Social Factors Influencing Human Resource Management and Planning
HUMAN RESOURCES MANAGEMENT
Social Factors Influencing Human Resource Management and Planning
The human resource management is heavily affected by the internal and external influences on an organisation. To figure out as to what extent the external factors affect the human resources, one of the prominent external features out of these are social factors. The study reveals as what and how various social factors affects an organisationâ€™s strategic human resource planning and decision making. The study on various articles include social factors such as: worker unions at workplace, minorities, social status, uniform or dressing, social mobility and quality of life affects human resource practices. Health and safety, job security, the privacy of employees, the roles of different sex, rights of gay or lesbian etc. affect the different aspects of HRM. Human resource planning and management helps in assuring employee rights, providing equal benefits for gay or lesbian employees, rewards and recognition policy for staff. Creating healthy working environment for all, abuse or racism free working culture, managing different sex at workplace. (Stone, 2010). The study also focuses on how the changing values and attitude of the staff poses new challenges for the human resource. These external influences must be efficiently identified by the HR managers and then adequate planning and management must be done in accordance with these factors to provide a safe, sound, secure and healthy environment for the employees.
The motivation behind this examination is to focus the scope of working environment considers that impact worker view of their workplace as what is casually alluded to as a ” fun ” work environment. Social holding is subsidiary of positive social practices that are characterized by methodology instead of withdrawal or evasion sort practices. (Curtis & Upchurch, 2008). The social aspects of work environment leads to employee turnover such as hotel size, rating etc. and it also leads to the productivity of employee turnover (Brien, Hussein, & Thomas, 2013). The article suggests that retention is important for job satisfaction. Work fulfilment turned into a noteworthy develop that encourages strength predominantly by diminishing turnover. Also, fulfilled workers attempt endeavour to end up capable at what they do, build their loyalty to the association and serve clients in a more productive way. (Israeli & Barkan, 2003). â€œEmployeeâ€™s behaviour assessment, which is based on industrial settings, should be reconfigured in order to suit the tourism and hospitality sector as well as imply the indicators of the customerâ€“employee relation within the assessmentâ€, as said by Saad (2013, p. 341). The study highlights the importance of HR and trade unions to enhance the productivity, protection and the employee welfare, preserving jobs (Daemone, 2014).It also tells how trade unions working with human resources helps in providing excellent working environment, practising labour laws and preserve rights of employee (Boardman & Barbato, 2008).
This study tells the factors that influence the labour turnover in an organisation and also attempts to review as how employee turnover, employment factors, and employee satisfaction are linked. It provides the framework that explains the relationship between job satisfaction and the employee satisfaction in terms of service quality and customer loyalty (AlBattat, Mat Son, & Helalat, 2014).Management strategies that enhances different individuals with the internal control locus might increase on oneâ€™s job satisfaction since strengthening is harmonious with the worker’s interior locus convictions that they have control over their own behaviour. It also emphasis on the relationship between employee job locus and their job satisfaction (Salazar, Hubbard, & Salazar, 2002).
The research (AlHrout & Mohamed, 2014) analysed the behaviour i.e. employee- employer relationship, of the employees in a hospitality industry in general and the front-line staffâ€™s behaviour is linked to hotelâ€™s business and can improve the quality of the services rendered by them. The social external factors (Ongori, Iravo, & Munene, 2013) not only provide ultimate employee satisfaction but also provides various opportunities in career that has important effect on employee morale and motivation, also these factors that generally affect an employee motivation are family relations and job commitment, that are witnessed prominently in city and coastal hotels whereas reward factor is more effective in city hotels, it isnâ€™t that effective in the coastal hotels (Kingir & Mesci, 2010).
According to Cheung, Baum and Wong (2010), the comprehension of strengthening by hotel administrators in China identifies with the degree to which the responsible directors or the managers have individual trust for the employees. This study also tells about the commitment of the staff to devolve responsibilities of HR across all the employees and offers significant ramifications for worldwide hotel organizations wanting to situate in a desired location and looking to apply the established strengthening and empowerment approaches inside the hotels of that location (Fleming, 2000).The study yields results that HRM practices arbitrate the uniting of business strategy and employee outcomes. Also the collective effects of business strategies and human resource practices on the workers in MNCs are not much different from the ones that are carried out in hotel organizations (The impact of strategic human resource management on employee outcomes in private and public limited comapanies in Malaysia, 2013).
The study in New Zealand shows at least 22% people work 50 hours a week and this is a great example to signify the workplace as an appropriate environment to promote the health and wellbeing of working class. The work environment acts crucially in the advertisement of health and supporting health conditions with joy of work. Also the workplace programmes, management support helps in establishing their employees feel that their employer is committed to their health and wellbeing (A guide to promoting health and wellness in the workplace, 2012).The understanding of the employee attitudes and their effect on the business results are furthermore complicated in yesteryears by the new era of service workers. The initial analysis of data from the researcherâ€™s study of generationâ€™s differences in employee attitudes yields that there are still major differences in all, but only one key work-related behaviour (Health and safety for hospitality small business, 2002). The same has been agreed by Solnet and Kralj (2011).
The article records out issues which influence the adequacy and proficiency of a human resource planning and administration in an association. Among the ranges in this talk are, planning; progression learning; maturing workforce; devotion; expanding number of female employers; uncertain sets of expectations and determinations; debilitated specialists, proactive employers; slow learners; and aptitude inadequacies of the workforce (Gopalakrishnan, 2012).The need of understanding the human resources is to make it effective in workplace, to share the values amongst the staff. The HRM is used as a term that helps in enclosing various human resource practices such as recruiting, training, directing human resource policies and embracing the HR philosophies amongst the workforce (Jackson & Schuler, 1995).
Social security, that deals with the health and safety of the employees. The management decision effects the employees and it is the responsibility under HR practices of providing a safe a secure environment, as talked about the Iranian hotels in the article (Tabibi, Khah, Nariripour, Vahdat, & Hessam, 2011).The rights of the employee are important and sensitive in a workplace. The article talks about the key points of record keeping of employees and the use of biometrics. As how the employee record and information are kept secret and how biometric has become a significant tool in roster planning and payroll (Babu, 2007).The article emphasis on the employee attitudes in attaining ultimate job satisfaction. It basically talks about the causes of employee behaviour, the outcomes of positive or the negative job satisfaction, and how to record and effect employee attitudes. Also it is talked about as how to close these gaps in employee demand and job satisfaction (Saari & Judge, 2004).The article states that how HR practices may lead to firm growth rate. The practices that may lead to the firm growth rate are a job security, managementâ€™s selective hiring, a self-driven teams, remuneration policy, the rigorous training with the staff and the flow of information sharing (Vlachos, 2009).
Various studies refers to an imbalanced distribution of the income between male and female employees in the hotels and hospitality industry, with the earnings of females are less than the males. In various developing countries, women are less empowered in comparison to males, due to the visible and invisible challenges. These factors often reflect in hiring, recruitment, promotions etc.
(K, Musa, & Ibrahim, 2010). As quickly talked about above with the backing of distinctive scholarly and expert diary articles the paper finishes up by depicting how all the outside social compelling components influence the hotelâ€™s key human asset administration arranging. The paper covers the variables, for example, work fulfilment which is specifically proportionate to the view of individual workers with respect to their occupations which straightforwardly impacts the lodging’s worker turnover. It is comprehended that to hold a representative and to keep them fulfilled by their occupation and workplace, the worker should be spurred through distinctive means. The articles studied connects certain elements, the preparation and advancement of individual staff individuals in their territories of interest. Their general wellbeing, security and employer stability with the inspiration of staff and their maintenance to the employment and the hotel organizations. The human resources likewise differentiates strategies, for example, rewards or recognitions that may be in monetary terms related or others as said above helps boosting the morale and in the ultimate staff satisfaction. The administration and representativeâ€™s helps in supervising and the execution of work laws and to reach an agreement between the management and trade unions that provides an excellent workplace. This also helps in providing equal opportunities are given to all genders, prominently gay and lesbians.
A guide to promoting health and wellness in the workplace. (2012, December). 1-5.
AlBattat, A. R., Mat Son, A. P., & Helalat, A. S. (2014, Febuary). Higher dissatisfaction higer turnover in the hospitality industry. International Journal of Academic Research in Business and Social Sciences, 4(2), 45-50. Retrieved June 14, 2015, from
AlHrout, S. A., & Mohamed, B. (2014). Human resource management practice tourism and hotel industry. SHS Web of Conferences, 12, 2-11. Retrieved June 19, 2015, from
Babu, T. (2007). Privacy rights of employer. Accomodation association of Australia, 23-26. Retrieved June 18, 2015
Boardman, J., & Barbato, C. (2008). Review of socially responsible HR and labour relations practice in internationsl hotel chains. International Labour Organization, 9-14. Retrieved June 19, 2015, from
Brien, A., Thomas, N., & Hussein, A. (2013). The low level of organizational social capital in hotel – A New Zealand case study. Journal of Human Resources in Hospitality and Tourism, 12, 400-413. Retrieved June 15, 2015, from
Cheung, C., Baum, T., & Wong, A. (2010). Factors affecting employee empowerment practics in China hotels. Journal of Business Research, 7(3), 1-11. Retrieved June 20, 2015, from
Curtis, C. R., & Upchurch, R. S. (2008). A case study in establishing a positive culture: Attachment and invlovement in the workplace. Journal of Retail and Leisure Property, 7, 131-138. Retrieved June 15, 2015, from
Daemone, M. M. (2014). Human resources management (HRM) and trade unions’ compatibility: ‘Soft-Hard’ model digestion for human capacity building and sustainable productivity at workplace. Journal of Emerging Trends in Economics and Management Sciences, 5(7), 121-130. Retrieved June 19, 2015, from
Fleming, S. (2000). From personnel management to HRM: Key issues and challenges. Journal of CPMR, 11, 8-13. Retrieved June 19, 2015, from .
Gopalakrishnan, G. (2012). Issues that influences the effectiveness and efficiency of a human resource management in an organisation. Internal Journal of Economics Management Sciences , 1(6), 65-70. Retrieved June 20, 2015, from
Health and safety for hospitality small business. (2002). Workers’ Compensation Board of British Colunbia, 6, 8-28. Retrieved June 11, 2015, from
Israeli, A. A., & Barkan, R. (2003). The impact of hotel social events on employee satisfaction: A case study. Journal of Human Resources in Hospitality and Tourism, 2(2), 24-39. Retrieved June 16, 2015, from
Jackson, S. E., & Schuler, R. S. (1995). Understanding human resources management in the context of organizations and their environments. 46, 251-254. Retrieved June 13, 2015, from
K, M. M., Musa, P., & Ibrahim, B. (2010, Febuary). Gender bias in managing human resources in the Turkish hospitality industry: Is bias impacted by demographic context? ASBBS, 17(1), 479-483. Retrieved June 19, 2015, from
Kingir, S., & Mesci, M. (2010). Factors that affect hotel employees motivation the case of Bodrum. Serbian Journal of Management, 5(1), 59-67. Retrieved June 19, 2015, from
Ongori, J. L., Iravo, M., & Munene, C. E. (2013). Factors afecting performance of hotels and restaurants in Kenya: A case KISII Country. Interdiciplinary Journal of Contemporary Research in Business , 4(12), 897-907. Retrieved June 18, 2015, from
Saad, S. K. (2013). Contemporary challenges of human resources planning in tourism and hospitality organizations: A conceptual model. Journal of Human Resources in Hospitality and Tourism(12), 333-354. Retrieved June 16, 2015, from
Saari, L. M., & Judge, T. A. (2004). Employee attitudes and job satisafaction. Human Resource Management, Winter, 43(4), 395-407. Retrieved from
Salazar, J., Hubbard, S., & Salazar, L. (2002). Locus of control and its influence on hotel managers’ job satisfaction. Journal of Huma Resources in Hospitality and Tourism, 1(2), 15-26. Retrieved June 17, 2015, from
Solnet, D., & Kralj, A. (2011). Generational differeneces in work attitudes: Evidence from the hospitality industry. Journal of FIU Review, 29(2), 37-42. Retrieved June 20, 2015, from
Stone, R. J. (2010). Managing Human Resources. Milton, Queensland, Australia: John Wiley and Sons.
Tabibi, J. S., Khah, S. V., Nariripour, A. A., Vahdat, S., & Hessam, S. (2011). Factors affecting human resource development in the Iranian social security organization’s hospitals. World Applied Sciences Journal, 15(2), 164-173. Retrieved June 19, 2015, from
The impact of strategic human resource management on employee outcomes in private and public limited comapanies in Malaysia. (2013, September). ISS & MLB, 175-193. Retrieved June 17, 2015, from
Vlachos, I. P. (2009). The effects of human resource practics on firm growth. International Journal of Business Science and Applied Management, 4(2), 18-30. Retrieved June 11, 2015, from