Table of Contents

1. Introduction.........................................................................................................................................1
2. Background of the Organization..........................................................................................................1
3. Importance of HR Role in the Industry................................................................................................2
3.1. Unique HR Challenges in Hospitality..........................................................................................2
3.2. Recruiting Hospitality Industry Employee...................................................................................2
3.3. Employee Moral and Retention...................................................................................................2
3.4. Uniting Management and Employees..........................................................................................3
3.5. Human Resource and Liability....................................................................................................3
4. HR Models and Theories.....................................................................................................................3
4.1. Models of HRM...........................................................................................................................3
4.2. Theories of HRM.........................................................................................................................5
5. H.R practice leading to the success of Taj Hotel.................................................................................6
6. Global Challenges...............................................................................................................................8
7. Conclusion...........................................................................................................................................8
References.................................................................................................................................................10

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 1. Introduction
The practice of hiring, recruiting, deploying and handling staff of a company is human resource
management (HRM). HRM is also commonly referred to as human capital (HR). In the early
1900s, and then more generally in the 1960s, the word human resources were first used to
identify, in aggregate, the persons working with the organization. HRM is employee leadership
and a focus on such workers as company properties. Employees are sometimes referred to as
intellectual capital in this sense. As for most company tools, the aim is to use personnel
efficiently, reduce risk and optimize return on investment.[ CITATION Tec20 \l 1033 ]

A vital area of research, well-recognized, and high-value practice is human resource

management (HRM). HRM is the productive and successful utilization of staff to meet the
purposes of the organization, and it is about managing friends, being the human aspect of
corporate management of policies, procedures, rules and systems that impact the employees of
the organization.[ CITATION AAr16 \l 1033 ]

2. Background of the Organization

Together, the Indian Hotels Company Limited (IHCL) and its branches are known as Taj Hotels
Resorts and Palaces and are regarded as one of the biggest and finest hotel companies in Asia.
Incorporated by the Tata Group founder, Mr. Jamsetji N. The firm, Tata, opened its first property
in 1903, The Taj Mahal Palace Hotel, Bombay. The Taj, a sign of Indian hospitality, was
completed in 2003, its centennial year.

By building an adjacent tower block and increasing the number of rooms from 225 to 565 rooms,
the corporation then undertook a massive expansion of The Taj Mahal Palace & Tower, Mumbai.
The Taj Group played an important role in launching many of India's main tourism destinations
from the 1970s to the present day, operating in close association with the Indian Government.
The Taj Community has a customer excellence strategy that includes delivering consistently high
standards of customized service and creative means to enhance the standard of service.

With an additional 15 foreign hotels in Malaysia, the United Kingdom, the United States of
America, Bhutan, Sri Lanka, Africa, the Middle East and Australia, Taj Hotels Resort and

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Palaces has more than 60 hotels in 45 locations throughout India. Each Taj hotel offers the
luxury of service, the apogee of Indian hospitality, vantage points, modern amenities and
business facilities, spanning the length and breadth of the region, adorning major industrial
towns and cities, beaches, hill stations, historic and pilgrim centers and wildlife destinations.
[ CITATION UKE18 \l 1033 ]

3. Importance of HR Role in the Industry

HR plays an important role in the hospitality industry: HR keeps workers comfortable so that
they retain the company's outstanding image and keeps clients happy by ensuring that employees
behave properly and according to company policies.

3.1. Unique HR Challenges in Hospitality : In the hospitality sector, jobs are typically
hourly rather than salaried, making it impossible to retain employee retention. Employees
work long hours, mornings, weekends and holidays included. In comparison, client-
facing positions come with a number of special obstacles of their own. These jobs are
physically and emotionally taxing, needing to satisfy the high demands of the
organization and clients and with such a heavy emphasis on customer service. Employees
lose potential versatility in schedules when firms are understaffed, resulting in
dissatisfaction and burnout.
3.2. Recruiting Hospitality Industry Employee: Attracting trained workers starts with
the work announcement. Detailed work posts that explain the job's required talents,
experience and incentives ensure that applicants understand the job and understand
whether their credentials match the criteria.
HR will hire seasonal workers under the H-2B visa program when faced with shortages,
as detailed in the U.S. Website for Citizenship and Legal Programs. Alternatively, in the
hospitality industry, human resource managers can turn to staffing agencies for help with
their shortages. If they fulfill requirements and a need
3.3. Employee Moral and Retention: It is crucial that workers are competent and
comfortable in the hospitality industry because their attitude reflects highly on the
organization itself. Normally, this responsibility belongs under human resources. An

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 ideal way to start is to give decent benefits and suggest rewards. Additionally, they like
retirement benefits or life care promises.
Professional growth projects in-house and recruiting from inside are places to see a place
in the industry for prospective recruits. Preparing staff for potential leadership positions
within the organization teaches workers that their time in the organization will be a
realistic job choice.
3.4. Uniting Management and Employees: HR also acts as the conduit between
management and staff in the hotel industry. To - the possibility for misunderstandings
and frustrations between the two, HR should aim to streamline interactions. The Best
Practice Institute argues that the removal of communication silos at the level of the
company makes for easier access to expertise and expertise, enhancing efficiency and
employee happiness.
For employee productivity and retention, compensation is important. HR should ensure
that wages are focused on geographic market costs and help employers navigate federal
tax code tips.
3.5. Human Resource and Liability: To ensure the organization complies, it is
important for the human resources department to recognize state and federal hiring laws.
Works within the hospitality sector can be harmful and must comply with the safety
codes of the Occupational Safety and Health Administration (OSHA).
It is also the duty of HR to investigate complaints of wrongdoing, have the appropriate
compliance procedures, and ensure that organizations adhere with a policy of zero
tolerance for discrimination.[ CITATION Dan20 \l 1033 ]

4. HR Models and Theories

4.1. Models of HRM
Four main human resource management frameworks have been established that offer an
analytical basis for researching human resource management.

a) The Fomburn Model: This is the first paradigm (dating back to 1984), stressing only
four roles and their interrelationship. Selection, assessment, progress, and rewards are the

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 four functions. These four constituent elements of the administration of human capital
which are required to contribute to the productivity of organizations.
The Fombrun model is incomplete as it focuses on only four HRM functions and lacks all
variables that affect HR functions in terms of climate and contingency.
b) The Harvard Model: The Harvard model appears to be rigorous to the degree that it
attempts to incorporate six essential HRM elements. Stakeholders, preferences,
situational considerations, HRM policy decisions, HR performance, long-term effects,
and a feedback loop are the dimensions used in the model. The findings flow right into
the business and the stakeholders.

Source: https://www.managementstudyhq.com/wp-content/uploads/2013/10/Harvard_Model.jpg

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 c) The Guest Model: This model assumes that the HR manager has clear methods to begin
with, which require such processes and will result in results when performed. Such
effects provide physiological, performance-related, and economic benefits.
The model stresses six elements of the conceptual sequence: HR approach, HR activities,
HR effects, interpersonal results, success implications, and financial consequences.
Behavioral effects are the product of the engagement, efficiency, and versatility of
workers, who are in turn affected by HR activities.
The argument of the Guest model that it is superior to others is partially justified in the
sense that it explicitly maps out the area of HRM and delineates the inputs and outcomes.
Although the complexities of people management are so nuanced that they can be
captured comprehensively by no model (including the Guest model).
d) The Warwick Model: The Warwick proposal, like most models of human resource
management, relies on five aspects.
 Output Context
 Inner Context
 Business Strategy Content
 HRM Context
 HRM Content

The value of the model is that major environmental factors on HRM are defined and
categorized. It maps the connection between environmental and external influences
and examines how human resource management adapts to cultural changes.
Obviously, success and development can be accomplished by such companies that
achieve an alignment with external and internal environments. [ CITATION Sonnd \l 1033
]

4.2. Theories of HRM

Various theories of HRM are as follows:

a. Resource-Based Theory: The resource-dependent perspective is used in HRM as a

theoretical basis based on the assumptions that organization resources have been
heterogeneously distributed and remained constant over time. This theory connects HRM
with the generation of competitive advantage by focusing on exploiting the internal

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 resources held by the organization that are most definitely exclusive and exclusive to the
business, not two organizations have the same specific resources in separate terms, either
tangible or intangible.
b. Transaction Cost Theory: "Transaction cost theory is one of the major organizational
theories for the policy and organizational problem of analysis and has recently been
generalized to the HRM functions for managing the actions of workers, which focuses on
analyzing the financial and economic problem of human exchange (contract). This idea
for the HR department is about recognizing the contract of the worker." [ CITATION Pat92 \l
1033 ] .The theory of acquisition costs is very effective for explaining employee
motivation at the level of people, groups and organizations. The philosophy of the pay
system and giving appropriate incentives for the success of workers
c. Agency Theory: Agency theory uses some decision-making power to explain
circumstances in which a principal (owner) assigns duties to an agent (employees) on his
behalf. This theory extended to HRM by mitigating conflicts of interest between principal
and agents as liability was assigned by behavioral control and employee relationships
were formed.
d. Contingency Theory: This theory proposed that HRM roles would align with the facets
of the enterprise or external world to accomplish corporate objectives in order for
organizations to be successful. [ CITATION Bri16 \l 1033 ] says that in HRM, contingency
theory is based on external and internal suit. External fit ensures that HR activities must
fit with the requirements of the corporate plan and environment. Internal matches mean
that to achieve the same meaning and the same effect, HR activities must work together.
[ CITATION Joh96 \l 1033 ]have claimed that businesses should encourage employee habits
that are consistent with business strategies by using contingency theory, since action is
the influence of the skill and motivation of an employee, a company may also affect
actions by enforcing HR activities, such as promoting strategies that empower the
employee.

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 5. H.R practice leading to the success of Taj Hotel
The HR policies of the Taj Hotel show their sound recruiting policies, well-planned training
programs and emphasis on practical practice rather than theoretical expertise. Since its inception,
it has always embraced an employee-centered philosophy that aims to cultivate corporate
citizenship behavior (OCB) in its employees and has been responsible for the utmost
consideration taken by workers for the welfare of their visitors.

Some of the points listed that distinguished policies:

 Policy of Hiring: The applicants are assessed and educated for 18 months on their belief
system, means 6 months longer than the industry standard. In fact, the recruiting process
requires candidates who must hold ideals and be able to relate to the culture of the
Organization. Employees can be qualified to be decent drivers, instructors, waiters, it is
claimed, but they cannot be educated to be good citizens. Therefore, Taj wants an
employee to become a member of the Taj family of positive values.
 Talent Management: Taj guarantees that personnel are qualified not only in the field of
their specialization, but also in all relevant roles to upgrade the "Taj standards" to an
international level. For their future career preparation, it keeps perpetual track of their
performance. This helps inculcate a sense of pride among the workers such that their
employees know that their careers are secure.
 Sharpening Leadership Skills: Each worker is given the right to make choices about his
job, and this empowers them. This was mainly the reason that each one of them, when
none of them had been prepared for such a situation, could take the decisions impromptu
during the attack. Therefore, in order to cope with any situation practically, teamwork
qualities should be imbibed in the workers aside from the usual training sessions.
 HR Department & Individualism: Taj combines the HR operations with all the other
activities taking place within the company. This makes HR an integral component of the
group. In comparison, some organizations that view HR as a feature of assistance.
[ CITATION DrS19 \l 1033 ]
 TPP (Taj People Philosophy): As planned by Bernard Martyrize, "The Womb to Tomb
Approach" combined all the important facets of an employee from his induction to his
superannuation. These elements may be roughly classified as follows in 3 parts:

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 o Learning & Development
o Welfare Policies for Employees
o Works Systems

6. Global Challenges
The major global challenges faced by hotel industry in order to maintain competitive advantages
are follows:

1) Workplace Diversity: Any organization's potential successes depend on the opportunity

to manage a dynamic body of talent that can add fresh thoughts, insights and viewpoints
to its work. When an organization is able to take advantage of this melting pot of diverse
skills, the difficulty and challenges faced with workplace diversity can be turned into a
tactical organizational weapon. The predisposition to class workers is one of the key
reasons for inadequate corporate diversity management, putting them in a separate silo
depending on their diversity profile.
2) Lack of Quality Service: The quality of the service affected was attributed to the lack of
workers in the sector and the overflow of customers. The efficiency of the workers goes
down as the job load rises. The job efficiency of the employee declines due to so much
work pressure and, in essence, it impacts the quality of service. Thus, the HR department
must take the responsibility for the damage to the brand name of the hotel.
3) Shortage of Skilled Employees: One of the hotel industry's most critical criteria is to
provide a professional staff that can help meet the diverse priorities and targets set by the
company. The sector is plagued by a lack of qualified employees, and it is not shocking
that one of the main problems facing HR in the hospitality industry is the inaccessibility
of skilled workers at various skill levels. It is therefore important to maintain this labor
force.
4) Retention of Employees: Employees also work in hotels on a short-term basis, because
working in the hospitality industry is not their final career aim. Therefore, after a certain
amount of time, these workers quit their employers. In the other hand, those workers have
to be let go due to their low-grade work results or other job-related problems. Employee
satisfaction is also a serious issue faced by HR in hotels.[ CITATION UKE702 \l 1033 ]

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 7. Conclusion
In conclusion, HRM is the opportunity to use the productivity and efficacy of staff to accomplish
the goal of the company, and HRM theories and model allow HR to achieve this goal and
improve employee morale and participation. One of the biggest challenges in the hospitality
industry is staff productivity and satisfaction. In the hospitality sector, credibility makes or
breaks companies, and the workforce are on the front lines of customer service being the crux of
the industry. This makes the role of human resources important for companies in the hospitality
industry. Whether it is the hospitality industry or the customer care or service business industry
or some other, what is of utmost significance is the organization's citizens, as the "Taj people
philosophy" is followed in Taj Hotel, which tends to be quite apprehensive.

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