PROBLEMS OF HUMAN RESOURCES MANAGEMENT IN HOTELS IN ABA METROPOLIS

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Product Code: 00009529

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ABSTRACT

This study surveyed human resources management in hotels in Aba metropolis of Abia State. The major objectives were to determine the problems and solutions of human resources management in 1 and 2 star hotels and the possible solution. The population for this study comprises of 25 star hotels and 15 two star hotels which is 40 number within the metropolis. Survey research design was used to investigate human resources management. Questionnaire was used to gather the data for the analysis. Descriptive statistic was used to answer research question one. Linear regression was used to answer research question two. The result of the analysis shows that 67% respondents believes that Human Resources Management affects the quality of service rendered to guest in hotels within Aba metropolis, while 33% respondents disagree. 83% respondents agree that there is a relationship between Human Resources Management and employee’s job satisfaction and self actualization, while 17% respondents disagree. 67% respondents agree that finance are the problem associated with the adoption of Human Resources Management. The researcher concluded that delivery high quality service result in Human Resources Management satisfaction. The researcher recommends that Hotel industries in Aba metropolis should instil Human Resource and service culture in their operations. This is because absence of quality service will lead to poor management and may lead to death of hotel industries.

 

 

 





 

TABLE OF CONTENT

Title Page                                                                                    i

Approval Page                                                                             ii

Declaration                                                                                  iii

Certification                                                                                 iv

Dedication                                                                                            v

Acknowledgement                                                                        vi

Abstract                                                                                      vii

Table of Contents                                                                         viii

List of Tables                                                                               xi


CHAPTER ONE: INTRODUCTION

1.1       Background of the study                                                     1

1.2       Statement of problem                                                         3

1.3       Objective of the study                                                         5

1.4       Research question                                                              5

1.5       Significance of study                                                           6

1.6       Scope of study                                                                    7


CHAPTER TWO: LITERATURE REVIEW

2.0    Introduction                                                                       8

2.1    Conceptual Framework                                                        11

2.2    Theoretical Framework                                                        35

2.3    Empirical Framework                                                          40

2.4    Strategies Used for Hospitality Organizations to Attract

         And Retain Human Resources                                             45

2.5    Empowerment Through Delegation of Duties and

Participation in Decision Making                                          48

2.6    Benefits of Sound Human Resource Management in

         Hospitality Industry                                                            49

 

CHAPTER THREE

3.0    Materials and methods                                                        52

3.1    Research design                                                                 52

3.2    The study area                                                                   52

3.3    Population for the study                                                      53

3.4    Sample and sampling techniques                                        54

3.5    Instruments for data collection                                           54

3.6    Validation of the instrument                                                54

3.7    Reliability of the instrument                                                55

3.8    Data collection techniques                                                  55

3.9    Data analysis Techniques                                                    55


CHAPTER FOUR: DATA PRESENTATION, ANALYSIS AND

INTERPRETATION

4.1    Data presentation                                                               56

4.2    Test for hypothesis                                                            62

4.3    Discussion of findings                                                         65

 

CHAPTER FIVE: SUMMARY, CONCLUSION AND

RECOMMENDATIONS

5.1    Summary                                                                           68

5.2    Conclusion                                                                          71

5.3    Recommendations                                                              71

         References                                                                         73

         Appendix                                                                            76

 







 

LIST OF TABLES

 

Table 4.1:   Number of Respondents                                             56

Table 4.2    Age Distribution                                                         56

Table 4.3    Gender Distribution of the Respondents                     57

Table 4.4    Educational Attainment                                              57

Table 4.5    If Human Resources Management affects the

quality of Service                                                       58

Table 4.6    Relationship between Human Resources Management

and Employees Job Satisfaction                                 59

Table 4.7    Problem in Adopting Human Resource Management        60

Table 4.8    Problems associated with the adoption of Human

Resource Management in Hotel Industries                   60

Table 4.9    If Human Resource Management Motivate Staff

                  Towards increasing productivity                                 61

Table 4.10  If Human Resource Management help the

Management in achieving their goals and Objectives 61

Table 4.11  If there is a relationship between Human

Resource Management and growth of hotel industries   62   









         

CHAPTER ONE


1.0   INTRODUCTION

1.1    BACKGROUND OF THE STUDY

Human resources constitute the life blood of an organisation. Despite the application of technology in modern business management, human resources are still relevant and most adaptation resources of the organisation. The strategic values of human resources stem from the fact that apart from other resources employed in the course of production (land, capital, technology etc) which are passive, human, resources are endowed with discretionary decision-making power and thus have competitive advantage over the other resources. Besides, human resources combine other resources in the right mix to formulate appropriate strategies for the accomplishment of the desired objectives of the establishment of the desired objectives of the establishment. This essential of human resources assist the enterprise to make rightful decisions and respond affectively to the threats and opportunities within the environment of the organisation.

 

Floppo (1986) defined human resources as the planning, organizing, directing and controlling of that procurement development compensation integration and maintainace of people for the purpose of contributing to the organisational goals. Personnel or human resources management is said to have two possible meaning. According to Udeze (2000), it is used by some authors to refer to the functions of managing people at work, every manager who works with people must be involved in personnel management. The second meaning of the term “personnel or human resources (management) refer to the unit of the organisation that coordinates personnel’s activities. This is specialized sections of the organisation that handles staff matters.

 

Hotel industry is one of the fastest growing sectors of the economy. The hotel industry is varied enough for people to work in different areas of interest and still be employed within hotel industry. In recent years, human resources management (HRM) has assumed greater importance in organizations, as it has been recognized as contributing to overall effectiveness. It is now widely acknowledged that human resources play an important role in the success of organisation, Ferris (1991). The human resources management is not involved in the actual writing of performance standards but play a diagnostic, training and monitoring role. The ultimate aim of them is to ensure that at all firms the business is correctly staffed by the right number of people with the skills relevant to the business needs (Islam, 2006). Recruitment and selection are outlining one of the best practises of human resources concepts in hotel industry which can be used to achieve higher productivity when hiring the right people with the capacity and desire to contribute to the goals.

 

Human resources management is defined by Bratton as a strategic approach to managing employment relations, which emphasises that leveraging people’s capabilities, is critical to achieving competitive advantage. Human resources management includes the recruitment of employees, the development of polices relating to the management and development of employees. It also follows that human resources management is not carried out exclusively by human resources department. Line managers are involved in managing the human resources in their department.

 

1.2    STATEMENT OF THE PROBLEM

Human resources management is directly related to the overall performance of the organisation. Identifying and planning for training can be linked to many co-operate processes. The level of intense activity continues in most organisations. Many managers and team leaders find themselves working hard on a myriad of activities. However, effort can be wasted if it is expended in a vacuum. If each activity is treated as a separate action, its intended impact on the organisation may be lost. Many important initiatives are under taken by organisations. In human resources management, training performances management (including performance appraisal and salary administration). Recruitment and selection, and employee relation’s activity all makes an important contribution. Often these initiatives are regarded as separate programs. If organisation loses sight of the basic goal of performance improvement, of they treat these or other programs as the ends rather than the means, then they are doomed to difficult times, if not outright failure and that becomes a problem.

 

Base on this leadership problem which can result to low turnover, guest complaint, relationship conflict between employees and employers. The management of human resources is complex and problematic because as workers hardly adapt or voluntarily embrace the objectives of the organisation. As individuals, the employees have needs aspirations, motivations, desires and interests which influence their behaviour at work but unfortunately these objectives are sometimes in conflict with the co-operate objectives of the enterprise. In reconciling this conflicting interests, human resources management and planning are useful tools employed in harmonizing the needs of the employees with the goals and objectives of the organisation on a continues basis. It is on this note that the researcher is embarking on this work to proffer solution to this problem.


1.3    OBJECTIVES OF THE STUDY

The aim of this work is to determine the problems of human resources management which affects an excellent quality of service to guest. The specific objectives are:

1. To identify the problems of human resources management in hotels in Aba metropolis.

2. To identify how human resources management affects the quality of services rendered to guest in hotels in Aba metropolis.

3. To identify the relationship between human resources management and employee job satisfaction.

4. To determine the overall performance of employees in respect to human resources management.

5. To determine how human resources management motivate their staff.

 

1.4    RESEARCH QUESTIONS

The study will attempt to answer the following questions.

1. What are the problems of human resources management and the possible solution?

2. Does Human resources management affects the quality of services rendered to guest in hotel within Aba metropolis?

3. What is the relationship between human resources management and employee job satisfaction and self actualization?

4. What is the overall performance of employees in respect to human resources management?

5. How does human resources management motivate their staff?

 

1.5      SIGNIFICANCE OF THE STUDY

This study will enable companies, hotels and parastatals to achieve its objective from time to time by creating a positive attitude among workers, reducing wastage and making maximum use of resources etc.

 

Secondly, if proper human resources management is put in place and maintained, it will help the organisation to maintain co-ordinal relationship with the unions (workers) and also improves team work among workers enabling them to be comfortable while working.

 

Thirdly, if proper recruitment and selection methods are followed, the establishment will be able to select the right people for the right job, so that the number of people leaving the job will be reduced as the workers will be satisfied with their job leading to decrease in labour turn over.

 

1.6      SCOPE OF THE STUDY

The present study focused on Aba metropolis. The city is made of two local government areas comprising: Aba North and Aba South Local Government Areas.

Hotels located within the defined metropolitant area of Aba were thus studied. The study covered only the one star and two star hotels within the metropolis.


 

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