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Quiz Guide Chapter 5 - Human Resources

by: Ray Park

Quiz Guide Chapter 5 - Human Resources TCHT1-UC 1070

Marketplace > NYU School of Professional Studies > Hospitality > TCHT1-UC 1070 > Quiz Guide Chapter 5 Human Resources
Ray Park
NYU School of Professional Studies

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About this Document

This is the completed quiz guide for Chapter 5 for the quiz
Lodging Industries and Structures
Bjorn Hanson
Hospitality and Business Management, Hospitality
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This 3 page Bundle was uploaded by Ray Park on Tuesday September 13, 2016. The Bundle belongs to TCHT1-UC 1070 at NYU School of Professional Studies taught by Bjorn Hanson in Fall 2016. Since its upload, it has received 4 views. For similar materials see Lodging Industries and Structures in Hospitality at NYU School of Professional Studies.


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Date Created: 09/13/16
Chapter 5 – Human Resources Quiz Guide HR (Human Resource): Short for Human Resources Personnel Management: These terms were used to describe the human resources function Job Description: A list of tasks that an employee working in a specific position must be able to effectively perform Job Specification: A list of the personal qualities judged necessary for successful performance of the tasks required by the job description Bonafide Occupational Qualification (BOQ): Qualifications to perform a job that are judged reasonably necessary to safely or adequately perform all tasks within the job Selection Issues: These are the laws and regulations that impact a hotel’s selection process o American with Disabilities Act (ADA) – This law prohibits discrimination against persons with disabilities seeking employment o The Age Discrimination in Employment Act (ADEA) – This law protects individuals older than the age of 40 from employment discrimination o The Immigrant Reform and Control Act (IRCA) – This law prohibits hiring illegal workers knowingly o Equal Employment Opportunity Commission (EEOC) – This law prohibits discrimination based on race, color, sex, religion, national origin, age, disability, and genetic information At-Will Employment: The employment relationship that exists when employers can hire any employee as they choose and dismiss that employee with or without cause at any time. The employee can also elect to work for the employer or terminate the work relationship any time that he or she chooses Employment Agreement: A document specifying the terms of the work relationship between the employer and employee that indicates the rights and obligation of both parties. The employment agreement often takes the form of an official written offer letter The Law in the Workplace: These are some other super significant HR legal issues o Sexual Harassment – Unwelcome sexual advances, requests for sexual favors, and/or verbal or physical conduct that is sexual in nature o Family and Medical Leave Act (FMLA) – This law states that hotels employing 50 or more staff members must provide up to 12 weeks of unpaid leave to an employee if the time is needed for the birth, adoption, or in some cases, the foster care of a child. This also applies if a staff’s family member has a serious illness o Compensation – the FLSA (Fair Labor Standards Act) requires a minimum wage to be paid to employees covered by the act and identifies rates that must be paid overtime work. (More details on the FLSA rules are on page 121 and 122) o Employee Performance – Hoteliers must comply with laws relating to the management of employee performance  Employee Evaluations must always be done without bias from the employer towards the employee  Discipline must be administered fairly and correctly to effectively communicate rules of the organization or hotel  Dress and Grooming can be administered in a hotel but sometimes religious rules come into play with the dress code  Termination can’t be done without a good fair reason  Employment records must be kept, according to the law, for each employee Unemployment Insurance: Funds provided by employees to make available temporary financial benefits to employees who have lost their jobs Unemployment Claim: A claim made by an unemployed worker to the appropriate state agency asserting that the worker is eligible for unemployment benefits  Minimum Wage: The lowest amount of compensation that an employer may pay to an employee covered by the FLSA or applicable state law. Minimum wage provisions cover most hotel employees; however, exceptions can include youthful employees being paid a training wage for the first 90 days of employment and some tipped employees  Overtime: The number of hours of work after which an employee must receive a premium pay rate. This premium rate is generally one and one-half times the basic hourly rate  Internal Recruiting: Tactics to identify and attract currently employed staff members for job vacancies that represent promotions or lateral transfers to similar positions  External Recruiting: Tactics designed to attract persons who are not current hotel employees for vacant positions  Employee Selection: Choosing new employees must be done with care and carefulness. Employers should do interviews, take preliminary tests, drug screening, and etc. This way the hotel or organization does not get the “warm body syndrome”, where the process of employee selection is de emphasized and the first person that applies gets the job  Orientation: After the new employee is hired, orientation must take place. Orientation is the process of providing basic information about the hotel that should be known by all of its employees. Effective orientation is critical because it helps to establish the long-term relationship between the hotel and its employees (More rules about Orientation is on page 129 and 130)  Employee Handbook: Written policies and procedures related to employment at a hotel. Also sometimes called an employee manual  Upselling: Tactics used to increase the hotel’s average daily rate (ADR) by encouraging guests to rent higher priced rooms with better or more amenities than those provided with lower-priced rooms  Employee Evaluation: Employees like to know how they are performing in the job; therefore it is essential to give evaluations back to them o The first way of doing so is to compare employees to a standard o The second way of doing so is to rank the employees to other employees  Compensation: All financial and nonfinancial rewards given to management and non management employees in return for the work they do for the hotel  Salary: Pay calculated weekly, monthly, or annual basis rather than at a hourly rate  Wages: Pay calculated at a hourly basis  Benefits: Indirect financial compensation consisting of employer-provided rewards and services other than wages or salaries. Examples include life and health insurance, paid vacations, and employer-provided meals  Employer Retention: The use of organizational and supervisory policies and procedures designed to encourage employees to remain with the property  Termination: This can be voluntary or involuntary, but basically this is when an employee must leave the work place due to a reason. Voluntary termination would be if the employee retired or found another job. Involuntary termination would be if the employee got fired  Exit Interviews: Interviews conducted with employees who voluntarily or involuntarily terminate their position with the hotel  Employee Safety and Health: This must be thought about very seriously by the GM or manager. The floors should be clean, the work environment should be better than bearable and nice to be in. Also the tangible accident places, such as the kitchen with knives or chemicals with janitors, must be careful and must be tended to for less accidents  Continuous Quality Improvement (CQI): On-going efforts within the hotel to better meet (or exceed) guest expectations and to define ways to perform work better, less costly, and with faster methods.  Succession Planning: This is planning for the long term future of the hotel or organization o Step 1: Positions to be addressed in the succession planning process must be identified o Step 2: Thinking about the future qualities needed by overviewing the future talents needed for the hotel o Step 3: Determining currently employed persons who might be trained for and gain experience in activities related to desired competencies o Step 4: To recruit new staff who might be able to fill current positions to better prepare for the future of the hotel o Step 5: This is for the planning and implementing of the necessary professional development programs o Step 6: On going monitoring and revisions of these professional development programs based on the experience and changes in perception about how the organization’s vision can be best addressed


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