Fossil Fuel Consumption Vs. Time - 2038 Words

Non-renewable resources are energy sources that, in modern society, are consumed faster than the rate at which nature produces them. Fossil fuels such as coal and natural gas, take centuries to form, whilst crude oil takes millions of years to form. These resources are finite and over time, it is believed they will cease to exist (Carty, 2013). The production, use and maintenance of vehicles can significantly impact the environment through the use of these non-renewable resources such as metals, petroleum and other fossil fuels (depending on what the vehicle consumes) (Royal Automobile Club, 2013). The rate at which these recourses are being used is also increasing, partly due to the increase in global population, as shown below in Figure 1. Figure 1 - Fossil Fuel Consumption vs. Time (Dunn, 2004) Production of these resources also causes damage to the environment. This can be either through the damage caused by the extraction of the resource or the disposal of them at the end of their life span (Royal Automobile Club, 2013). The drilling and extraction of oil is quite complex and can leave numerous opportunities for error or accidents. Contamination is eminent via the large waste pits, often left unlined and open affecting many of the surrounding water sources. Flames from burning the natural gas found in oil fields also cause significant air pollution. Oil spills, accidents and illegal dumping of oil barrels lead to devastating ecological and health consequences that canShow MoreRelatedBiofuels Vs. Fossil Fuels1622 Words   |  7 Pages Biofuels vs. Fossil Fuels (David Ross, 2005) Carbon dioxide, the chief byproduct of fossil fuel combustion, is a potent greenhouse gas that remains in the atmosphere indefinitely. 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Human Resource Recruitment Policy for Hospitality- MyAssignmenthelp

Question: Discuss about theHuman Resource Recruitment Policy for Hospitality. Answer: Introduction Rigorous attention from economic analysts, business tycoon academics has been received by Hospitality and Tourism industry because of its growing influence of countrys GDP. It is dynamic service sector where there is a requirement of optimal human resource management to safeguard efficiency professionalism is service delivery (Minchington, 2010). As a consequence, it is stimulating for the hospitality grounded companies to do recruitments develop prospective service providers to offer enhanced services to the international domestic guests. As intangible products services are offered by the hospitality industry, effective HRM particularly recruitment is critical for the success of the hospitality industry. For most of the developing countries, tourism hospitality is deliberated as one of the largest revenue producing sources of economic development. In spite of having bright possibilities prospects, the hospitality sector has continued to be ignored for a long period of time (H uda, Haque Jahan, 2012). Hospitality Tourism Industry The prominence of hospitality tourism employment in both the countries which are developing are developed is proved to by the WTTC (World Travel Tourism Council), which proposes that tourism travel related activities sums for 9% jobs, or 240 million jobs worldwide. As per WTTC (World Tourism Travel Council), world hospitality tourism industry has the capability of earning 700 trillion USD by 2030 this sector has the potential to generate employment presently one out of 17 employees is produced by hospitality tourism sector. In order to face the future global competition in hospitality tourism industry to safeguard better service delivery suitable HR recruitment practices are significant in order to appeal competent personnel for this industry. Improved service delivery can assist in attracting more tourists to safeguard the financial sustainability of the sector (WTTC, 2006). Hospitality Tourism sector is considered to be one of the prospective sectors for many countries which depict exemplary effect on their socioeconomic development. Various countries such as Thailand, UAE, Malaysia, Maldives, India others have been capable of changing their economic fate within a very short span of time by bringing developments in their hospitality tourism based business (WTTC, 2006). Rational of the Study Hospitality Tourism sector is a service based human intensive industry where competent workforce is mandatory to provide guests with better services. Additionally, in order to obtain the best outcomes, professionalism in human resource management practice skill developments is chiefly crucial. Recruitment is the first key function of human resource management practice. It is the process of searching for potential personnel inspiring them to apply for jobs in the company (Srivastava, 2008). Hence, inspiring prospective career seekers to join a respective industry or profession is the necessity in order to produce a pool of applicant. As per the researchers, the social esteem the professional identity of the hospitality career is found to be quite low in the common perception society regarding the tourism sector (Srivastava, 2008). As per the society and peoples perception tourism industry is limited to the chefs/cooks tourist guides which doesnt add much human dignity in the cul ture of the world. As a consequence, human resource specialists in the hospitality sector are continuously facing new challenges to recruit or source the potential best candidates for the company. The Tourism Hospitality sector also faces human resource labour challenges because of the issues of trade union are shrinking, labour forces escalating health care benefits cost amongst others (Barrow Mosley, 2011). The scenarios of hospitality industry in the world are same as mentioned above. People are lease interested to develop their careers in the tourism hospitality industry. So obviously, it has a lower supply of skilled human resource in the market the functions of recruitment are at stake. It has become a big challenge for the revolutionary hospitality companies to transmit the present view of the sector to take it in a lucrative position in comparison to other prosperous service sectors such as telecommunications, etc. (Ivancevich, 2014). Challenges From various researches conducted the following observations have been drawn in respect of challenges practices of employee recruitment in tourism sector. One of the issues that are faced in recruiting for Hospitality Tourism sector is that HR professionals in hospitality sector face challenges in recruiting qualified human resources. In response to the recruitment sources choice by the HR professionals in the hospitality industry prefer a mix of sources of recruitment in searching potential human resources, the various sources includes, word of mouth, HR consultancy firms/head hunting, electronic medium i.e. online sites advising jobs advertisements in print media, i.e. banners, newspaper advertisements, etc. Also, on the problem of preference in determining recruitment sources for hiring personnel, in spite of various options such as hospitality industry focused Medias or sources, employer branding, cost effectiveness mass coverage, HR professionals choose Mass Coverage as a pr imary objective of hiring employees (Rahaman, etal, 2008). The reason behind this is, hospitality sector lacks adequate no. of Human Resource specialized in this vocation because of this intention the hospitality industry hires human resources from diverse background this is the reason that HR professionals recruitment objective has a mass coverage. The HR professional face certain challenges for searching potential candidates, some common issues which have been highlighted are lack of sound HR practices by the company, unevaluated compensation packages, top managements non-professional attitude, reference calls by different pressure groups, fascination o the potential hospitality human resources fir foreign jobs lack of sufficient budgets (ISHC, 2006). Some of the Internal Factors Impacting Recruitment in the Hospitality Tourism Industry Firms size: The organizations size impacts the process of recruitment. The organizations in the hospitality industry are quite big in size, so they find recruitment more problematic, as it is quite difficult to get the right match or person for the job, as the firms are big, so there process of recruitment is quite lengthy and time taking, it takes few months to have a right match for the job (Nickson, 2016). Policy of recruitment: The policy of recruitment of the organization, i.e. external or internal sources also impacts the policy of recruitment. In the hotel industry, mostly the recruitment from external sources because there are better chances to have a fresher employee at less salaries as well as they would be the young blood which would be more energetic and can perform better, as compared to old employees (DeNisi Griffin, 2011). Organizations image: It is another factor which has an influence on the process of recruitment in an organization. Hotels which have a big brand name and have a good image, those organizations are able to attract competent potential candidates/applicants. Jobs image: Better working conditions remunerations are the main features of good image of a job. Moreover, the carrier development promotion policies of a company attract potential prospects. In hotel industry, remuneration or high packages are the chief characteristics of the job which attract more number of applicants (DeNisi Griffin, 2011). Some of the External Factors Impacting Recruitment in the Hospitality Tourism Industry Demographic factors: As demographic factors are narrowly related to human beings, i.e. employees, these have intense impact on the process of recruitment. Demographic factors comprise economic status, literacy, sex age. Hospitality sector lacks adequate no. of Human Resource specialized in this vocation because of this reason the hospitality industry hires human resources from diverse background, also because of the economic status, people dont want to join hotel industry as well as female joining the hotel industry is not considered good for their careers. All these factors also create issues (Fridge, 2011). Labour market: The conditions of the labour market i.e. demand supply of labour is of specific significance impacting the process of recruitment. For hospitality industry the demand for the skills (such as hotel management degree) is less relative to its supply, i.e. people that have done the hotel management course are quite less, so it becomes difficult for the recruiters to have right type of candidate. Unemployment rate: If the rate of unemployment is high in a specific country, it would be easier simple to hire the resources, because there would be high number of applicants, whereas it is vice-a-versa in case of low unemployment rate. Though, in most of the Asian countries, there is a high rate of unemployment, though there are many applicants, but getting the right kind of candidate matching the job requirement (skills education) is quite difficult (Fridge, 2011). Recommendations In order to overwhelmed the above challenges of recruitment functions in the hospitality industry, majorly in the hotel business the below suggestions are drawn in the light of attaining the KPIs of recruitment depicted in the appendix, table number 2. Organization positioning: As a process of trying to appeal talented skilled staff for hotels, HR managers must try to advertise the service packages benefits to the potential prospects/candidates. The managers of the hospitality industry must frequently conduct job evaluation survey in order of keeping themselves competitive in the job market. They must act knowledgably on development of working conditions, benefits opportunities in the hospitality employment market for distinguishing their proposals for employment. Additionally, the hotels could try launching the promotional programs on Human Resource Management practice positioning in the job market to attract budding candidates. These interventions for organization positioning will assist the hotel industry in meeting the Recruitment KPI# 8, 7 4 (Rapidbi, 2007). Employer Branding: Employer brand signifies a reputation of a company as an employer. Employer brand is the image of a company as a great place of work. Even though employer branding sounds definite to HR departmental activity, however in reality it must go afar the interest of the HR must endeavour a corporate tactic of Human Resource branding where non-Human Resource divisions would also be the part of developing a holistic imprint to the organization in the carrier job market. Management of hotels might take some processes or events i.e. employee engagement program appointing celebrities (celebrity players, chefs, writers, film stars) as voluntary officials to act as organizations Human Resource ambassador, promoting quality of work life work life balance programs to convey the uniqueness of the organization to the targeted talent market. Doing such things would also stimulate the candidates to make their career in the hospitality sector; braded hotels might also highpoint the ir culture corporate traditions to the prospective prospects. These interventions might assist the hotels to attain the Recruitment KPI# 8, 7 1 (Aswathappa, 2015). Promoting programs for Employee Retention: Retaining employees is an innovative way of motivating budding prospects. Retained employee defines that the employees are satisfied this satisfaction crates a long lasting word of mouth for the organization. Hospitality industry can introduce sufficient long term financial benefits post-employment security programs such as profit sharing schemes, pension program, insurance, etc. to reduce the existing employee turnover. In most of the cases there are high rate of employee turnover in the employments initial years, so the hotels can provide the employees with short term non-financial financial incentives, such as transportation, hostel accommodation, free lunch, performance bonus, etc. to motivate new hires to stay with the organization. Companies should remember that retaining employee saves recruiting training costs. Retention programs might assist the hospitality industry to obtain the Recruitment KPI number 8 6 (Rapidbi, 2007). Conclusion Among all the functions of human resource management, recruitment is the primary ingredient which spreads the flavours of good human resource management practice of a company, as it is responsible for Human Resource Management promotion advocacy of a company. Recruitment is majorly a relationship process where the primary objective must be to develop a bond with company prospective job market (DeNisi Griffin, 2011). Effective recruitment shall minimalize source quality officials, cost save time. Despite of various internal eternal factors affecting the recruitment factors, in order to make the hospitality sector more attractive in the labour market, the organizational recruitment functions policies must cultivate its surrounding with recruitment KPIs, so as to facilitate the stimulating searching functions of recruitment. References Aswathappa, K. (2015). Human Resource and Personnel Management. Tata McGrawHill Education. Barrow, S. and Mosley, R. (2011). The employer brand: Bringing the best of brand management to people at work. John Wiley Sons. Cascio, F. (2013). Managing Human Resources, Tata McGraw-Hill Publishing Company Limited. DeNisi, S. Griffin, W. (2011). Human Resource Management, Houghton Mifflin Company. Flippo, E. (2014). Personnel Management, Mcgraw Hill Series in Management. Fridge, J. (2011). Dimensions of tourism, the Educational Institute of the American hotel Motel Association. Huda, K., Haque, A., Jahan, I. (2012). Importance of Tourism Education: A diagnostic appraisal, International Academic Research Journal of Business and Management, 1(2), 5. Ivancevich, J. (2014). Human resource Management, Tata McGraw-Hill Publishing Company Limited. Rahaman, M., Chakma, D., Assaduzzaman, K., Sultana, T., Khanom, A., Khan, S. (2008) unpublished project report on Problems and prospects of tourism industry and current state of affairs, Patuakhali Science and Technology University, Bangladesh. Minchington, B. (2010). Employer Brand Leadership A Global Perspective, Collective Learning Australia. Nickson, D. (2016). Human Resource Management for the Hospitality and Tourism Industries, Butterworth Heinemann. Rapidbi (2007), Human Resources Sample Key Performance Indicators KPIs, Nov 29, reviewed July 2014. https://rapidbi.com/samplekeyperformanceindicatorskpi/ ?hvid=2Bqar Srivastava, P. (2008). Conference on Tourism in India Challenges Ahead, 15-17 May, IIMK ISHC Annual Conference, (2006). Top Ten Global Issues and Challenges in the Hospitality Industry, San Diego, California, https://hote online.com/News/PR2005_4th/ Dec05_TopTenIssues.html World Tourism Travel Council (WTTC), (2006). Research Reports. available on www.wttc.org/research/economic-impact-research/country-reports. World Travel and Tourism Council (WTTC) (2006) Travel and Tourism Climbing New Heights: The 2006 Travel and Tourism Economic Research, at https://www.wttc.org/2006TSA/pdf/Executive%20Summary% 202006.pdf (accessed 1 July 2006).