Human resources are the engine of all organisations operating in the hospitality, event, airport, and tourism industry. Effective management of human resources leads to the attainment of the desirable level of performance by companies in this industry. Mullins is rights in reiterating the view that organisations must pay attention to human resources through good leadership. Adair opines that good leadership offers direction to human resources while protecting their interests through fair compensation, provision of a safe working place, development opportunities, appreciation for their efforts through job appraisal exercises, and fair treatment of everyone at the workplace. It is worth noting that the presence of good or bad leadership in the organisation is always likely to affect the success or failure of the various policies, activities, and functions that human resources perform within the organisation. The success or failure of organisations in the hospitality, event, airport, and tourism industry is always anchored on the kind of leadership offered by those in management positions. This is especially because leadership affects the morale of employees and their ability to coordinate their efforts in the most effective manner.
This essay analyses selected policies, activities, and functions of human resources within HEAT, and critically discusses and evaluates the impact of good or bad leadership on their success or failure. Additionally, it explicates the impact it might have to an organisation within the industry.
It is crucial to understand the relevant policies, activities, and functions of human resources within the hospitality, event, airport, and tourism industry. One of the key selected human resource policy within the HEAT industry is dress code. Effective dress code is advantageous because it attracts more customers to the organisation and makes employees look more responsible in their duties. However, it might be used by the top management to intimidate lower level employees and make them appear powerless and less influential in the organisation. Another selected policy in this industry is the open door policy. It is an advantageous policy because it facilitates effective conflict resolution among individuals. On the other hand, the policy might be disadvantageous because it might create rifts among different employees hence negating effective performance.
One of the selected human resource activity in the HEAT industry is equal employment opportunity. Boella and Goss-Turner reiterate that the human resource function must work toward equal opportunities. It is vital because it enhances the motivation of employees to deliver the best outcomes in the organisation. However, the fight for equal employment opportunities has a high potential of leading to unethical practices, as others try to get to high level positions through corrupt means. The second significant human resource activity in the industry is staffing. This activity brings new and highly qualified employees into the organisation hence promoting the performance of duties. Ineffective staffing has the potential of leading to redundancy in the HEAT industry especially because specific employees are always needed for given roles. The third selected activity is employee compensation and benefits. The activity of compensating employees is advantageous because it motivates them hence encouraging them to deliver appropriately.
The key function of human resource within the HEAT industry is to offer relevant services to clients in line with their specifications, desires, wants, and preferences. Caldwell, et al. informs that the performance of these functions in the required way is advantageous because it creates client loyalty to organisations in the industry. On the other hand, ineffective performance of these functions turns clients away hence making it difficult for organisations to move forward.
Tan and Nasurdin observe that good leadership is inevitable for the success of these selected policies, activities, and functions of human resources within the HEAT industry. On the open door policy, good leadership would ensure that every employee in the organisation is given the opportunity to present their grievances in relation to what needs to be done to solve the existing problems. Leaders would be more open-minded in trying to understand conflicts among employees hence solving them in the best way possible. Accordingly, good leadership would offer a proper opportunity for the success of an open door policy because it sets a high threshold for leaders in terms of approaching conflicts in the organisation. Success is realised with an open approach. However, bad leadership would automatically lead to the failure of this human resource policy within any given organisation. To start with, bad leadership would ensure that managers are partial in trying to solve conflicts. This means they will not observe the set codes of practice in trying to settle matters among employees in the workplace. This leads to the failure of the policy.
Additionally, good leadership would affect the success of the dress code policy as it applies to employees. According to Clarke and Chen, good leadership is always focused on attaining balance and a high level of responsibility in the workplace setting. Effective leadership with good management policies will set the best example that would lead to the success of the policy in the workplace setting. It also makes employees feel part of the organisation through continuous encouragement from the good management team. Good leadership is vital in setting the mood that leads to the success of the dress code policy in the hospitality, event, airport, and tourism industry. On the hand, bad leadership will can lead to the failure of the policy by affecting the mood of employees in the industry. This is especially because bad leaders would want to appear more powerful than all the uniformed employees in the workplace. This means that there will be the total failure of the policy, as most employees will stand demanding for the recognition of their position in the company. This kind of agitation brought about by bad leadership affects the identity of the organisation by contributing to the failure of the policy.
The human resource activity of creating equal employment opportunities is one of the most admirable. It is clear that good leadership would affect the success of this human resource activity by enabling managers to make rational decisions relating to the promotion, demotion, and treatment of their employees in the organisation. Hayes and Ninemeier, reiterate that good leaders have a sober approach to matters of equality in the workplace and do not select employees to higher positions based on their friendship, but merit. This means that good leadership would contribute to the success of the equal employment opportunities activity by setting the ground for fairness and rational promotions in the workplace. Nevertheless, bad leadership leaders to the failure of the activity of trying to create an equal opportunity workplace by encouraging undesirable habits such as favouritism in the workplace. Most bad managers would favour a specific class of employees will ignoring others hence leading to the failure of the equal opportunities in the workplace. This is common in workplace where the manager is inclined to one group in the organisation hence leading to discouragement and dissatisfaction among others because of unfairness.
More so, human resources in the hospitality industry entail activities relating to staffing. Staffing is the whole process of identifying the existing gaps in the organisation and reaching out to potential human resources. Itika is of the opinion that good leadership would impact the success of this activity by ensuring that the management identifies only the existing gaps within the workplace. After the gaps have been identified, a fair system of recruitment is established with good leadership in place. Effective interviews are undertaken for candidates who qualify hence leading to the selection of the most suitable candidates to fill the existing need in the organisation. The hospitality, event, airport, and tourism industry requires highly qualified employees that would be easily hired with good leadership in place. Bad leadership would impact the failure of this human resource activity in the industry through improper scanning of the existing gaps in the organisation. For instance, bad managers will not be keen to address the most pressing employment needs of their respective organisations. Kellerman agrees that this leads to understaffing, that is not ideal for a hospitality industry. In cases where they decide to hire, they would mostly concentrate on bringing in their friends or relatives to fill up the existing positions. Therefore, bad leadership sets the ground for an ineffective staff that is not in the best position to deliver the desired goals in the organisation.
Another selected human resource management activity for the hospitality industry is employee compensation and benefits. All employees love to be compensated in a manner that appreciates their responsibilities in the organisation. It is critical to emphasise that good leadership impacts the success of employee compensation and benefits by ensuring the management within the hospitality environment understand that effective motivation is only gained through proper remuneration. Good leaders are always focused on protecting the welfare of their employees as opposed to bad leaders who would lead to the failure of this activity by taking the largest amounts of perks and perquisites while leaving employees with peanuts. Again, good leadership impacts the success of this activity by ensuring that employees get additional rewards and compensation for the different functions they perform for the organisation. For instance, they could get bonuses in cases where they attract extra clients. Bad leadership is would impact on the failure of this activity by focusing on frustrating employees with insufficient pay for their services. Employees in the hospitality industry are always motivated by fair pay.
The key human resource management function of ensuring that the appropriate services are delivered to clients would also be affected in different ways by good and bad leadership. In my opinion, good leadership would actively involve all employees in setting the goals for the delivery of the required services to clients in the best way possible. This means that it will collect views from all employees on how different tasks should be done to realise maximum client satisfaction. I also of the opinion that bad leadership would impact the failure of the role of meeting client needs by imposing decisions on employees. They will move forward to implement these decisions insufficiently hence leading to failure.
As noted earlier, organisations in the hospitality industry operate efficiently in cases where there is good leadership to guide their operations and human resource policies, activities, and functions. Mullins asserts that good leadership would lead to more effective performance of human resources in an organisation in the hospitality industry because of its effect in terms of motivating employees as provided by the Maslow’s hierarchy of needs theory. Additionally, good leadership would impact the organisation in terms of good performance because of the clear focus on collective decision-making with the involvement of the human resource element of the organisation.
Bad leadership on its part would impact an organisation in the hospitality industry in terms of low motivation and morale among the human resource element. A lowly motivated staff cannot perform at the same level as would have been expected of a highly motivated staff. This implies that the organisation will not be able to achieve most of its set goals in the most effective manner.
In my opinion, I believe contemporary organisations must be keen on moving forward with good leadership practices. Organisations in the hospitality industry need a strong presence of good leadership to be able to keep with the stiff competition in the HEAT industry. I am of the view that bad leadership is worse from the start because it affects every aspect of the organisation and denies human resources the chance of attaining the set policies, activities, and functions in the hospitality industry.
In conclusion, good and bad leadership have varying impacts on the success and failure of different human resource management policies, activities, and functions. In the fulfilment of human resource functions, organisations in the hospitality industry must prioritise effective leadership practices that would motivate the realisation of all the desired goals. All the needs relating to the attainment of a perfect human resource management strategy should be met in the most appropriate manner to ensure all employees are performing at the desirable level. Overall, Mullin’s view that the performance of human resources is anchored on effective leadership is sensible, and all organisations in the hospitality industry must be ready to follow it as a principle in the attainment of their goals.