HRM For Hospitality And Tourism Industries

HRM For Hospitality And Tourism Industries Introduction  · Human resource management (HRM) is the tactical and logical approach to the management of an organizations most esteemed property the people working there who independently and together contribute to the achievement of the objectives of the business.  · All methods and functions concerning the recruitment and development of personnel as human resources, with the aim of efficiency and greater output in a company, government administration, or other organization  · Human resource management (HRM) is the perceptive and application of the policy and procedures that directly involve the people working within the task team and working group. These policies include recruitment, maintenance, repayment, personal development, training and career development.  · is the effective use of human resources in order to improve managerial performance.  · The management of the workforce of a business to ensure satisfactory staff levels with the right skills, properly satisfied and motivated.  · Staffing function of the business. It includes the activities of human resources planning, recruitment, orientation, selection, , training, performance, payment, appraisal and safety. What is HRM? Human Resource Management (HRM) is a way of management that links people-related behavior to the tactic of a business or organization. HRM is often referred to as strategic HRM. It has numerous goals: To meet the needs of the business and management (rather than serve the interests of employees); To bond human resource strategies / policies to the company goals and objectives; To find ways for human resources to add value to an industry; To help a business gain the obligation of employees to its values, goals and objectives Human Resource Management for the Hospitality and Tourism Industries This takes an incorporated look at HRM policies and practices in the tourism and hospitality industries. Utilizing existing human resource management (HRM) theory and carry out, it contextualizes it to the tourism and hospitality industries by looking at the specific employment practices of these industries, such as how to manage tour reps or working in the airline industry. It initially sets the picture with a open review of the facts of HRM practice within the tourism and hospitality industries. Having identified the broader picture, the text then begin to focus much more plainly on a variety of HR policies and practices such as: Recruitment and selection: the effects of ICT, skills required specific for the industry and the nature of advertising Legislation and identical opportunities: illegal intolerance and managing assortment Staff health and welfare: aggression in the workplace, working time orders, smoking and alcohol and drug misuse wage strategies in the industry Human Resource Management for the Hospitality and Tourism Industries will be illustrated throughout with both examples of best practice for dictatorial training and discussion, and international case studies to put into effect problem solving techniques and contextualize learning. It incorporates a user friendly design and includes educational features such as: chapter outlines and objectives, HRM in practice The nature of HRM in hospitality and tourism; executive culture and the search for service quality; Labor markets; staffing and selection; equivalent Opportunities; Training and improvement; Staff health and welfare; Employee relations, involvement and participation; Performance management; compensation strategies in hospitality and tourism; Disciplinary and complaint procedures. Development in HRM in hospitality and tourism It is common knowledge that the performance of human resource management ( HRM ) is established in most organizations ranging from small- to medium- to large-scale corporations. The current-day human resource ( HR ) manager has direct control on the strategic direction and judgment of both private and public sector organizations. Tourism is the broad umbrella that drives related indicators within local and national economies. Hospitality organizations are motivated by public and private sector tourism policies and practices. The increase of telecommunication technologies along with the development of multinational hospitality organizations has generated an understanding of tourism policies on a global level. Sustainable tourism is a long-term mutual systems approach to establishing and maintaining pleasant-sounding relationships among hospitality/travel-related organizations and the social, cultural and environmental aspects associated with tourist destinations. While the process of sustainable tourism involves the establishment and maintenance of harmonious relationships, the goal is the creation of continued possibility and development of tourism-related entities. Proponents of sustainable tourism slot in in a process of creating a mutually favorable balance between the microenvironment (social, cultural and environmental aspects) and the microenvironment (internal workings of a specific organization). The objective of this process is the institutionalization of the tourism industry as a contributor to the sociocultural welfare and development of each and every destination. In essence, this aim seeks what might be called a triple win outcome. Successful sustainable tourism initiatives result in positive outcomes for consumers (guests, travelers and customers), organizations (commercial enterprises) as well as the society (indigenous people and cultures). But how does the practice of hospitality human resource management fit into this picture? CAREER PATHS As part of the commitment to the social environment of the community, human resource practitioners in sustainable tourism-based organizations must agree on the career goals and desires of host country citizens. While certain individuals will exist who do not possess progressive career aspirations, there will be others who will view the organization as a means to pursue professional development activities. For this reason, job design processes should provide a clear snapshot of knowledge, skills, abilities and attitudes for every position within the organization through job descriptions and job specifications. The job descriptions and job specifications provide foundational information to track logical paths of career progression among the many disciplines found within the operations and administrative areas of a medium-to-large hospitality enterprise. Once these paths are discovered, human resource practitioners may engage in career counseling activities aimed at communicating activities to attain the necessary job requirements for internal promotions. Human resource practitioners may choose to take this one step further through formal succession planning programs coupled with training development activities. Many cases of global expansion within hospitality organizations include the placement of expatriate managers from home nations into positions at host country locations. STO strategies might be aimed at the temporary placement of such individuals until citizens of the host nation are adequately prepared to assume senior management positions. An advantage to this strategy would be the assimilation into the mainstream culture of the host nation by establishing a representation of senior management positions that are held by qualified host nationals. PROPORTION OF LOCAL STAFF MEMBERS It makes good business sense for human resource practitioners to scan the external environment of the host nation to determine the statistical representation of various groups of individuals by ethnicity, age, sex, race, national origin and in some cases religion. Once the demographics for the locale are discovered, the human resource manager would enact strategies aimed at a statistical representation within the organization that is somewhat similar to those evident within the region. Some reactive hospitality organizations might claim to have sufficient numbers of represented groups within their companies. Upon further inspection, however, it could be determined that the representation exists exclusively for lower-level position holders.   OPTIONS AVAILABLE TO HR MANAGERS TO IMPROVE THEIR RELATIONSHIP WITH THEIR STAFF Career options: Human Resource Management human Resource Management professionals are employed in medium large enterprises across all sectors of the workplace. The Australian Human Resources Institute defines the diverse roles of human resource practitioners as follows: They provide a support service and serve as technical advisers to line managers on issues such as recruitment, training and safety. They play an important role in defining the personnel policies that guarantee fair treatment of all employees, recognition of staff needs and democratic organization. They serve an audit role ensuring that managerial decisions agree with the personnel policies and are consistent across the organization. They explore ways of improving employee productivity and satisfaction, and keep managers informed about changes in employment legislation. They manage changing business processes brought about by a dynamic business environment, for example business restructures. They provide an ethical and legal understanding of the frameworks required for managing people in various types of business. Senior HR managers provide strategic input into the decision-making processes within their organizations. They build the corporate wisdom of their organizations through staff development and managing human resource information systems. They assist the organization to be customer focused by aligning the needs and requirements of the employees with those of the customers. In addition to knowledge and skills directly related to your program of study, you have also developed a range of other skills (e.g. teamwork, analytical, communication) through academic study, employment, voluntary work, sporting activities and life experience. These are often referred to as transferable skills because they can be utilized in different environments. Recognizing the value employers place on these skills is an important factor in your graduate job search. Positions and employers Many graduate employers recruit from a wide range of disciplines. The major directory of graduate recruitment in Australia, Graduate Opportunities, lists employers by the disciplines from which they are recruiting. You might be surprised by the range of employers recruiting from your degree and the sectors of the workplace where you might establish a career. Synopsis Human Resource Management is very important in business management. Management is an organizational function, like sales, marketing or finance. It doesnt necessarily mean managing people. We can manage ourselves or the material assigned to us at work. If you managed a project very well on your own, it would mean that you did the job in a well-organized, efficient manner, making good use of all resources at your disposal. Human resource management is fundamentally about ensuring that the right person with the right personality, knowledge base and skill set is best matched for a particular role within the company. Human resources professionals may also be responsible for organizing training needs, advertising vacancies, interviewing, selection, aptitude testing and disciplinary procedures in the event that an employee is not meeting expectations. When the company expands, production and cost management is very important to the existence of organization when considering about more profit, the executive level has to manage variety of resources of the organization. To have a efficient use of the physical resources of the organization, there should be a proper control of staff management. Thats what we call Human Resources Management.

Deconstructing the Sphinx of Fashion Essay

Clad in drapes and flowing fabric, with enough chutzpah to sport a turban that had become her signature, Madame Gres had always been an icon of fashion and art. With a stellar list of clients and muses, from noble royals such as Princess Grace of Monaco, Princess Matilda of Greece, the Duchess of Windsor and the Duchess of Deterling, among others; to film celebrities and then-socialites Marlene Dietrich, Jacqueline Kennedy-Onassis, Barbra Streisand, and Greta Garbo. Such was her presence and inimitable style that many would say, unwittingly, that she was more Garbo than Garbo herself (www. parfumsgres. com). Full of passion and fashion, and shrouded with mystery. Even her birth was mysterious. Many documented sources indicate that she was born to a bourgeois family, a fact that was only established after many years. Her birth on November 30, 1903 gave her the name Germaine Emilie Krebs, hardly one suitable for a would-be legendary fashion designer. To keep historical accounts of her personal life consistently vague, not much is known about her early years—until she eventually launched her fashion career sometime after the Wall Street plunge in 1930, an unfortunate time to do so as the market was no longer viable for luxury products. Some reports have it that she started as a sculptor, but was never quite successful at it—making her decide to change career paths (Mendoza). It is also said that she soon opened a couture house under the name Alix, yet others have mentioned that she was only but an employee of a small-time couturier named Julie Barton. However, that time was adjudged to be the best for a woman to be working in fashion, since the most well-known names—Lanvin, Vionnet and Chanel—made themselves known during the period (www. telegraph. co. uk). She later married the Russian painter Serge Czerefkov, and used the anagram of his name as hers, exactly the way he would sign his artwork. But the marriage laster only for a year or less, for Czerefkov traveled all the way from France to Polynesia, and never returned. Alix Gres, as Germaine Emilie Krebs then called herself, forged on and indulged herself in the one passion that would etch her name in history—fabrics and fashion. Taking inspiration from one of her design models, Madeleine Vionnet (Chang, 2005), the Grecian silhouette was what art and fashion historians would attach to the Gres name. Madame Gres viewed the clothes she created as works of art, and fashioned a manner of construction and style that is uniquely hers—draping. This technique, as opposed to tailoring, entailed sculpting yards of fabric directly onto the bodies of her models. producing her acclaimed signature, the flowing jersey dress. Gres’ distinct style emulated the classic Hellenic dress, which called for what is known as wet-drapery—the manner of fabric contortion through animated folds, that ultimately reveals the shape and contour of the human body (Koda, 200-). Clearly, it is Gres’ background in sculpture that influenced her choice of couture, that also brought her to use other like fabrics such as chiffon and crepe. Her lines were always simple and clean, yet completely feminine and elegant. Drama was her goal, and unlike most designers in the 1940s and 50s, Madame Gres never relied on structure and stiff support to create her silhouettes, no matter how much complexity and angular shapes were in fashion at the time. She also used heavy fabric and paper taffeta to achieve her signature flowing designs, which achieved more impact than expected, considering its basic construction. The dresses and gowns of Madame Gres were always lauded for their almost-opposing characteristics of being timeless and modern at the same time, yet in truth, they were innovative and evolved constantly. During the 1940s, in the aftermath of World War II, many restrictions were put in place and Madame Gres’ classic Grecian fashions could no longer be produced as often and as much as she used to. Because of this, she focused on perfecting another technique called fluting, which is a detailed, highly-concentrated version of the regular pleating. thus, when fabric became widely available once more, Madame Gres easily incorporated this new standard of workmanship into her classic Greek-inspired creations. In 1958, Madame Gres went on a journey to India, where she discovered another significant influence on her art. It was here that she took a liking for the country’s native saris and caftans, which she rightly surmised would perfectly blend with her already-established smooth, flowing style. Fashion journals all over the world showcased Gres’ new collections that included pajama pants, which she wisely combined with the trends at the time—even with miniskirts and the ubiquitous hot pant (The Museum at Fit). It was also during this trip that Madame Gres took inspiration for a perfume line she named Cabochard, quite apt for the launch of her new company called Parfums Gres, The 1970s and 80s proved to be Madame Gres’ most memorable years, for at this time she was offered numerous titles and recognition. In 1974, she became President of La Chambre Syndicale de la Couture Parisienne, as well as recipient of the De d’Or de la Haute Couture. Later, in 1980, Madame Gres was named â€Å"The most elegant woman in the world†, and, for her unmatched contribution to French culture, she was given the honor of being a â€Å"Chevalier de la Legion d’Honneur†. Also, while she constantly refused to delve into pret-a-porter, it was during the same year that she launched Gres Boutique—her first collection. Her colleagues also agreed with all the accolades given her, particularly her sense of design and classic style. The popular designer Bill Blass was asked for his opinion, on the statement that fashion is an art. He said no, it is a craft, unless it is done by Balenciaga or Madame Gres. For further validation of the woman’s talents, 1988’s Vogue History of 20th Century Fashion named her â€Å"the greatest living couturier† (www. parfumsgres. com). But not everything in Madame Gres’ life was as pristine and flowing as the dresses she designed, or the celebrated couture house that was at par with the world’s best (Cocks, 1986). Like many successful celebrities, she had her own share of negative publicity and vicious tales. Stories have been told about her indifference to the past and the accomplishments she made, even as she would travel the world just t open numerous boutiques to her name. While the legendary Vogue editor, Diana Vreeland, would comment that Madame Gres had the best address in Paris (Trow, 1980), Gres was also compared to Carmel Snow, longtime editor of Harper’s Bazaar, on their both being self-centered and uninterested in nothing but themselves (Horyn, 2005). But what was most disturbing and mysterious about Madame Gres’ life is her death in 1993. For over a year, her only daughter Ann kept the fact hidden from fashion journalists and her mother’s colleagues. Ann would even respond to queries sent about Madame Gres, indicating her mother’s appreciation of the gestures, as evidenced by the time when Yves Saint Laurent gave due praise to the Gres prospective of the Metropolitan Museum of Art. Ann sent back a note detailing how Madame Gres was greatly touched and appreciative, even including a personal account of her mother’s humble beginnings, told in an uncomfortably personal tone. In truth, Madame Gres was already whiling away her remaining days at a nursing home in the South of France. She was believed to have been either 89 or 94 years old. The fashion society in Paris were all baffled by this turn of events, which they were completely uninformed about. She continued to hold the position of honorary president of the Chambre Syndicale, because no one knew of her her demise. Apparently, correspondence was sent regularly to Ann Gres, which she refused to answer. Ann Gres was adamant about keeping her mother’s death a secret. She believed that was how Madame Gres would have wanted things to be—mysterious and secretive. She disclosed, though, that their family was in dire need of funds and other resources, that she had not been able to even afford a decent tombstone befitting her legendary mother. Ann also lambasted her mother’s so-called friends, whom she declared to have never even inquired about Madame Gres’ condition. Sadly, this was how things turned out for the once-prosperous fashion icon. Her business, with debts and failures mounting, was sold to Bernard Tapie, an American businessman. After two years, the French group Estorel took over the company, only to go bankrupt in 1987. Eventually, a Japanese investment group called Yagi bought the Madame Gres name for $2 million in 1988, but the contract did not include royalty payments for the designer. (Deeney, 1994). The same fate happened to her perfume company, which was acquired by Lamotte Taurelle, a distribution company, that later sold it to a finance company subsdiary. The licenses were soon purchased by The Escada Group, which in turn sold in 2001 to Silvio Denz (www. parfumsgres. com). To this day, much of Madame Gres’ influences live on, and her existing pieces are now proverbial treasures. Auctions of her creations command the highest prices, as they are true showcases of a woman’s lifelong passion for the art of fashion. Draping is a skill many of today’s young designers try to emulate, an example of which is a noted finalist in Season Four of Project Runway, a hugely popular American reality show documenting the challenges of over a dozen young designers. Rami Kashou, who won second place, is known for his talent in draping—which may probably tell of his knowledge of Madame Gres’ legacy. It is just, however, completely mind-boggling how many accounts and stories lead to the conclusion that Madame Gres and her incredible talent would be the source of envy of her only child. Though, as they say, Ann Gres despised her mother for that known fact, But it is correct to say that Madame Gres has carved her name and design philosophy into the annals of global fashion. And just like her ethereal creations that had been consistently singular and distinct, the life of Madame Alix Gres, or Germaine Emilie Krebs, will always be mysterious and legendary. Works Cited Cocks, Jay. â€Å"An Elegant Legacy Comes Alive†. Time Magazine, February 3, 1986. Trow, George W. S. The Talk of the Town. â€Å"Work†. The New Yorker, September 29, 1980. Horyn, Cathy. â€Å"Before There Was Vreeland†. The New York Times, December 4, 2005. Deeney, Godfrey. â€Å"The Strange, Secret Death of Madame Gres†. Women’s Wear Daily, December 14, 1994. Koda, Harold. â€Å"Classical Art and Modern Dress†. Timeline of Art History. New York: Metropolitan Museum of Art, 200-. The Costume Institute. â€Å"Costume in the Metropolitan Museum of Art†. Timeline of Art History. New York: Metropolitan Museum of Art, 200-. Alix Gres: An Exceptional Couturier. http://www. telegraph. co. uk/fashion/main. jhtml? xml=/fashion/2008/02/17/st_ madamegres. xml Biography. http://www. parfumsgres. com/biography. html Chang, Lia. Cut and Construction: The Foundations of Fashion, 2005. http://www. asianconnections. com/a/? article_id=594 Mendoza, Sandra. Alix Gres (1903-1993). http://www. vintagefashionguild. org/content/view/664/111/ The Museum at Fit. The Life and Career of Madame Gres. http://www3. fitnyc. edu/museum/gres/lifeandcareer. htm

Australia Suicide Statistics - 807 Words

Australian statistics say that for every suicide completed there are 30 that have attempted. It is good to know the warning signs of suicide for risk management and suicide prevention. When people have suicidal thoughts you may hear them saying things like, â€Å"life isn’t worth living†, â€Å"everyone will be better without me†, â€Å"I cant deal with this anymore†, â€Å"I would be better dead† or â€Å"nobody understands me†; if you hear people saying a few of the following you should definitely look deeper into it. Suicide is the most serious symptom of server depression, warning signs of depression/suicide would be sad moods, change in persons weight or appetite, loss of interest the feeling of worthlessness, thoughts of death and self destructive behavior e.g. self medicating. When coming across these symptoms it is best to ask clear and direct questions, it may seem hard to bring the topic up; but it is best for the client to know that someone does care and is noticing. Some conversation starters you can use are â€Å"I have been feeling concerned about you lately â€Å", â€Å"I just wanted to see if everything is okay, you haven’t been yourself lately† when client tells you how they feel you should go deeper by asking when they started feeling the way they do, how can I support you. You must be supportive and let them know that they are not alone that we are here and that they wont feel like that forever. There is always something that lies behind the thought of suicide, no one wakes up in theShow MoreRelatedThe Biological Perspective On Mental Illness1310 Words   |  6 Pagessignificant problem for today’s world (Pierre, 2012). In context of Australia, mental illness is higher, especially with ATSI communities. Thus, in this essay will explore why individual ATSI are experiencing higher rate of mental illness with suicide in some communities. Some fact and figure will also provide regarding mental health illness in ATSI. 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English Court of Star Chamber A Brief History

The Court of Star Chamber, known simply as the Star Chamber, was a supplement to common-law courts in England. The Star Chamber drew its authority from the kings sovereign power and privileges and was not bound by the common law. The Star Chamber was so named for the star pattern on the ceiling of the room where its meetings were held, at Westminster Palace. Origins of the Star Chamber: The Star Chamber evolved from the medieval kings council. There had long been a tradition of the king presiding over a court composed of his privy councilors; however, in 1487, under the supervision of Henry VII, the Court of Star Chamber was established as a judicial body separate from the kings council. The Purpose of the Star Chamber: To oversee the operations of lower courts and to hear cases on direct appeal. The court as structured under Henry VII had a mandate to hear petitions for redress. Although initially the court only heard cases on appeal, Henry VIIIs chancellor Thomas Wolsey and, later, Thomas Cranmer encouraged suitors to appeal to it straight away, and not wait until the case had been heard in the common-law courts. Types of Cases Dealt Within the Star Chamber: The bulk of the cases heard by the Court of Star Chamber involved property rights, trade, government administration and public corruption. The Tudors were also concerned with matters of public disorder. Wolsey used the court to prosecute forgery, fraud, perjury, riot, slander, and pretty much any action that could be considered a breach of the peace. After the Reformation, the Star Chamber was used -- and misused -- to inflict punishment on religious dissenters. Procedures of the Star Chamber: A case would begin with a petition or with information brought to the attention of the judges. Depositions would be taken to discover the facts. Accused parties could be put on oath to respond to the charges and answer detailed questions. No juries were used; members of the court decided whether to hear cases, passed verdicts and assigned punishments. Punishments Ordered by the Star Chamber: The choice of punishment was arbitrary -- that is, not dictated by guidelines or laws. Judges could choose the punishment they felt was most appropriate to the crime or criminal. The punishments allowed were: FineTime in the pillory (or stocks)WhippingBrandingMutilationImprisonment Judges of the Star Chamber were not permitted to impose a sentence of death. Advantages of the Star Chamber: The Star Chamber offered an expeditious resolution to legal conflicts. It was popular during the reigns of the Tudor kings, because it was able to enforce the law when other courts were plagued by corruption, and because it could offer satisfactory remedies when the common law restricted punishment or failed to address specific infractions. Under the Tudors, Star Chamber hearings were public matters, so proceedings and verdicts were subject to inspection and ridicule, which led most judges to act with reason and justice. Disadvantages of the Star Chamber: The concentration of such power in an autonomous group, not subject to the checks and balances of common law, made abuses not only possible but likely, especially when its proceedings were not open to the public. Although the death sentence was forbidden, there were no restrictions on imprisonment, and an innocent man could spend his life in jail. The End of the Star Chamber: In the 17th century, the proceedings of the Star Chamber evolved from above-board and fairly just too secretive and corrupt. James I and his son, Charles I, used the court to enforce their royal proclamations, holding sessions in secret and allowing no appeal. Charles used the court as a substitute for Parliament when he tried to govern without calling the legislature into session. Resentment grew as the Stuart kings used the court to prosecute nobility, who would otherwise not be subject to prosecution in common-law courts. The Long Parliament abolished the Star Chamber in 1641. Star Chamber Associations: The term Star Chamber has come to symbolize the misuse of authority and corrupt legal proceedings. It is sometimes condemned as medieval (usually by people who know next to nothing about the Middle Ages and use the term as an insult), but its interesting to note that the court was not established as an autonomous legal institution until the reign of Henry VII, whose accession is sometimes considered to mark the end of the Middle Ages in Britain, and that the worst abuses of the system occurred 150 years after that.