
(3) Organizational knowledge
(4) General knowledge
(5) Specific individual needs
(6) Job knowledge
2.7 Motivation of Human Resources for Higher Productivity
Nnadi (2010:95) observed that motivation is directed to mobilizing
and utilizing the fullest potentials of the employees towards the
attainment of the goals and objectives of the organization. This is
an essential role of the manager who has the obligation to carry the
employees along to improve on the performance in the hospitality
industry.
Inyang (2002:107) stated that there are many reasons why people
are motivated to work. To a business manager, his major concern is
that the employees recognize, accept the common goal of the
organization and work co-operatively towards it.
33
The term motivation originates from Latin word movere, which
means to move. Motivation is that which causes, energizes, directs
or channels and sustains human behaviour in work environment.
These important aspects worth noting in this definition are
i. Motivation represents an energetic force, which drives
people to behave in particular ways.
ii. This drive is directed toward something; that is, motivation
as strong goal orientation.
iii. The ideal of motivation is best understood with a system
perspective that is for us to understand human motivation,
it is necessary to examine the forces within individuals and
their environments that provide them with feedback and
reinforce their intensity and direction.
Onodugo (200:128) argued that the root word for motivation is
motive. Motives are those innate drives or inner states which
explain why people behave in particular way in organizations. It
provides the explanation as to the “whys” of human behaviours.
Motivation constitutes those things which put in place propel a
worker to behave in a desired manner in the work environment.
In the view of Osuala (2004:152) motivation is a psychological drive
that gives a person’s actions purpose and direction.
Unamka and Ewurum (1995:169) emphasizes that there view of
motivation is that it is anything that stimulates people to act to
achieve in a better way stated objective. Motivation is not just
restricted to physical tangible things like money, but extends to
intangible psychological factors. Nobody can list all the factors
34
related to motivation. What motivates is also affected by the
situation, the inner drives, the needs, and objectives or goals of
people. Those things we bring into work situation that make people
work to the best of their ability can be classified as motivational
tools.
From the various definitions given above it is cognizance to accept
that the fact that a large part of manager’s task is getting thing
done through people; he must therefore try and understand
people’s motivation as asserted by Appleby, (1987:123). In
agreement with Appelby, Etuk (1995:254) suggested that as
leaders, managers must provide individual employees the
opportunity to satisfy their needs, wants and drives and these are
the forces that move them into action.
One motivational theory which is widely known by managers is
clearly set out by Abraham H. Maslow in his book motivation and
personality (1970 end. Harper and Row).
35
Source: Hierarchy of needs theory (Appleby 1987:124)
In the study Fredrick Herzberg two factor theory of motivation
which led to the classification of the factors in the workplace into
the tangibles and the intangibles.
The tangibles, also called the maintenance or hygiene factors,
include some of the necessities of the job like salary, job security,
work conditions, personal life, and status. Others include company
policy, technical supervision, interpersonal relations with
1. Physiological
5. Self actualization
Realizing one’s potential
For continued self development
4. Esteem
Achievement, self-confidence, status, respect, recognition by other
3. social
To belong, associate with be accepted by others
2. Safety
Protection against
Danger
Hunger Thirst
36
supervisor, interpersonal relations with peers, and interpersonal
relations with subordinates.
Herzberg noted that the tangibles are important when they are
lacking but of low motivational value when they are there, serving
only to meet the minimum expectations of the workers.
He further stated that the intangibles, also called the motivators or
satisfiers, constitute the real motivating factors in the work place.
They bring real satisfaction on the job.
These include:
- Achievement
- Recognition
- Advancement
- Responsibility
- The possibility of growth
- The work itself.
2.8 Appraisal of Human Resources Performance In Hospitality Industry
Performance appraisal of workers in the hospitality industry is very
important. According to Onwuchekwa (1995:62)stated that
employees in an organization under-go performance appraisal
exercise annually, the essence of appraisal is to find out how the
employee is performing in his responsibility. Performance appraisal
exercise helps the management to know how to improve on the
worker performance, decide future training and development
programme, give promotions, lay-off etc.
37
A chapter will be devoted in this book to discuss in details various
methods of performance appraisal.
In the work of Ulamka and Ewurum (1995:157) performance
appraisal connotes systematic evaluation of the individual
performance on the job and his potential for development.
Commonly, the evaluation is made by the employee’s immediate
superior. The superior is, in turn, evaluated by his own superior.
The most common arrangement for appraisal is the “boss-rates-
subordinate” practice.
Yoder (1979:358) opined that appraisal or evaluation of employees,
including supervisors and managers, is undertaken for several
purposes. Such evaluations- perhaps best known as personnel or
merit or efficiency ratings –may be used in salary or wages
adjustments. They are often used in determining eligibility for
promotions. In some working organizations, including public
agencies, low ratings may become the basis for demotion. The
rating process is widely used as a device to require supervisors to
become well acquainted with their crew members. Sometime
ratings determine who will be laid off. Ratings are probably the
most widely used criterion of successful performance in studies of
selection procedures and training programs. Several surveys have
reported on these common uses of employee appraisals.
Elaborating on this, Inyang and Akpama (2002:108) stated that in
every business, results are important, but some results are not
worth the means some take to achieve them most performance
systems in some organizations focus on results of behaviour while
38
in reality people are judged just as much on how they get things
done.
In performance appraisal it is important account for the “how” as
well as the “what” that affects staff performance. It is therefore
necessary to establish job description that are behaviour as well as
result – oriented, and a critical incident programmer in which
officers write reports regularly on the behaviour of their employees,
and support mechanism to help officers honestly appraise the
behaviour of their employees as well as their bosses.
Performance appraisal has three basic functions;
i. To provide adequate feed back to each person on his or
her performance.
ii. To serve as a basis for modifying or changing behaviour
towards more effective working habits and
iii. To provide data to officers with which they may use to
judge future job assessments and compensation.
Hospitality industry need the application of performance appraisal
exercise to ascertain economic performance of workers which may
indicates efficiency or inefficiency and then appropriate measures
taken in other to achieve the goal of the organization.
2.9 Industrial Relations In The Hospitality Industry
Conflict is inevitable in any human organization. The hospitality
industry is not aloof from industrial conflict. The need for industrial
relations arises as a result of inevitable nature of industrial
conflict. According to Etuk (1995:258) industrial relations as a sub-
function of personnel management focuses on the dealings that
39
management has with its own workers, with labour in general, and
with the government or state.
Ituen (1993:6) asserted that industrial relations deals with
negotiations between union and employers, strike and with
government intervention in strikes and negotiations. Put move
briefly, industrial relations is the study of job regulation.
Employment rules, and the way they are mand and interpreted,
cannot be understood apart from the organizations that take part
in the process.
Industrial relations then include the study of trade unions,
management, employer’s associations and such other bodies that
deal with the regulation of employment. Each of these
organizations has its own in conflict; they may apply pressure to
persuade each other to make concessions. The most notable form
of pressure in industrial relations is the strike, although there are
other forms of industrial action as well as.
Industrial relations include therefore the study of industrial conflict
and the use of industrial action. Industrial relation is a complex
term. Different people perceive it in different ways. Some view it as
relation between workers and employers and some regard it as
meaning a process of interest accommodation that is employers
and workers endeavoring to co-exist. Appleby (1987:321) argued
that the field covered by industrial relations is very wide, so only a
few important sections of this large topic will be briefly mentioned.
Some firms have a department of industrial relations quite separate
40
from other aspects of personnel and its main functions may consist
of:
(a) Prevention and settlement of trade disputes.
(b) Helping to form and maintain machinery of joint consultation.
(c) Keeping in close touch with the state of employer-employee
relations.
(d) Advising the firm or the government on industrial relations
problems.
Disputes may be settled by negotiation, conciliation, arbitration,
investigation and formal enquiry. Each trade or industry’s union
regulation must be known by the personnel officer. Personnel
managers need to have a thorough knowledge of procedures of
consultation and negotiation and the function of consultative
bodies. Loss of output through industrial disputes seems to
increase yearly and the proportion of strikes which occur without
union support has also increased.
Whether or not the purpose of an organization is to make a profit,
employers are continually under pressure to ensure that resources
are fully utilized and labour cost are stabilized or reduced. Work
people have interests. Their main concern is to maintain and
improve their standard of living. They seek improvements in wages
and salaries, increased leisure, better working conditions, stability
of employment, opportunities for advancement and satisfaction in
their work. Although interests are not usually the same, especially
when technological and industrial changes keep occurring
constantly, there is one common continuity of production and
hence employment- to keep the enterprise viable.
41
Inyang and Akpama(2002:182) have this to say that term industrial
relation is muti- disciplinary in character drawing some of its
vocabulary from economic, sociology, psychology and law. As a
result of this eclecticism, it is not amenable to a precise definition.
A cursory examination of the literature soon reveals this lack of a
universally acceptable definition. However, there appears to be a
general consensus that industrial relation is concerned with
employment relations. It is around the issue of employment
relations that students of industrial relations have attempted to
define the subject and emphasize its central focus. Richardson
(1954:12) considered it as “concerned with the determination of
working conditions”. He was quick to point out that since conflict
is imminent in such relationship, the parties’ involved eventually
evolved organization for the protection of their respective interests.
Similarity, for Heinemann (1969), industrial relations was
concerned with employment relations in an industrial economy. For
him employment should be the central focus of the study of
industrial relations. This should take into account all micro and
macro, individual and group aspects of employment. Flanders
(1965), although acknowledged the importance of employment
relation, defined the subject as “a study of the institutions of job
regulation.” This Flanders saw the formulation and application of
rules as important aspects of industrial relations. All forms of
“personal” or “unstructured” relationships which have their
importance for management and workers are of course, excluded
from the study of industrial relations. Flanders approach tended
not only to narrow the scope of inquiry to the regulation of conflict
but also to limit analysis to mainly formal institutions and hence,
42
the inability to explain why certain informal work behaviour evolve
in an organization.
Aware of these shot comings, Bain and clegg(1974)attempted to
define the subject as “the study of all aspects of job regulation – the
making and administering of the rules which regulate employment
relationships – regardless of whether these are seen as being formal
or informal, structured or unstructured”. The rule and job
regulation approach have apparently come to occupy a prominent
position in the study of industrial relations. But the focus on rules,
however tended to neglect the individual and work groups which
are very important in industrial organization.
Position of Trade Union in Industrial Relations:
Inyang and Akpama(2002:197-8)elaborated on the position of trade
union in industrial relations- in law a trade union is a voluntary,
unincorporated association and its purpose is the regulation of the
terms and conditions of employment. The trade union decree of
1973 No. 31: section 1(1) defined a trade union as: any
combination of workers or employers, whether temporary or
permanent, the purpose of which is to regulate the terms and
condition of employment of workers, whether the combination in
question would or would not, apart from this Decree bean unlawful
combination by reason of any of its purpose being in restraint of
trade and whether its purpose do or do not include the provision of
benefits for workers”. From this definition we can say that a trade
union may have additional purpose and may apply its funds for
any lawful purposes which are authorized by the union book.
43
The following reasons are advice by the authors why employees
organized or join unions.
1. Employers’ unfair and arbitrary treatment of employees, the
abuses and autocratic practices of executives and supervision
and the practices of favoritism and discrimination by
supervisors.
2. Discontent with earnings because of inequality of pay or low
wages.
3. The workers’ realization that collective action is more effective
that divided action in dealing with employers. Workers have
long realized that they must band together to protect their
interests and save themselves from exploitation and unjust
treatment or employers’ who have little or no regard in
human relations.
4. The labour code protects the rights of workers:
a. To organize themselves.
b. To form, join or assist a labour organization of their own
choosing and
c. To engage in joint activities for the purpose of collective
bargaining and other forms of matural protection.
5. The satisfaction of certain psychological and social needs in
gaining status and recognition and the thought that union
leaders are useful because the union can wield power over
management for their protection. Unions also satisfy certain
egoistic need, such as pride, prestige, vanity.
6. The workers desire to render services to their fellow workers
who have problems and grievances.
44
7. Management’s failure to give the employees what are due to
them by law or by the company’s voluntary grants.
Employees also organize unions for better economic and working
conditions, for participation or control benefits and desire to
be heard and recognized as partners of management.
8. Management’s failure to give proper attention to the workers,
individual and group needs, such as satisfactory working
conditions, adequate wage and fair treatment.
9. The feeling of security in employment of economic advantage
through collective union.
10. Some labour contracts provide for compulsory membership in
the form of closed-shop or union-shop agreements. In such
eases, all employees, regardless of their feeling about unions
must become union members.
11. Lack of recognition by management of the importance or
value of the employee’s job accomplishments.
12. Union leaders and members exert efforts to enlist other
workers and may even harass those who refuse to join them
professional organizers from outside unions together with
agitators and rabble-rousers not on the payroll of a firm, stir
up otherwise satisfied employees.
13. The desire to seek solution to common problems and
aspirations together. Employees know that in union there is
strength.
14. If the general conditions, the policies and programmes and
the working relationships in the easily target for the
organization of unions.
45
Etuk (1995:261-2) explained lucidly that employers and unions
have various methods to bring pressures upon the opposing side
and induce them to make greater efforts to achieve a compromise.
Among the tools used by trade unions are strikers, pickets and
boycote, employers respond to union strikers that lockouts,
blacklists and injunctions.
Strikes
A strike or walkout is a temporary refusal by employees to perform
their jobs until their demands are met by employers. Some unions
abuse this weapon by calling out their members on strike when the
situation did not warrant the use of this weapon. Since a strike can
have a serious effect upon not only the union and its members but
also the entire economy, care should be taken by union leaders to
ensure that the right is not abused.
Boycotts:
The boycott is another economic weapon used by unions to force
employers to comply with their demands. This is rarely, if ever,
used by Nigerian labour unions. It involves refusal of a union to
allow its member to patronize companies whose employees are on
strikes. This type of boycott is known as a primary boycott. A
secondary boycott occurs when the union, tries to prevent third
partners (suppliers, distributors, etc) from patronizing the business
enterprise. Such boycotts are illegal.
Pickets:
When a union is on strike, it is usual for it to place persons at the
gates of the premises to prevent persons from entering or leaving
46
these premises. This action is known as picketing and is designed
to inform members of the public that a strike is going on at the
plant.
Lockouts:
A lockout is an employer’s refusal to allow union members to enter
the factory to work. This action is often used by employers
association to support members who have been struck by a union.
The grounds for such group action is that “a strike against on is a
strike against all”.
Black lists:
A blacklist is a list of names of persons though to be troublemakers
or union agitators. Such a list is often prepared and circulated
among members of an employer’s association, the purpose being to
deny employment to those person whose name appearance on the
list.
Injunctions:
An injunction is a court order restraining a union from interfering
with a plant’s production particularly during a strike. The aim of
such an order is to prevent mass picketing, acts of violence, or
destruction of company property.
Settlement of Trade Disputes:
Trade disputes can be settled essentially through two methods in
Nigeria. One method involves the use of the voluntary machinery
and the second makes use of the statutory machinery which
include conciliation, arbitration, National Industrial Court and
47
Board of inquiry (Inyang: 200). The procedures for the settlement of
trade disputes are set out in the Trade Dispute Decree N0.7, 1976.
This Decree has now appeared under consolidation laws of the
federation of Nigeria 1990, as Trade Disputes Act. Cap. 432.
Some scholars has suggested public relations approach of
managing industrial crises. Nwosu (2006:41) stated that the
advisory function of public relation involves identifying possible
areas of friction like workers motivation, welfare and empowerment
and giving professional counsel to the party concerned
management /employer or trade union/workers as earlier warning
signals to avert or reduce that friction so that it does not
degenerate or develop into a full blown problem or conflict. It is a
method of trouble –shooting in public relations that are preventive
as well as serving as a guide to peace, harmony and mutual
understanding in the workplace. They may be related to public
opinions, perceptions, attitudes, politicies, communications or
behaviours that need to be properly managed to ensure mutual
understanding; and they are actually given in confidence by the
public relation manager to the parties concerned. In fact, the
earliest public relation practitioners in the U.S.A. and United
Kingdom worked as and were know corporate counsellors. The
advisory function of public relation is based on the premise that
good advice when well and timely give by someone who should
know (e.g. a professional expert) and who means well is not only a
very potent problem solver but is often worth more silver and gold.
Ajene (2009:191) do agree with Nwosu that the expression public
relations therefore should be found in management policies which
48
is the responsibility of everyone connected with the organization.
Overtly, everyone in an organization engages in public relations
whether he recognise it or not. Thus, it should be regarded not only
as a management tool but also as a part of management itself. This
is because; more and more decision makers recognise that the
public relation stake of their organization is much important that
mere publicity because the personality of that organization
demonstrated through these attitudes is a critical factor in its
success and failure.
2.10 Health and Environment Safety
There is need for health and safety in the hospitality industry. This
functions seem be neglected by management in the industry.
Theoretically scholars has written much on health and safety as an
important aspect of human resources management and even the
government over the years has made various legislations on health
and environmental safety in business organization.
According to Appleby (1987:319) the maintenance of safe working
conditions and the prevention of accidents are most important.
Accident prevention is the responsibility of management and this
responsibility is often delegated to the personnel manager. In other
firms, it may be the responsibility of the works engineer or works
manger.
Etuk (1995:257) argued that besides selecting and maintaining the
worker force, must personnel departments also sponsor service
activities designed to provide an occupational climate that will
enhance the physical, mental, and emotional conditions of their
49
employees. These activities can be grouped into health and safety
and direct and indirect services and other condition of service.
Furthermore Etuk emphasizes that most work environments are
prone to accidents and other physical hazards which often present
serious social and economic problems both to the employer and the
employee. Organizations therefore are expected to provide working
conditions that protect the health and safety of their employees.
Federal laws and administrative procedures prescribe safeguards
that must be taken by employers of labour to ensure the health
and safety of their employees. Parts iv, v and vi of the factories Act,
1987 for example, provide conditions to ensure the general health,
safety and welfare of workers. They make it mandatory for
employers to ensure factory cleanliness, to prevent overcrowding,
provide good ventilation and lighting, to fence every dangerous part
of any machinery other than prime movers and accommodation for
clothing and first aid.
Most Nigerian companies either contract for the occasional services
of medical doctors and nurses or employ the services of these
personnel to take charge of first aid and minor ailments. Some
companies too, appoint safety officers to take charge of their safety
programmes. Such officers report directly to the head of the
personnel department. Among the main health programmes
undertaken by organizations to ensure the welfare of their
employees are group insurance and pension plans, hospitalization
arrangements in cases of sickness, and medical attention on the
premises. Some company health services such as free medical
50
treatment are usually extended to workers’ families particularly
wives and young children.
Inyang and Akpama (2002:173) listed various safety programmes.
Many big companies have well developed plan of action for safety in
order to minimize accident rates and other work-related injuries.
This plan may involve the following:
1. The establishment of safety committees. The committee
should be made up of the factory manager and engineer,
personnel manger and representatives from each department
and from each level of employee. The duty of the safety
committee is to instruct all employees on safe methods of
working. The committee may also investigate accident cases
and make decision on job safety suggestions.
2. Appointment of a safety officer and the establishment of
responsibility for safety. Competent and well trained safety
officer should be aware of their own responsibility for safety
within their own departments.
3. The analysis of accidents: every accident should be recorded
and investigated. The aim is to discover the primary cause of
the accident and, if possible, to take the necessary steps to
prevent the resource of a similar accident.
4. The maintenance of a safe and healthly working environment.
In addition to complying with the legal requirements,
management should create as healthly and agreeable a work
environment as possible. The emphasis here is to put in place
51
the health provisions as earlier discussed-since all these
contribute to a reduction in the accident frequency rate.
5. The production of a manual of safe working methods. This
manual must be produced for each job within the factory. It
should be based on a job analysis, and will emphasize the
hazards in each job and describe methods of working which
will overcome these hazards. The supervisor / foreman can
then the workers in correct and safe methods of working.
6. The provision of adequate facilities and trained personnel to
deal with inquiries to employees while at work: These may be
in the forms of first-aid services, medical centers, treatment
rooms, equipment and soon.
7. Safety training for every employee, at all levels: such training
is fundamental to the success of any safety programme, for
without the intelligent and understanding cooperation of all
employees and accident prevention scheme is bound to fail.
Safety training should be made part of the employee’s normal
training programme and continues. Such training is intened
to achieve two objectives.
8. To develop safe methods of working for each employee.
9. To develop an informed safety consciousness in every
employee.
52
2.11 FACTORS AFFECTING HUMAN RESOURCES MANAGEMENT IN HOSPITALITY INDUSTRY The bane of human resources management as a sub-functional
area of general management is peculiar to every other business
organization in Nigeria. The hospitality industry is also facing this
problems.
Nwachukwu (1988) stated that it is now obvious to everyone that of
the factors that are necessary for economic take-off, none is to be
stressed more often than management.
Recruitment and selection processes are influenced by multifarious
internal and external factors.
According to Flippo in Onwuchekwa (1995:8) the job of personnel
management is made more difficult by such factors as the rise of
modern labour unions, increasing educational level of societal
members, the increasing size and sometime violent demands of less
privileged segments of our society. These last named factors alter
public management’s role. Though the society permits and
encourages the use of its citizens as means to organizational ends,
the fact that they constitute an instrumental work force in no way
detracts from that they are:
1. Human beings with certain inalienable right.
2. Society’s citizens with assigned rights and privileges.
Inyang and Akpama (2002:55-6) enumerated some of the factors
that influence the selection process which of course is a cog in the
wheel of progress of effective and efficient human resource
management.
53
a. Nature of the Organization: This may influence the selection
process. For example, in the private sector, the emphasis is
on systematic and vigorous selection of new employment
applicants. Here the decision is based on merit, competence,
ability, qualification and experience. In the Nigerian public
sector, even when such systematic selection process is
employed, it is often mellowed down as a result of the
patronage factors-ethnicity, federal character, catchment are;
nepotism and favouritism, etc.
b. Labour market: The industrial organization must necessarily
hire from the labour. If there are many applicants, a situation
of saturated labour market, the selection process is long and
the organization can quite selectives in its choice. But if there
are few applicants, a situation off fight labour market, the
selection process will be short and relatively easy.
Organizations are expected to understand the state of the
labour market to enhance their decision –making ability vis-à-
vis the selection process.
c. Trade unions: In some organizations, trade unions contracts
require that membership be a criterion in employee selection.
This condition will definitely affect the selection process.
d. Government policies: Government passes several legislations
to influence employment practices-for example, equal
employment opportunity and human right. The federal
government, for example, makes provision for federal
character representation in recruitment and selection. This is
intended to give equal employment opportunities to the
different ethnic group that make the polity –Nigeria.
54
Nwachukwu (1988:273) wrote on areas of social responsibility that
business social responsibility exists in all the enterprises with their
customers, owners, employees, suppliers, creditors,, management,
government and the society as a whole. Thus and person who share
the environment with the enterprise has a relationship with it. This
has effect on hospitality industry as a result of pressure on human
resources managers by the community who always agitate for the
employment of members of their community whether they are
quality or not.
Office politice is one of the factors that influence human resources
management in Nigeria. According to Farounbi (1983:16) he opined
that a common element in office politice is the use of patrons. Even
those who refuse to accept the reality of office politics always
complain about the rate of promotion of some people. Some get
bothered by the ease with which some others get on, career-wise in
the organization. The emphasis here is that some workers are
rapidly promoted in an organization than others as a result of office
politics. There is no equipty. The best are never considered to be
the best. In competent people are therefore often promoted to
position of incompetency. These do affect effective human resources
management.
55
REFERENCES
Ajene I. A. (2009) Generating Industrial Harmony in Nigeria
corporate organizations Through Public Relations: The
BCC Example. Nwosu (ed) The Biannual Journal of the
Nigerian Institute of Public Relations vol.26 Number 1&2.
Akpan, R. J. (2003) Theories and Practice in Educational
Administration Mef (Nigeria) Limited Uyo.
Appleby R. C. (1987) Modern Business Administration 3rd Ed) Niger
print limited Lagos.
Chambers 21st century dictionary revised edition.
Chigozie O. U. (2007) The role of advertising in the effective
management of the hospitality industry. The enterprise –
and international research journal for development. Vol. 9
N02. Eboh, F. E. (2002) Management Theory, Models for
Decision Making Computer Villa Publishers Enugu.
Etuk, E. J. (1995) Foundations of Modern Business Management
University of Calabar Press Calabar.
Furounbi, Y (1983) controversy within the dynamics of office
politics. Ibadan, Labs Deroy centre.
Hackett, P. C. (1979) Success in Management; Personnel
Northumberl and Press Ltd Britain.
Inyang B. J. & Akpan, A. M. (2002) Personnel Management Practice
in Nigeria. Merb Business Centre Calabar.
56
Inyang, B. J. (2002) Management Theory Principles and Practice
Merb Publishers Calabar. Ituen N. W. (1993) Introduction
to Industrial Relations System in Nigeria and the Nigeria
Labour Laws. Osamesoh Business Ventures Calabar.
Livy. B. (1988) Introduction in B. Livy etal (ed) Corporate Personnel
Management United Kingdom: Pitman Publishing.
Nnadi, C. (2010) Human Resource Management: A Practical Guide
Great AP Express Publishers Ltd Nsukka Nigeria.
Nwaosu I. E. (2006) Public Relations as a Veritable tool of
Industrial Relations Management: A Critical and
Prescriptive Analysis Nwosu (ed). The Biannual Journal of
the Nigerian Institute of Public volume 3 number 1.
Okoli, Chukwu Dum (2001) Tourism Development Management in
Nigeria, Enugu, Jee Communication.
Onah J. O & Thomas M. J. (1993) Marketing Management
Strategies and cases Percific Publishers Anambra.
Onodugo V. (2002) Management Fundamentals Cencepts,
Principles & Practices EL’Demale Ltd. Publisher, Enugu.
Onwuchekwa C. I. (1995) Personnel Management Coshen
Publishers Awka Onitsha.
Osuala, E. C. (2004) Teach Yourself Business Management
Africana-first Publishers Limited Onitsha.
Riches, C and Morgan R (1989) Human Resources Management in
Education Milton Keynes Open University Press.
57
Ubeku, A. K. (1975) Personnel Management in Nigeria. Ethiope
Publishing Corporation Benin city.
Unamka, P. C. & Ewurum U. J. F. (1995) Business Administration.
Precision Printers and Publishers Enugu.
Uwachukwu, C. C. (1988) Management theory & practice. Africana-
Fep Publisher Onitsha
Yoder D. (1979) Personnel Management and Industrial Relations
Practice-Hall.
1999 constitution of the Federal Republic of Nigeria.
58
CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY
3.1 Research Design
The focus point of the study is on Human resource as a tool for
efficiency in hospitality industry. The survey method is the
research design adopted for the study.
3.2 Population of the Study
The population of the study comprises 300 staff of Imo Concorde
Hotel Limited Owerri, Imo State, Nigeria and Nike Resort Hotel
Limited, Enugu State Nigeria. The population included all
categories of staff-management, middle and operative management.
3.3 Sampling Technique/Sample Size
The researcher adopted the stratified random sampling technique
in selecting the sample for the study. This was done to give every
member of the population equal chance of being selected. 10
management staff were selected from both Hotel, 20 middle
management and 70 operative or lower management each hotel
were randomly selected for the study.
3.4 SOURCES OF DATA COLLECTION
There were two main sources of data collection for the study. The
primary and the secondary sources were used.
59
The primary source: involved data collected from the respondents
directly which were not in literature form. The secondary data:
source of data, sources are articles, publications, and other written
materials.
3.5 RESEARCH INSTRUMENT:
The research instrument used by the researcher was the
combination of questionnaires, observation and document
observation. The questionnaire were administered to the
respondence.
3.6 METHODS OF DATA COLLECTION
For the purpose of this research work, the following method of data
collection were used.
a. Orally interview: the workers of Imo Concorde hotel and
workers of Nike lake hotel were interviewed orally.
b. Documentary: some document were used as sources of data
for the study, such as the textbooks, pamphlets, and journal
which as well help the researcher to determine the direction
to investigate and the extent to which the research gose about
his finding.
c. Questionnaire: this contains question distributed to the staff
of Imo Concorde hotel and Nike lake resort in other to know
about the efficiency of human resource management in their
organization.
60
3.7 DETERMINATION OF POPULATION SIZE
The sample population was determined from the Imo Concord hotel
Imo state and Nike Lake resort Enugu. In which the Imo Concorde
and Nike Lake number of workers were 100 and 200 respectively
which is total (300) three hundred of the population used.
3.8 DETERMINATION OF SAMPLE SIZE
The sample size is determined using yaimene’s sampling size
formula.
This is given as
n = N
I + N (e)2
Where n = sample size
N = population
I = constant
e = degree of effective
Given that N = 300
And e = (0.05)2
= 300
1 + 300 (0.0025)
61
= 300
1.75
= 171.43 approximately = 171.
3.9 METHOD OF ADMINISTRATING QUESTIONNAIRE
One hundred and seventy one questionnaires were distributed to
the workers of Imo Concord hotel and Nike Lake Resort. The
questionnaire consisted of open-ended as well as unstructured
question. Asika (1991) reports that unstructured question are
described as open-ended question. A total of fifteen questions were
developed and used for the study. The design made provision for
options as well as provided spaces for the respondents to express
their feeling concerning issues raised. An additional three question
were adopted for oral interview. The questionnaires were
administered personally by the researcher.
On the whole, one hundred and thirty questionnaires were received
by the researcher, ten (10) of these were not acceptable because
vital statistical information were omitted by the respondends.
Consequently, one hundred and twenty (120) responses were used
for the study. This represented ninety-five percent (95%) response
rate.
3.10 METHOD OF DATA ANALYSIS
The research chose the chi-square(x) and percentage statistical
techniques in the analysis of the data collected. The chi-square (x2)
statistical tool was used to validate the six hypothesis stated in
62
chapter one, base on the responses to items 10 to 15 of the
questionnaire designed for the study, While there percentage
approach was adopted in analying the data derived from response
in the rest of the questionnaire. The data were further summarized
using research table.
Taylor (1997:p.389) stated that the chi-square (x2) tool is essentially
of significance test which makes use of data difference between
observed and expected frequencies.
In other words, the chi-square measures the discrepancy existing
between observed and expected frequencies. It can never be less
than zero (o)
Mathematically stated the chi-square is given as:
X2 = (fo-fe)2
Fe
Where x2 = chi-square
fo = the observed number in the effective
fe = expected number in the effective.
3.11 DECISION RULES
The decision rules are as follows: Kohout (1974 : p . 74) stated that
if the computed value of the chi-square is greater than the
statistical table’s critical value of chi-square (x2) the null hypothesis
(Ho) would be accepted at the stated level of significance. But if the
computed value of the chi-square (x2) is less than the table’s critical
value (x2) the null hypothesis would be rejected.
63
For the purpose of this study a 5% level of significance was
adopted. While the theoretical value of the chi-square (x2) with (3-1)
(2-1) = 2 degrees of effectiveness is 5.99.
The percentage approach expressed the relationship between
observations in items of percentage. In other words, it is the
objective upon on hundred (100).
64
REFERENCES
Asika Nnamdi, (1991) Research methodology in the behavioural
sciences, Lagos: Longman Nigeria Plc PP40-45 and 110-
1180.
Bordens Kenneth and Abbott B. Bruce (2002) Research Design and
methods – A process Approach 5th ed, Boston, MCGraw
Hill Company.
James Chinedu Ihemeje and Sam Baba Adamu Tende (2006):
management Research methodology principles and
practices. Onaivi printing and pub. Co. ltd. Keffi, Nasarawa
State.
Obeleagu _ Nzerible Chinelo : (1995) Business Data presentation:
Business statistics theory and Application, Enugu: optimal
publishers limited P. 11.
Yeman. Y (1964): statistical, an introduction Analysis, New York:
Harper and Run Publisher P.20.
65
CHAPTER FOUR
PRESENTSATION OF DATA AND DATA ANALYSIS
4.1 Introduction The aim of this chapter is to present and analyze the data collected
during the empirical study of Human resources management as a
tool for efficiency in the hospitality industry with the concord hotel
Owerri, Imo State and Nike Lake Resort Enugu State as a case
Study.
The method of presentation will be mostly analytical based on the
data generated from the questionnaires distributed to the
employees in the two hotels used for the study, the concord hotel
Owerri and Nike Lake Resort Enugu. The questionnaire contains
question designed to enable the researcher obtain the opinions of
all categories of staff about how efficiency the tools of human
resource management is in their hostels or hospitality industry.
As earlier highlighted in chapter three of this research project, the
majority of the questions in the questionnaire were structured in
multiple choice design in the way that respondent would be able to
give articulate and relevant answers to the questions.
However, some of the questions were also designed in an
unstrusted form, in order to give room to the respondents to
respond freely and in an unrestricted manner to the concept of
Human resource management as a tool for efficiency in the
hospitality industry.
66
The data collected from the management stasff were analyzed and
interpreted using percentage and hypotheses were also tested using
ch-square (X2). Also personal were analyzed.
Presentation and Data Analysis
Part A
Question 1: The responses on the role of human resource management
In the hospitality industry the role of human resource management
department are as fellows:
1. To help the organization reach its goals
2. To employ the skills and abilities of the workforce efficiently.
3. To provide the organization with well trained and well
motivated employees.
4. To increase to the fullest the employee’s job satisfaction and
self actualization.
5. To develop and maintain a quality of work life which
makes employment in the organization a desirable
personal and social situation.
6. To communicate human resource management policies to all
employees.
7. To help maintain ethical policies and behaviour
8. To manage change to the mutual advantage of
individuals, group, the enterprise and the public.
67
Question 2: What are the functions of Human Resource management in the hospitality industry?
The responses on they functions said that the functions in this
department is that the manager responsibility in to accomplish the
departmental goal. These are:
1. Planning of the organization objective and goal.
2. Organizing them in order to achieve the goal.
3. Directing the staff on what to do to achieve the goal.
4. Controlling the affairs of the organization.
Question 3: What are the challenges of modern Human resource management in the hospitality industry?
The responses on the challenges are as follow:
1. Changing mix of the work force.
2. Changing values of the workforce
3. Changing demand of employers
4. Changing demands of government
5. Inadequate communication.
6. Inadequate financial reward.
Part 2
Questionnaire distribution
The questions in this part refer to the respondent’s personal data.
Question 1: Age
68
Table 1
Variable in years Frequency Percentage %
18 – 25 25 20.83%
26 – 35 40 23.33%
36 – 45 35 29.17%
45 and above 20 16.60%
Total 120 100%
Source: Survey research questionnaires returned by respondents, 2010
Table 1 above shows that majority of respondents were in the 26 –
35 years age bracket amounting to 33.33%, those in 36 – 45 years
age bracket constituted 29.17% giving a combined total of 62.5%.
Thus, the majority of the respondents are in the age bracket of 26 –
45 years, which translate to the most viable and energetic
workforce in the organization. This represent the most productive
years of an individual employee in an organization.
69
Question II: Sex
Variable in years Frequency Percentage %
Male 50 41.67%
Females 70 58.33%
Total 120 100%
Source: Survey research questionnaires returned by respondents
Table 2 staff sample sex distribution
From table 2 above, although there is little or no significant
implications of sex to human resources management as a tool for
efficiency in the hospitality industry, this question was meant to
determine the gender structure of staff at Imo Concorde Hotel and
Nike Lake Resort Enugu. However, suffice it to say that the
hospitality jobs are not gender discriminatory. As the jobs can be
handled equally well by either of the sexes.
Nevertheless, there is more female staff in the reception department
than the male just as there is more male staff in the recreation
department and security department.
70
Question III: Staff Sample marital status
Variable in years Frequency Percentage %
Married 40 33.33%
Single 50 41.67%
Divorce 30 25.%
Total 120 100%
Source: Survey research questionnaires returned by respondents
Table 3: sample marital status distribution:
The table above shows the marital status distribution of the two
hotels. Although the marital status of an employee may affect the
mobility of the employee and hence his availability for training and
development programme as one of the tool for efficiency in the
hospitality industry, the training outside his or her base, it is
expected that proper planning, scheduling and selection of the
training venues should be put in place so that it will not affect any
marital status. Because following the sample calculation the single
statue is higher by 41.67%, if there as not are no proper planning,
scheduling and selection the single will again the tool of training
alone.
71
Question IV: Job Experience
Variable Frequency Percentages %
1 – 5 years 30 25%
6 – 10 years 50 41.67%
10 and above years 40 33.33%
Total 120 100%
Source: Survey research questionnaires returned by respondents
Table 4: Sample Job Experience:
The table above shows that the staff whose experience is six (6) to
ten years has higher percentage of 41.67% and it also used to
measure the job safety and security of the employee as effective tool
for efficiency in the hospitality industry, which shows that there is
job safety and security in the two organization which is the
hospitality industry.
72
Question V: Job status/Designation
Variable Frequency Percentages %
Director 20 16.67%
Supervisor 25 20.83%
Manager 40 33.33%
Clerical officer 35 29.17%
Total 120 100%
Source: Survey research questionnaires returned by respondents
Table 5 staff sample job status
The table 5 above indicated that the majority of the respondents
were in the management level and clerical level of the organization.
The total percentage of staff in these two categories equals 62.5%.
Obviously, these categories of staff can be considered to be the
nucleus of the hotel workforce and hence can be regarded as the
first choice candidates to be motivated and train for effective
productivity in the hospitality industry.
73
Question VI: Social facilities
Variable Frequency Percentages %
Yes 100 83.33%
No 20 16.67%
10 and above years 40 33.33%
Total 120 100%
Source: Survey research questionnaires returned by respondents
From the above analysis it could be seen that 83.33% of the
respondent are of the opinion that they have social facilities in their
organization which attract the tursio in this industry for their
relaxation and comfort while remaining 16.67% are of the opinion
that there do not have enough.
Question VII: Factors affecting human resource management
Variable Frequency Percentages %
Federal characters 10 8.33
Tribalism 30 25%
Office polities 20 16.67%
All the above 60 50%
Total 120 100%
Source: Survey research questionnaires returned by respondents
74
From the table 7 above shows that the all these factors which are
federal character, tribalism and office polities are all factors that
affect human resources management in the hospitality industry of
which tribalism is the one that has higher effective on the human
resource management.
Question VIII: Staff performance appraisal
Variable Frequency Percentages %
6 months 25 20.83
1 year 35 29.17
2 – 3 years 40 33.33%
None of above 20 16.67
Total 120 100%
Source: Survey research questionnaires returned by respondents
Table 8 above showed that the hospitality industry with the regards
to Imo concord hotel and Nike lake resort Enugu do appropriate
their employee or motivate their staff between two to three years of
their services in their organization, which does not show a good
motivative appraisal performance because if an employee who is
been motivated at two and above year see any other organization
whose the appraisal performance is less than he or she will
automatically leave the hospitality industry to that organization
where his hard work will be appreciated.
75
Question IX: Health and safety condition
Variable Frequency Percentages %
Excellent 25 20.83%
Very good 20 16.67%
Good 45 37.5%
Poor 30 25%
Total 120 100
Source: Survey research questionnaires returned by respondents
Table 9: Sample health and safety condition:
The table above shows that the staff health and safety in the
organizations are of good quality here because from the calculation
of the questionnaire distributed shows that 37.5% of the staff
health and safety are good. But it also have to be improved to be
excellent in order to active the maximum organizational goal.
Part 3
Test Of Hypothesis
Hypothesis one
76
Table 1:
s/no Response High rating Low rating Total
I Excellent 45(37.92) 20(27.08) 65
Ii Good 20(20.41) 15(14.58) 35
Iii Poor 5(11.66) 15(8.33) 20
Total 70 50 120
Source: Survey research questionnaires returned by respondents
Table 2: Computed table
Fo Fe Fo-fe (fo-fe)2 (fo-fe)2
fe
45 37.92 7.08 50.1264 1.3218
20 20.41 -0.41 0.1681 o.0082
5 11.66 -6.66 44.3556 3.8048
20 27.08 -7.08 50.1264 1.8510
15 14.58 0.42 0.1764 0.0120
15 8.33 6.67 44.4889 5.3408
12.3386
77
Source: Survey research questionnaires returned by respondents
Decision at the 0.5 level of significance, the theoretical or table
value of x2 with (3-1) (2-1) = 2 degree of freedom is 5.991. But the
computed x2 value from table two (2) above gives 12.33. The
alternative hypothesis is rejected at 0.5 level of significance
because the computed value of x2 is greater than the accepted, that
statistical table’s or critical value chi-square (x2) as stated in
chapter three (3). This means that the null hypothesis is therefore
accepted. That is to say that: Employment functions of personnel
management depend on step by step approach.
Hypothesis 2
Table 3
s/no Response High rating Low rating Total
I Contribute
effectively
60(56.25) 15(18.25) 75
Ii Contributed
fairly
20(22.51) 10(2.5) 30
iii Not at all 10(11.25) 3(3.75) 15
Total 90 30 120
Source: Survey research questionnaires returned by respondents
Complutated table
78
Table 4
Fo Fe Fo-fe (Fo-fe)2 (fo-fe)2
fe
60 50.25 3.75 14.0625 0.25
20 22.5 -2.5 6.25 0.2777
10 11.25 -1.25 1.6525 0.1388
15 18.75 -3.75 14.0623 0.7708
10 2.5 7.5 56.25 22.5
5 3.75 1.25 1.5625 0.41666
24.3536
Decision
At the 0.5 level of significance, the theoretical or table value of x2
with (3 – 1) (2 – 1) = 2 degree of freedom is 5.991. But the
computed x2 value from table 4 above gives 24.35. The alternative
hypothesis is rejected at 0.5 level of significance because the
computed value of x2 is greater than the table value. The null
hypothesis is therefore accepted, that is training and manpower
developments contribute to effective human resources
management.
79
Hypothesis 3
Table 5: computation data for the validation hypothesis three
s/no Respondent High rating Low rating Total
I Higher
productivity
50(43.33) 15(21.66) 65
Ii Lower
productivity
20(23.33) 15(11.66) 35
iii Very low
productivity
10(13.33) 10(6.66) 20
Total 80 40 120
Source: Survey research questionnaires returned by respondents
Table 6: computation data for the validation of hypothesis three
Fo Fe Fo-fe (fo-fe)2 (fo-fe)2
fe 50 43.33 6.67 44.4889 1.0267
20 23.33 -3.33 11.0889 0.4753
10 13.33 -3.33 11.0889 0.8318
15 21.66 -6.66 44.3556 2.0478
15 11.66 3.34 11.1556 0.9567
80
10 6.66 3.34 11.5556 1.6750
7.0133
Decision: At the 0.5 level of significance, the theoretical or table
value of x2 with (3-1) (2-1) = 2 degree of freedom is 5.991. But the
computed x2 value from table above gives 7.013. The alternative
hypothesis is rejected at 0.5 level of significance because the
computed value of x2 is greater than the table value. The null
hypothesis is therefore accepted, that effective wages and salaries
administration can enhance higher productivity by the workers.
Hypothesis 4
Table 7
s/no Response High rating Low rating Total
I Strongly agreed 75(70.83) 10(14.16) 85
Ii Agreed 20(20.83) 5(4.16) 25
iii Disagreed 5(8.33) 5(1.66) 10
Total 100 20 120
Source: Survey research questionnaires returned by respondents
81
Table 8: Computation data for the validation of hypothesis four 4
Fo Fe Fo-fe (fo-fe)2 (fo-fe)2
fe
75 70.83 4.17 17.3889 0.2455
20 20.83 -0.83 0.6889 0.0330
5 8.33 -3.33 11.0889 1.3312
10 14.16 -4.16 12.3056 1.2221
5 4.16 0.84 0.7056 0.1696
5 1.66 3.34 11.1556 6.7216
9.7216
Decision: at the 0.5 level of significance, the theoretical or table
value of x2 with (3-1) 2-1) = 2 degrees of freedom of 5.991 but the
computed X2 value of table 8 above given 9.7216. The alternative
hypothesis is rejected at 0.5 level of significance because the
computed value at x2 is greater than the table value. The null
hypothesis is therefore accepted, that is peaceful working
atmosphere depends on good industrial relations.
82
Hypothesis 5
Table 9
s/no Response High rating Low rating Total
I Increased
productivity
40(35.00) 20(25.00) 60
Ii Enhanceing
effectiveness
25(23.33) 15(16.66) 40
iii Enhancing
efficiency
5(11.66) 15(8.33) 20
Total 70 50 120
Source: Survey research questionnaires returned by respondents
Table 10:
Fo Fe Fo-fe (fo-fe)2 (fo-fe)2
fe 40 35.00 5 25.00 0.7142
25 23.33 1.67 2.7889 0.1195
5 11.66 -6.66 44.3356 3.8040
20 25.00 -5 25.00 1.000
83
15 16.66 -1.66 2.7556 0.1654
15 8.33 6.67 44.4889 5.340
11.143
Decision: At the 0.5 level of significance, the theoretical value of x2
with (3 – 1) (2-1) = 2 degrees of freedom of 5.991. But the
computed x2 value of table 10 above given 11.143. The alternative
hypothesis is rejected at 0.5 level of significance because the
computed value of x2 is greater than the theoretical value. The null
hypothesis is therefore accepted, that is motivation is necessary for
effective performance.
s/no Response High rating Low rating Total
I Strongly agree 70(66.66) 10(13.33) 80
Ii Agree 25(25.00) 5(5.00) 30
Iii Disasgree 5(8.33) 5(1.66) 10
Total 100 20 120
Source: Survey research questionnaires returned by respondents
84
Table 12: computed table
Fo Fe Fo-fe (fo-fe)2 (fo-fe)2
fe
70 66.66 3.34 11.1556 0.1673
25 25 - - -
5 8.33 -3.83 11.0889 1.3312
10 13.33 -3.33 11.0889 0.8318
5 5 - - -
5 1.66 3.34 11.1556 6.7202
9.0505
Decision: At the 0.5 level of significance, the table value of x2 with
(3.1) (2.1) = 2 degree of freedom is 5.99. But the computed x2 value
from table 12 above given 9.0505- 9.05. The alternative hypothesis
is rejected of 0.5 level of significance because the computed value of
x2 is greater than the table value. The null hypothesis is accepted,
that is internal and external forces are the problems of human
resources management.
85
CHAPTER FIVE
5.0 SUMMARY CONCLUSION AND RECOMMENDATION
5.1 Summary
The summary of the study of human resources management as a
tool for efficiency in the hospitality industry reveals so many things
about the practice of human resources management in Concord
Hotel Owerri, Imo state and Nike Lake resort, Enugu state.findings
based on both primary and secondary data are indeed not
obscured.
It is discovered that factors affecting human resources
management are federal character, tribalism and office politics.
50% of the respondents testified to these factors listed above.
From investigation, it is noted that it is necessary to have good
healthy and safety environment. Health facilities or health scheme
is needed by employees. And all these constitute vital function of
human resources management. This means that many business
organizations that neglect health and safety functions are bound to
experience doom or lower productivity because health is wealth.
The study also shows that investment in training and manpower
development contributes immensely and effectively for human
resources management.
Wages and salaries are a part of motivational factors that enhances
higher productivity in any business enterprises. This fact and
point is testified by the workers in the hospitality industry.
86
In the course of the study it is unearthed that good working
atmosphere promotes peaceful industrial relations. Without
industrial peace there can be no production. So it is the sole
responsibility of the human resources department to create good
working atmosphere.
As a matter of fact workers who are motivated will caused
increased in productivity, effectiveness and efficiency. This is the
reason why motivation of workers is consider to be or vital function
of human resources management as discovered in the study.
Though human resources managers cannot control the forces in
the internal and external environment, it is under stood that most
of the human resources decisions and policies are being influenced
by political forces in the environment, illegal, economic,
technological as well as socio cultural influence.
5.2 Conclusion
No matter how big or small business organsiation is, they cannot
divorce themselves from the core roles or functions of human
resources management. These core roles and functions are lucidly
navigated and encapsulated in this study based on literature review
and personal interview. It is very interesting to note that the
workers are cognizance of the functions of human resources
management in the hospitality industry. None performance of
these functions are understood to be the reason for the negative
behaviours of workers in the hospitality industry and of course the
performance these functions tends to develop positive behaviours
among the workers.
87
5.3 Recommendations
Having come throiugh the research the application of systematic
research method it is observed that the personnel functions are not
adequately performed by the hospitality industry so it is important
to make the following recommendations for the management of
hospitality industry and policy makers in the industry as a whole.
It is recommended that a functional human resources management
department should be established in the hospitality industry
mostly hotels, tourism centres that employed good numbers of
workforce.
There is need to employ skillful manager that knows the nitty-gritty
of personnel management. The personnel job should not be
performed by any person that is not well equipped with human
resources principles, theories and concept.
Personnel policy should be formulated in the hospitality industry.
The researchers also wish to recommend that there should be job
security for workers, opportunity for growth and development of
every worker to have self actualization.
The research sees it necessary for management in the
hospitality industry to discharge their personnel functions with
utmost fairness and equity in dealing with personnel. This is so
important because there are practices which are unjust, unfair and
repungnant to natural justice conscience.
For hospitality industry to achieve their objectives and goals it is
recommended here that the personnel managers should have good
88
salary administration policy, training and manpower development,
industrial relations mechanisms.
Above all there should be ethical recruitment policy by
management of hospitality businesses.
89
BIBLIOGRAPHY
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93
Postgraduate School Department of Management Faculty of Business Administration University of Nigeria Enugu Campus. 5th April, 2010.
Dear Respondent,
I am a postgraduate student of the above named University
conducting a research on “Human resource Management as tool for
efficiency in the hospitality Industry.
Kindly answer questions in the questionnaires. All information is
for academic purposes.
Thanks.
Yours faithfully
Nkwo Chidubem Hope
94
QUESTIONS ON HUMAN RESOURCES
Management as a tool for Efficiency in the hospitality
Industry study of Imo Concorde Hotel Imo State and Nike Lake
Resort Enugu.
Instructions: Please respond to the question in this questionnaire
by ticking right ( √ ) the appropriate options in the boxes proved.
1. How old are you?
(a) 18 – 25 years [ ] (b) 26 -35 years [ ] (c) 36 – 45
years (d) 45 and above [ ].
2. What is your sex?
(a) Male [ ] (b) female [ ]
3. What is your marital status?
(a) Married [ ] (b) single [ ] (c) divorce [ ]
4. How long have you been working in this hotel
(a) 1 – 5 years [ ] (b) 6 – 10 years [ ] (c) ten years
above (e) other please specify…………………………….
5. What is your designation?
(a) Director [ ] (b) supervisor (c) manager 9 0 (d)
clerical officer.
6. Do you have social facilities in your hotel? (a) yes [ ] (b)
No [ ].
95
7. What are the factors affecting effective human resources
management. (a) Federal Character [ ] (b) tribalism [ ] (c) office
polices [ ] (d) All of above [ ].
8. How often is staff performance appraisal in your hotel?
(a) 6 months [ ] (b) 1 year [ ] (c) 2 – 3 years [ ] (b)
none.
9. What is the health and safety condition of your hotel?
(a) Excellent [ ] (b) very good [ ] (c) good [ ] (d) poor
[ ].
10. How do you assess employment functions of personnel
management in your organization?
High rating low rating
(a) Excellent [ ] [ ]
(b) Good [ ] [ ]
(c) Poor [ ] [ ]
11. How does training and manpower development contribute
to effective human resources management?
High rating low rating
(a) Contribute effectively [ ] [ ]
(b) Contribute fairly [ ] [ ]
(c) Not at all [ ] [ ]
96
12. When wages and salaries are improved in your
organization, what is your rating of productivity?
High rating low rating
(a) High productivity [ ] [ ]
(b) Lower productivity [ ] [ ]
(c) Very low productivity [ ] [ ]
13. Do you agree that working atmosphere has no
relationship with good industrial relation?
High rating low rating
(a) strongly agreed [ ] [ ]
(b) agreed [ ] [ ]
(c) Disagreed [ ] [ ]
14. What do you think will be the performance when workers
are motivated?
High performance low performance
(a) Increased productivity [ ] [ ]
(b) Enhancing effectives [ ] [ ]
(c) Enhancing efficiency [ ] [ ]
15. Do you agree that internal and external forces affect
human resource management?
97
High rating low rating
(a) Strongly agree [ ] [ ]
(b) Agree [ ] [ ]
(c) Disagree [ ] [ ]
98
HUMAN RESOURCES MANAGEMENT AS A TOOL FOR EFFICIENCY IN THE HOSPITALITY INDUSTRY (STUDY
CONCORD HOTEL OWERRI, IMO STATE AND LIKE LAKE RESORT ENUGU STATE)
BY
NKWO CHIDUBEM HOPE
PG/MBA/08/47320
DEPARTMENT OF MANAGEMENT
FACULTY OF BUSINESS ADMINISTRATION
UNIVERSITY OF NIGERIA
ENUGU CAMPUS
July, 2010
i
99
TITLE PAGE
HUMAN RESOURCES MANAGEMENT AS A TOOL FOR EFFICIENCY IN THE HOSPITALITY INDUSTRY (STUDY
CONCORD HOTEL OWERRI, IMO STATE AND LIKE LAKE RESORT ENUGU STATE)
BY
NKWO CHIDUBEM HOPE
PG/MBA/08/47320
A PROJECT PRESENTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF MASTERS DEGREE IN
MANAGEMENT
TO
DEPARTMENT OF MANAGEMENT
FACULTY OF BUSINESS ADMINISTRATION
UNIVERSITY OF NIGERIA
ENUGU CAMPUS
JULY, 2010
ii
100
APPROVAL PAGE
Nkwo Chidubem Hope, a Post-graduate Student of the Department
of Management with Registration Number PG/MBA/08/47320, has
satisfactorily completed the course work and research for the
award of master’s degree in Management.
The work embodied in this report is original and has not been
submitted in part or full to the Degree or Diploma of this or any
other University.
……………………………….
Nkwo Chidubem Hope
Date:……………………….
…………………………. ...………………………
Prof. Chief J.A. Ezeh Dr. Chukwu C. O.
Project supervisor Head of Department
Date:…………………… Date:…………………..
101
iii
DEDICATION
This research work is dedicated to Almighty God for his infinite
mercy although the period of this work.
102
iv
ACKNOWLEDGEMENT
My most thanks and praise goes to the Almighty God for his infinite
mercy, love and sound health which he gave to me throughout the
period of this programme.
I acknowledge my elder sister Mrs. Ebere Okeke for her love and
financial support. I must acknowledge my mother Mrs. Grace
Nkwo for her moral support and love. Mummy I appreciate all your
effort.
I appreciate my sisters and Brothers Mrs. Ogochumwu Ngini, Mrs
Peace Omega, Mr. Emmanuel Nkwo, Mr. James Nkwo and also my
Nephews and nieces for their love, spiritual, moral, and financial
support.
I am also indebted to my supervisor Chief J.A. Ezeh of the
Management Department, faculty of Business Administration,
University of Nigeria, Enugu Campus, for his Patience, untiring
guidance through the various stage of this project, also for his
contribution, suggestions and criticism offered toward the
accomplishment of this work.
My sincere appreciation also goes to Sir, Iro for his kindly support.
This work will not be complete without acknowledging Mr. Etim
Onobo, Dr. Gideon and authors in the Bibliography and every other
person who contributed in one way or the order. God bless you all.
Nkwo Chidubem Hope
103
v
ABSTRACT
Human resources management as a tool for efficiency in the hospitality industry is the focus point of the research work. An indept survey method is adopted by the researcher to investigate how proper human resources management serves as a tool for efficiency in the hospitality industry. The truth of the subject matter revealed that it is either we embark on good human resources planning or we prepared to face business failure as a result of non realization of the truth that human resources is indeed one of the greatest assets of any business enterprises. Be it as it may the study indicate that the success of hospitality business depends on effective recruitment, selection and staffing policy and also proper salaries and wages administration. Training and manpower development is a pancea for adaptability and functionability of employees in terms of skill mastership for the job. It is interesting to observe in this study that there is relationship between higher productivity and workers motivation through holistic welfarism policy. There is no sure heaven for stakeholders in hospitality industry without proper industrial relations practices which is the sole responsibility of the human resources managers. The research highlighted the truism of the relevance of industrial safety policy as an integral part of effective human resources management. Some o
f the impediments or factors affecting successful practice in personnel administration are highlighted and recommendations made for the benefit of stakeholders in the hospitality industry.
104
vi
TABLE OF CONTENTS
PAGES
Title page - - - - - - - - - i
Approval page - - - - - - - - ii
Dedication - - - - - - - - - iii
Acknowledgement - - - - - - - iv
Abstract - - - - - - - - - v
Table of contents - - - - - - - vi
CHAPTER ONE
INTRODUCTION - - - - - - - 1
1.1 Overview of the Study - - - 1
1.2 Statement of the Problem - - - 10
1.3 Objectives of the Study - - - 11
1.4 Research Questions - - - - - - 11
1.5 Hypothesis - - - - - - 12
1.6 Significant of the study - - - - - 13
1.7 Scope and Limitation of the Study -- - - 14
1.8 Definition of Terms - - - - 14
Reference - - - - - - - - 17
105
CHAPTER TWO
LITERATURE REVIEW - - - - - 18
2.1 Theoretical framework - - - - -18
2.2 Hospitality Nature and Concept - - 18
2.3 Definitions of Humans Resources Management - 20
2.4 Employment Functions of Human Resources in the
Hospitality Industry - - 22
2.5 Wages and Salaries Administration of Employees in the
Hospitality Industry - - 24
2.6 Training and Manpower Development - - 27
2.7 Motivations of Human Resources for Higher
Productivity - - - - - - - 32
2.8 Appraisal of Human Resources Performance in Hospitality
Industry - - - - - - - - 36
2.9 Industrial Relations in the Hospitality Industry - - 38
2.10 Health and Environmental Safety - - - 48
2.11 Factors Affecting Human Resources Management in
Hospitality Industry - - - - - 52
References - - - - - - - 55
106
CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY - - - 58
3.1 Research Design - - 58
3.2 Population of the Study - - 58
3.3 Sampling Techniques/Sampling Size - -- 58
3.4 Sources of Data Collection - - - 58
3.5 Research Instrument - - 59
3.6 Methods of Data Collection - - 59
3.7 Determination of Population Size - - 60
3.8 Determination of Sample Size - 60
3.9 Method of Administrating Questionnaire - 61
3.10 Method of Data Analysis - - 61
References - - - - - - - - - 64
CHAPTER FOUR
PRESENTATION OF DATA AND DATA ANALYSIS - 65
4.1 Introduction - - - - - - - 65
4.2 Presentation and Data analysis - - - - 66
4.3 Test of Hypothesis - - - - - - 75
107
CHAPTER FIVE
5.0 SUMMARY CONCLUSION AND RECOMMENDATION 85
5.1 summary - - - - - - - - 85
5.2 Conclusion - - - - - - - - 86
5.3 Recommendation- - - - - - - 87
Bibliography - - - - - - - 89
Questionnaire - - - - - - - - 94