Chapter 7 Resort Opening: Management, Staffing, and Human

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Chapter 7Resort Opening Management, Staffing,
and Human Resources
World of Resorts From Development to
Management Third Edition (424TXT or 424CIN)
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Competencies for Resort Opening Management,
Staffing, and Human Resources

• Explain how a resort moves through various
  preopening activities to its grand opening.
• Explain how resorts are managed, discuss their
  organizational structures, and summarize their
  communication issues.
• Describe managers as leaders and various aspects
  of how they carry out their leadership role,
  including building employee morale, conducting
  effective staff meetings, and building internal
  and external relationships.

(continued)
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Competencies for Resort Opening Management,
Staffing, and Human Resources
(continued)

• Summarize labor force issues for resorts,
  including the labor shortage, non-traditional
  sources of labor, and the role of a resorts
  human resources department.
• Discuss wage and salary administration issues at
  resorts.
• Summarize employee productivity issues at
  resorts.
• Describe the impact of labor unions on
  management-employee relations.
• Identify and discuss laws governing employment
  and other operational concerns at resorts.

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Leisure Concept Variablesin Resort Management

• Nature of discretionary travel
• International/domestic market mix
• Social trends and lifestyles
• Leisure/business market mix
• Service demands in a leisure environment
• Larger average party size
• Recreation and sports
• Entertainment

(continued)
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Leisure Concept Variablesin Resort Management
(continued)

• Spa amenities
• Multiple dining options
• Higher staffing ratios
• Seasonal employment
• Climatic conditions and seasonality
• Logistics in one-off locations
• Seasonal packaging

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Elements of an Organization Chart

• The division of responsibilities among
  individuals and between groups.
• The grouping or departmentalization of work
  according to functions, specialization,
  tradition, process, location, time, etc.
• The chain of command by levels of authority and
  formal channels of communication.
• The number of layers of management in the
  organizational pyramid or structure.
• The distinction between line and staff roles,
  sometimes represented by solid or dotted lines
  between cells on the chart.

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Variables Affecting Employee Motivation

• Characteristics of the individual employee
• Characteristics of the job
• Relationships among individuals
• Group dynamics
• Environment of the workplace
• Technological considerations
• Economic forces
• Societal values within the community
• Power of the state versus the individual
• Management behavior
• Leadership influences
• Specific contingencies and situations

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Employee Assistance Programs and Incentives

• Recognition programs for outstanding company
  service and individual achievements
• Recreational and social activities for employees
• High-quality employee canteen
• Periodic review of employee sentiments about the
  workplace and working conditions
• Counseling programs for job-related and personal
  problems

(continued)
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Employee Assistance Programs and Incentives
(continued)

• Assistance to ease relocation and transfer
  problems
• Opportunities to participate in decisions that
  have a bearing on the employees work
• Policy of promoting from within
• Career development and continuous training
  programs
• Profit-sharing, bonuses, or related incentives
  tied to performance

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Entities with Whom a Resorts Management Should
Develop Relationships

• Owners
• Guests
• Union representatives
• Business community
• Travel distributors
• Tenants
• Local representatives
• Local politicians

(continued)
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Entities with Whom a Resorts Management Should
Develop Relationships
(continued)

• Lodging associations, restaurant associations,
  state/local convention and tourism bureaus
• Nearby universities or colleges with hospitality
  management of culinary programs
• Communications/media
• Suppliers and service providers to the resort

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Formula for Employee Turnover

• (Number of Separations Number of Employees)
  100
•  
• Moderate employee turnover in resorts 2030
  percent
• High employee turnover in resorts 3150 percent

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Basic Questions for a Job Analysis

• What are the tasks to be performed?
• How should each task be performed?
• How often is each task performed?
• How long (on average) does each task take to
  complete?
• What equipment and materials are needed to do the
  job?

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Information Included in New Employee Orientation

• General introduction job responsibilities,
  relationship of the job to the total objectives
  of the organization, the resorts owners, history
  of the resort, and future plans of the resort.
• Pay rate of pay, payday, shift differentials,
  deductions from pay, and frequency of pay rate
  reviews.
• Benefits group insurance programs, holidays,
  vacation time, sick leave, tuition aid (if
  available), recreational and social facilities
  and clubs, resort facilities privileges (if any),
  and other employee programs.

(continued)
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Information Included in New Employee Orientation
(continued)

• Employment conditions hours, required clothing,
  identification cards, parking, employee cafeteria
  and meal periods, and reporting absences and
  injuries.
• Human relations on the job importance of
  cooperation, formal communication, guest-employee
  contacts, and public relations.
• Introduction to the job introduction to the
  supervisor and fellow employees, tour of the
  department and possibly the entire resort,
  location of smoking and restroom areas, location
  of bulletin boards, assignment of an advisor or
  buddy, and information on how to contact the
  supervisor.

(continued)
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Information Included in New Employee Orientation
(continued)

• Rules and regulations fire and safety
  regulations, rules of conduct, and formal
  complaint and grievance procedures.
• Job instruction initial training meetings, job
  instruction by the supervisor, instruction by
  fellow employees, and job performance evaluation
  and review.
• Follow-up questions regarding pay and benefits,
  working conditions, job performance, explanations
  of opportunities for advancement, and
  explanations of grievance procedures.

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Four Training Program Goals

• To create service awareness and an understanding
  of the importance of quality standards and
  consistency in rendering service to guests.
• To build employee morale, confidence,
  professionalism, and loyalty to the organization.
• To instill the desire to maintain and improve
  existing skills, aptitudes, and capabilities.
• To engage all employees and staff in
  environmental awareness and conservation
  practices.

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Formal Training Program Format

• Identify the ideal set of skills, attitudes, and
  knowledge needed for the job.
• Do a training needs assessment based on
  deficiency gaps identified by comparing current
  employees performances with the ideals
  identified during Step 1.
• Determine the training time required to develop
  optimal proficiencies.
• Design a course of training.
• Specify the resources requiredfunding, space,
  materials, equipment, etc.

(continued)
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Formal Training Program Format
(continued)

• Prepare the trainees.
• Select the trainers (or qualify them through
  training the trainer courses).
• Schedule and conduct the training.
• Do follow-up evaluations to measure training
  effectiveness.

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Five-Step Process for Project Resolution

• Define the targeted project.
• Measure from the baseline.
• Analyze date to ascertain the root cause of the
  problem.
• Improve by pilot-testing a solution before
  permanent adoption.
• Dashboard monitor the solution to ensure
  sustainability.

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Five Assumptions of a QA Program

• Management approach. Employees should consult the
  person who dos the job if they have questions
  about how to do a job properly.
• Communication. Management should provide
  employees with a mechanism of channel for
  speaking freely on problems that hinder
  profitability or hurt guest and employee
  relations.
• Problem-solving. Group problem-solving is
  demonstrably more effective than individual
  problem-solving.

(continued)
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Five Assumptions of a QA Program
(continued)

• Costing-out solutions. QA task teams must be able
  to demonstrate to management the cost of problems
  under discussion and the cost of potential
  solutions.
• Training. The foundation of the QA program is the
  development of job standards with employee
  involvement and the use of these standards to
  train and evaluate employees.

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Productivity Indexes

• Output per Worker-Hour
• Output Index Worker-Hours Index
•  
•  
• Labor Cost Percentage
• Cost of Labor Gross Resort Receipts

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Basic Instruments of an Employee File

• Written job description
• Quantitative standards
• Qualitative standards
• Specific objectives
• Incident file
• Performance reviews
• Personal history records

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Reasons Given by Employees for Wanting Union
Representation

• Employees have only minimum information about the
  company, and feel insecure about their jobs.
• Managers are inconsistent in setting or enforcing
  policies and rules.
• Managers are one-sided in dealing with
  complaints, always favoring the company instead
  of getting all the facts.
• The competition offers the same or better wages
  and benefits.
• Poor working conditions.

(continued)
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Reasons Given by Employees for Wanting Union
Representation
(continued)

• Supervisors play favorites instead of ensuring
  fairness to all.
• Changes are made by the company without first
  asking employees for their opinions.
• Discrimination on the basis of age, ethnicity, or
  gender exists within the organization.
• Managers have not followed through on promises of
  pay raises, vacations, or better uniforms or
  working conditions.

(continued)
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Reasons Given by Employees for Wanting Union
Representation
(continued)

• Employees believe there is safety in numbers with
  regard to attempting to settle their grievances.
• Employees want to retaliate for past grievances.
• Employees think they will get more pay for less
  work.
• Employees buy the unions promises of a better
  life, better pay, better benefits, and job
  security.
• Employees have security concerns from witnessing
  increasing amounts of work being outsourced.

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EEOC Regulation Focus Points

• Effective fair employment distribution with
  respect to race and sex in all areas of
  employment.
• Ending discrimination against women, minority
  groups, the elderly, and the physically
  handicapped in all areas of employment.

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Workers Compensation System Primary Objectives

• Provision of adequate compensation (including
  medical care) to injured workers.
• Encouragement of safety in working conditions.
• Achievement of administrative efficiency relative
  to the insurance system itself.