According relevant experience, skills and knowledge which

According to (Redman & Matthews, 1998), the researcher has
outlined a sample of suggested HRM practices by refer to (Figure 2.2) which is suitable to indicate the strategies to
increase higher levels of quality service performance which is derived from
addressing the importance of having competitive strategies in the organization:

 

i.           
Recruitment
and Selection: The process
of attracting and selection procedures of new and existing staff which possess
acquired criteria to match the attitudes, behaviour, and educational
backgrounds with relevant experience, skills and knowledge which fits the
position and fulfilling the requirements. Various methods of assessment will be
conducted to evaluate their soft skills in terms of working attitudes, expected
behaviours, to assess their “people skills” and critical approach
thinking skills when it comes to problem-solving within the acquired
orientation of working environment.

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ii.           
Employees
Retention: Type of
organizational strategy to reduce employee’s turnover costs. Employee’s
retention refers to the ability of firms to retain its employees in the
workforce. It is relevant to the hospitality and tourism industry as the sector
practising labour-intensive workforce due to large capitalization of labour
needed to produce various type of services.

 

iii.           
Teamwork: Cooperative action between members in group
contributing effort coordinated by the leader or under one authority with the
same interests and common cause to achieve goals and objectives.

 

iv.           
Training
and development: The
practice involves giving proper skills and knowledge which is relevant to the
job description. Developing soft skills and leadership among the employees to
enhance their attitude and behaviours in the ‘service orientation’ which dealing
with many types of guests at the same time dealing with customer demand and how
to manage work-related stress at the workplace.

 

 

v.           
Appraisal: Employees performance evaluation conducted
based on their job performance in terms of attendance and levels of commitment,
reviews from customer’s feedback, and also ability to solve and handling
customer complaints. The process involves either using oral or written or
combining methods to evaluate on giving feedback to their performance.
Employee’s appraisal is important because it helps the employer to make an
informed decision on giving incentives and promotions to appreciate their
effort and commitment to the organization. Besides, the employee’s performance
record can be used to decide basis for increases and promotion at the same time
to control and maintain organizational quality performance.

 

vi.           
Rewards
program: Increasing reward
attractiveness to attain and encourage high employee’s job performance in order
to sustain employee’s quality performance and organizational goals.

 

vii.           
Job
security: Provide
promising employment for the employees to get a permanent job. The employees
will not have to worry about his or her employment in the organization and will
get benefits from having good pays and incentives.

 

viii.           
Employee’s
engagement and relations:
The involvement of employees in terms of emotional, mental and physical is
needed to increase high productivity and levels of organizational performance.
The employee’s engagement is important to avoid any disengaged employees as the
worker who has low engagement with their job and duty would likely to escape
from their commitment thus it increases the rate of turnover and even the costs
to pay the employee’s leave. HR managers should undertake the actions to
increase the employee’s engagement through participative and educative approach
by giving freedom to the employees and encouraging employee’s empowerment to
address the employee’s commitment on the working environment. Thus, at the same
time increasing the relationship between employees and the manager by providing
employees development program.