Major human relation practices in resort business

2. INTRODUCTION
Relationships between employees and management are of substantial
value in any workplace. Human relations is the process of training
employees, addressing their needs, fostering a workplace culture and
resolving conflicts between different employees or between employees
and management. Understanding some of the ways that human relations
can impact the costs, competitiveness and long-term economic
sustainability of a business helps to underscore their importance.

3. HUMAN RELATIONS
 Deals with motivating people in organizations to develop teamwork which
effectively fulfills their objectives and achieves organizational objectives.
 Good human relations provides ability to work effectively with other people in
an organization.
 The relationships between groups of people, especially between different
workers in an organization or business.
 Workplace relations directly affect work performance and the productivity.

4. HUMAN RELATION PRACTICE IN RESORTS
 A Resort, comprising of so many human resources ,where machines are not
much important to achieve the organizational goals and objectives of a resort.
The relation among human resources of a resort should be healthy .
Resorts need to achieve high levels of service excellence in a competitive work
place, where there is shrinking traditional labor pool and raising expectations on
the part of many employees.
So, Resort Management is attempting to raise the quality of service as part of it’s
strategy to remain competitive with other forms of tourism and leisure in the
world market.

5. It is doing this by trying to develop more flexible and rewarding works opportunities
within human relations and service management strategies......!!!!
LABOUR SHORTAGE
The labour shortage has been a fact of life for the tourism industry.
To solve this, the resort management adopted some practices such as, to hire
migrant labours fill the gap especially for the less popular positions.
Another practice for solving this problem adopted by some companies i.e.
‘’older workers often bring experience ,a strong work ethic, maturity and
Reliability to a job. They also provide good role models for younger workers ‘’

6. STRESS
‘’Doing more with less’’ has become the mantra of the modern living. And the level of stress
in the competitive environment were increased. So, it is very important to recognize and
manage stress ,especially in pressure situations like high season of resorts.
TURNOVER
the number of percentage of employees separated from their employment during a
particular period of time.
It can be both beneficial or problematic for resort management and it may be avoidable
or unavoidable.

7. Job satisfaction and organizational commitment to reducing employee
turnover ,specific commitments and practices that can be made in this
regard throughout the regular human functions includes the following………
 RECRUITMENT and SELECTION
 INDUCTION AND ORIENTATION
 MOTIVATION AND REWARDS
 TERMINATION

8. 1. RECRUITMENT and SELECTION
• Good staff need to possess the twin skills of technical knowledge and people skills.
• Recruitment must ensure applicants are aware of and can have local living conditions
especially in remote settings.
• Recruit ahead when staffs are required to meet labour plans objectives and to leave
sufficient time for training.
• Salary- although wages are important they are not only a reward for many resort
employees. other benefits such as life housing and medical benefits and bonuses are
also important, whose importance will vary person to person.

9. 2. INDUCTION AND ORIENTATION
• Each resort is different in detail and will need to induct the new
employee into their particular culture and approach.
• Induction can take place at the point of recruitment and or place of
work . If some induction is provided under a preliminary or probation basis
this often reduces misunderstanding and later turnover.

10. 3 MOTIVATION AND REWARD
•Training needs to be undertaken at all times and talented staff can be encouraged
to develop multiple skills, which helps to turn them into core staff and start them up the
career ladder.
•Resorts are designed for fun, so the provision of access to the facilities and activities is a
major attraction, especially for young staff. Discount passes to activities and facilities can
be supplied as a fringe benefit .

11. •Provide furlough time so staff can escape the resort environment and the need to be
Constantly on show ,to reconnect with family and friends for a while .

12. 4. TERMINATION
• End of season bonuses are common inducements to encourage staff to stay for
the whole season .
• Exit interviews are good way to determine how things went and whether staff
are interested to returning.
• Some staff may be retained and added to the core staff pool.
• Some staff may be offered the opportunity to work with another resort during
the off season.

13. EMPOWERMENT
Empowerment encourages front line workers, who are the major interface
with guests to exercise initiative and imagination to prevent problems, to solve
actual difficulties
The possibilities for friction and disappointments are endless. It needs
someone on hand to assess the situation and determine the best solution for
each particular incident with respect to resort’s image and branding.

14. QUALITY SERVICE AND QUALITY MANAGEMENT
• To develop human relation, resorts can offer the service quality that should be one of their
differentiators.
• The application of Total Quality Management (TQM) Principles, is a successful human
relation development practice.(RITZ- CARLTON COMPANY).
TQM: Describes a management approach to long–term success through customer satisfaction.
In a TQM effort, all members of an organization participate in improving processes, products,
services, and the culture in which they work.
INTRODUSED BY : FLOOD (1993)

15. TQM PRINCIPLES
• There must be agreed requirements, for both internal and external
customers.
• Customers' requirements must be met first time, every time.
• Quality improvements will reduce waste and total costs.
• There must be focus on the prevention of problems, rather than an
acceptance to cope in a fire-fighting manner.
• Quality improvement can only result from planned management action.
• Every job must add value.
• Everybody must be involved, from all levels and across all functions.
• There must be an emphasis on measurement to help to assess and to meet
requirements and objectives.
• A culture of continuous improvement must be established. Continuous
includes the desirability of dramatic leaps forward as well as steady
improvement.
• An emphasis should be placed on promoting creativity.

16. The Ritz – Carlton Company ,USA
First hotel group to win the MALCOM BALDRIGE NATIONAL (US) QUALITY
AWARD 1992
Now it is not just a hotel or resort business it is in the development business
by adding’ The Residence at the Ritz-Carlton Club ‘as well as ‘The Ritz
Carlton Club’.

17. CONCLUSION
Good human relation and delivery of quality services have an important
role in the success of a business . There are so many Strategic human
relation practices which can be applied in any business, especially in service
oriented sectors like tourism.
There are certain resort companies achieved their organizational goals by
applying good human relation practices . One of the practically proved
human relation practice is TQM . So we can say that Human Relation is
something which is a necessary for every business.