Advanced Diploma - HR Management

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",CATERINO 'MANA9E.MENT

118-120 Great Titchfield Street, London, Wl\V 6SS

Subject

Series:

Time Alfowed:

Instructions:

EXAMINATION

CTHCM Advanced Diploma in Hotel Management

Human Resource Management (ADHM 241)

January 200S

3 hours

You are allowed TEN MINUTES to read through this examination paper before the

. commencement of the examination, Please read the questions carefully, paying particular attention to the marks allocated to each question or part of a question, and taking account of any special instructions or requirements laid down in any of the questions,

On completion of your examination paper make sure that your name, CTHCM membership number, and centre number are clearly marked on each answer sheet and any other material you hand in.

This Examination Paper contains TWO SECTIONS. Answer ALL questions in Section A

Answer any THREE questions in Section B

$ OCopyright CTIICM 2005

40% of the module grade 60% of the module grade

)

. CONFEDERATION OF

-ED n·JIlII·

ADHM 2411 Human Resource Management Examination January 2005

TOURISM'tlO'rEL'CATERING

SECTION A

Answer all questions in this section. This section carries a total of 40 marks

~"t"" _,~ Describe two sources of candidates for recruitment. -\ c\ CM-\k-

Al.
A2.
A3.
A4.
AS.
A6.
A7.
A8.
~ HW~ A9.
A1O.
All.
A12. . .wtv<..-<>il-'CJcM: ~t\'I-vN"'"

(2 marks)

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rve two examp es 0 e tectrve se ecnon. -_ csy .4A1"-"tvt..-

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When does a contract of employment normally come into existence?

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In Maslows' Hierarchy of needs, the first level represents physiological needs. What are the other four needs? ':i (t"-""""'~ j,ov.cl / "-5lo.v-v. /utl - OIcfV\..u-~OV>

What are the two fundamental issues facing, human tc:;source pl~nners?

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What is the supervisor's role at induction?

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What is the difference between wage and salaryi'>, \.. ~ fW""" ~v..ft~ .d

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How can training programmes be evaluated? ,/ _ / ..

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Distinguish between a formal group and an informal group.

What is meant by the term constructive dismissal?

State four main reasons for high labour turnover in the hospitality industry.

List four incentives which can be offered to hotel staff to maintain their levels of motivation and loyalty.

A13. How can job enrichment contribute to motivation?

A14. How can job analysis benefit an organisation?

A1S. Outline the major benefits of workforce planning.

(2 marks)

(~ marks) ~",,,-lJ~{!d

(2 marks)

(2 marks)

(2 marks)

(2 marks)

(2 marks)

(2 marks)

(2 marks)

(4 marks)

(4 marks)

(4 marks)

(4 marks)

(4 marks)

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ADIL'\12411 Human Resource Management Examiuatiou January 2005

TOURlSM.·HOTE['.CA!ERING

SECTIONB

Answer af!)' J of the J questions in this section. Each question carries a total if 20 marks.

B1.

a) What problems face human resource managers when trying to select the correct staff in a

large commercial enterprise? (10 markJ)

b) How can these problems be overcome?

(10 marks)

B2.

Y QU have just been appointed Director of Human Resources at a leading European holiday complex, One of your first duties according to your new chairman is to giv~ a speech to an industry conference held in the resort. The speech is tided "The contribution of Human Resource Management to the SUCC!ilSS of the company today".

Produce draft notes for yOU! speech outlining the (010 and purpose of human resource management and its contribution to the sUCCeSS of the company.

(20 marks.)

B3.

a) Summarise the stages in the development of human resource management.

(10 marks)

b) Discuss the view that the one basic objective of the personnel department is to get the maximum return from the money spent on the work force employed.

(10 marks)

B4.

"There is little point in wasting time developing manpower plans in a large scale facility when there is so much economic uncertainty and occupancy rates are so variable". Comment on this statement and examine the need for human resource forecasting in

relation to this statement. .

(20 marks)

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B5.

a) Distinguish between resignation, retirement and redundancy.

(6 marks)

b) What points should the supervisor have in mind if any workers are made redundant?

(4 marks)

c) \Vbat is a 'procedure agreement' in reference to redundancy or dismissal?

(5 m(ffkJ)

d) \XIha.t ate exit interviews? Why are they necessary?

(5 marks)

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TOURISM· HOTEL' CATERING

Din

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CONFEDERATION OF

MANAGEMENT

118-120 Great Titchfield Street, London, WI W 6SS

EUMINA'fION

C7HCM Advanced Diploma in Hotel Management

Suijcrt:


Series:

January 2006

Time Alkwed:

3 hours

Instrsctions:

You are allowed TEN MINUTES to read through this examination paper before the commencement of the examination. Please read the questions carefully, paying particular attention to the marks allocated to each question or part of a question, and taking account of any special instructions or requirements laid down in any of the questions.

This Examination Paper contains TWO SECTIONS. All questions in Section A must be answered. Answer any THREE questions in Section B.

On romplelivlJ qjyollr examination:

Make sure that your name, CTHeM membership number, and centre number are clearly marked on each answer sheet and any other material you hand in.

Marks Allocation

Section A ~ Section B =

40~'o of the module grade 60% of the module grade

QCapyright cmCM 2Q06

CONH(H:nJ\T10~ OF

TOURISM' HOTEL' CATERING


MANAGI:::M£:-':T

SECTION A - Case Study

All the questions in this section must be answered. This section carries a total of 40 marks.

Pamela Airs has a problem. Decisions need to be taken that will dramatically affect the business that employs her and she does not know what options to pursue.

Pamela is th~HR~r of the Smallville theme park in Churchester-on-Sea in Southern England. She has seen -thC;':.park grow from a small local funfair into a medium-si~tel:Qational

.~with a wide range of attractions and ri es wit modation for 500 • uests and the

potential to provide a memora_b_ , enence for 5,_JO-visltors. e park is hi~~, despite fickle English weather dnd ~~iI to October se-;Son~This is p~due to the high quality rides and visitor attractions and ex'cellent marketing. However, the workforce is quite small and it is heavily reliant , a -' e and seasonal labour. O~e staff are employed yearround and an average f 300 staff'are employed on various shift patter~htoughout the season. Also, s~ Currently a wide-range of problems need to be addressed:

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• Turnover is hi_gh. He@time stili has been affected by 8~LTO over the last season. h 'furime staffing ~ms more stable, but~atistical ~ of part-time stafftng turnover performance has ever been carried out.

• A wide SO:-li 'problernsneedto l='~, overc~me~,~nd

. eve vandalism are occurring too frequently in the ark. In ~ing

~ A.Cfju. tinDO accornmo :;ltion~at hastr:adi!iQ[lilJl_~~ated to_15% ca __ i 7_~ nd

''"\ ~ndards 3 ~ti~occupancYJ~tes~ The police we_re!_~cen1:ly c e in to ~ Cj C',- Co ........

l\L\.M.J.fiENAVC13 'InVeSt1gate Instances ~e_ftjh the tw~91_fet~_ri~s and th~est~§tautant. cc .... rro; tf

t;LOAvte!ff A consultancy report commissioned by Srnallvilles' own rs recommends that improying. d C

*OtlJ mana erial skills' nd competences must be viewed a a high priority, ith a greater ~C:_'(l

. emphasis~ , ' -

Pamela has been studying the detail of the consultancy report, IJ.9aimed wages and salaries wer~ above average for the~lliLth.rulUiR-PIocedures and policies were well managed by her -'*'sman team. 0Weve~nag_ers--were-fiOt..ped'flrmiI1_g wslDln a recent seminar organised to discuss this line managetsca:lmed they worked ve_ h"). d, were not aEpreciated, and felt as if

,!h.~~, or managers or e HR team,

Having carefully evaluated all of the evidence, Pamela is considering her options. The owners of Srnallville have indicated they would support 'reasonable' bll.,dget requ$ili, and expect to see pr~y. Pamela's initial preference is a e.rogramme of managem~nt development accompanied by selective traini~l1 unconvinced.

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)'~,'{_~ 1. ~~"Pam~ purs~:_pref~red opti~~~::_e_:eason~,r your choice. (20 marks)

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J. l \1V'hat other ~!l_on&-rrti:' ht be availab~amela to address her problems? (20 marks)

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TOURISM· HOTEL· CATERING


MANAGEM.ENT

SECTION B

Am-wer af!) J of the J questions in this section. Each question carries a total of 20 markf.

B1.

You are the new training manager for a large city centre hotel. \X/rite to your Human Resources Director about your planned, year-long training progtamme for new recruits to your recently introduced telephone sales department.

(20 marks)

3

B2.

Choose a team or department from the industry. Prepare a report which;

a) Identifies team roles and responsibilities within the team. Explain how they relate to each other.

(6 mark..~

b) Explains the relationship between roles, responsibilities and team objectives.

(8 marh)

c) Identifies the lines of authority and explains their purposes. In your report you should include charts to illustrate lines of authority within the

selected team, (6 marks)

B3.

a) W'hy is the interview crucial in the selection process?

(6 mark.r)

b) How and why should interviewers prepare fully for the interview?

(10 marks)

c) What makes a good interview?

(4 mares}

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TOURISM· HOTEL· Ci\TERING


MAN ..... GEMENT

B4.

"Providing good staff welfare should be a major concern for all large companies who want to look after, and retain their staff". Discuss why providing good welfare facilities is so important and describe how companies can invest time

and money on them. (20 marks)

B5.

a) Name three types of dismissal and briet1y explain each one.

(6 marks)

b) Name four valid reasons for dismissal.

(4 marks)

c) Write out an example of a standard disciplinary procedure.

(5 marks)

d) Explain the tole of industrial tribunals.

(5 marks)

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CONFEDERATION OF

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IDI. i "

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. TOURISM-BOTEL-CATERING MANAGEM.ENT

118-120 Great Titchfie1d Street, London, WI W 6SS

EXAl\HNATION

CTHCl\1 Advanced Diploma in Tourism Management.

Sut?/ert:

Human Resource Management (ADTM 241)

Series:

August 2005

Time Allowed:

3 hours



On completion qfyour examination:

Make sure that your name, CTIICM membership number, and centre number are clearly marked

on each answer sheet and any other material YOll hand in. -

Marks .Allocation

Section A = 40% of the module grade Section B = 60% of the module grade

lOCopyright CTIlCM 2005

COHf'~D~RA1' JON OF

.OPl

TOURISM.HOTEL·CATERING

ADTM 241 Human Resource Management Examination August 2005

MANACEMENT

SECTION A - Case Study


You are a trainee manager on a temporary assignment as a Human Resource Assistant in

Sea World, London. You have just arrived and have been given a project which will test your knowledge of resort HI.lIDan Resource practices. Essentially, Sea World Human Resource Management \:iew thei!) abQ,ur Tu_mQ;li:et:. (fJ'Q) as ~e. In the yeaz2.004/2005 aLTO_pte of 80% was experienced using '1" January 2004 as the base - a 15% rise on the previous year. You have a limited knowledge of Hum'an Resource in Sea \X!orld but'h~ an lnfo:(matiQn pack to work with. Tills outline information includes the following;

!! The L TO rate accounts for all staff employed, but no single manager or supervisor left during the course of 2004/2005.

•

Sea World employs 250 staff and 25 managers in their London site.

•

The 250 staff are employed on rotating shifts across a 24 hou.r/7 day cycle. Fewer staff are employed at night but all managers and st;:ff can expectto work a night shift - 10.00pm - 6.00am one week each month,

J

•

All non- management staff are paid at the minimum wage rate + 20%.

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ere IS no extra payment tor wor g rug ts, '"0",,' \:. . I

•

Vacation rights and sick pay support are minimal dur~ the first year of emtrent for ~

all staff -~tatutory entitlemencl..~t.UL--...,) \ l C'I-~j ~ Low . ~. '~ ",,-WQ tk'lv' ~ r.v •

•

Extra vacation, sickness benefit, medical and pensions rights become available for staff in year two.

-~

•

Apart from induction training, no staff are provided with any additional training until their second year of employment. --

!!

All management staff are recruited internally.

-_

•

All staff are divided into teams to work in different parts of Sea World. This is organised

on a rota basis so that over the course 0 f a month all staff work in all areas. tv <:1.(", ,.., \ !) d~.... i ~ \ ' ~V'~""~ i(:,~ V'o~Cv

The typical staff member is young (17 - 21), did not attend college, possesses very few

skills but usually does have an interest in animal welfare.

•

•

Managers are usually aged 30 or over and currently comprises of 24 men and 1 woman.

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«;ICopyright CTHeM, 2005

,

TOURlSM· HOTEL· CATERING

ADTM 241 Human Resource Management Examination August 2005 MANAGEM£NT

a) Suggest an outline strategy to reduce LTO. (18 marks)

b) How is L TO calculated? (2 marks)

c) What is the major purpose of Human Resource Managewent at

Sea World? (6 marks)

d) Wihy do you think induction training should be essential at Sea Wodd?

e) \Xfhat are the main elements of an induction programme?

(6 marks) (4 mares}

o Describe the methods that could be used to ensure that Sea World's induction programme is effective.

(4 marks)

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: OOrqntJI!:JtATJON: OF

. TOURISM· HOTEL' CATERING


'MANAGEMENT

SECTIONB

Answer arry 1 oj the ~ questions in this section. Each question carries a total of20 marks.

Bl.

As the Personnel and Training Manager for a large tour company you are responsible for the recruitment and training of all personnel and to liaise with Heads of Department. The job is key to maintaining high standards within the hotel. You are at a meeting with the Front Office Manager discussing ways of reducing the number of complaints that have been reported. Higl; staff turnover and low staff morale ate also issues,

a) Discuss the items you would want to cover with the Front Office Manager from a Human Resource perspective in order to assist your Front Office Manager in identifying and resolving the issues.

(10 mares}

b) As a result of your meeting write a report to your General Manager stating a course of action which you would undertake with the aim of raising standards, reducing staff turnover and increasing staff morale.

(10 mares)

----~-----

B2.

'Deciding the amount staff should be paid is a major concern for all businesses particularly those that are active in highly competitive business environments, HR professionals active in the Hospitality I Tra~el and Tourism sector need to make sure -they respond very quickly if there is fconclusive$vidence of staff in other comparable businesses benefiting

from 4!geases in their rates of pay'. --

a) Is the statement correct?

(10 marks) .:

b) How should HR managers determine just how much staff should be paid?

(10 mares} .:,

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TOURISM' HOTEL· CATERING


MAN'AGSMENT

B3.

As the newly appointed Director of Human Resources at a leading European holiday resort and hotel complex, you have been asked by your chairman to give a keynote speech to the company's annual conference. The speech is tided 'The role of Human Resource

Management and the future success of the company'. If

Write n.otes for your spee. ch w. hich sh.ould contain your vieWSJ; the~ and purpose ofHuman Resource Management and an assessment of th - baJlet s faced in the

ir:_:reasingly competitive tourism and ho~dustry. .

(21 marks)

B4.

a) Is scientific management actually scientific?

(12 marks)

b) Identi_fy the application of scientific management in a typical large-scale resort hotel.

B5.

Managers with high ethical standards create organisations with a high level of social responsibility.

a) Explain how companies and their managers can create an ethical climate.

(15 mark)

b) List the qualities of an effective manager which would also demonstrate

good leadership. (5 mark.r)

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CONFEDERATION OF

·R:III

TOURISM~HOTEL . CATERING MANAGEMENT


EXAMINATION

CTHCM Advanced Diploma in Tourism Management

Su~ied:

~uman Resource Management {ADTM 241)

Senes:

June 2005

Time .Allowed:

3 hours

In.rtructiom:

You are allowed TEN MINUTES to read through this examination paper before the commencement of the examination. Please read the; questions care.fully, paying particular attention to the marks all cared to each question or part of a question, and taking account of any special instructions or requirements laid down in any of the questions.

On completion of your examination paper make sure that your name, CTHCM membership number, and centre number are clearly marked on each answer sheet and any other material you hand in.

This Examination Paper contains TWO SECTIONS. Answer ALL questions in Section A.

Answer any THREE questions in Section B.

1I1arks .Allocation

Section A:; Section B ;;:

40% of the module grade 60% 0 f the module grade

OCQPyright CTHCM 2005

ij'ii'inf1

TOURisM' HOTEL· CATERfNG

ADTM 241 Human Resource Management Examination June 2005

SECTION A

Answer aU questions in tbis section. This section carries a total of 40 mares.

At Describe two objectives of Human Resource Management. (2 mares)

A2. Wh;lt is in a job analysis? (2 marks)

A3. List four qualities required of leaders. (2 mares)

A4. Why do companies use an application form? (2 markJ)

AS. Explain why recruitment is expensive. (2 mares)

A6. Identify four of the main contents of a job description, (2 marks)

A 7. \X'hat does an organisational chart illustrate? (2 marks)

A8. List four incentives which can be offered to staff to maintain their levels of

motivation and loyalty. (2 m(JrkJ:J

A9. Give four details which must be included in a contract of employment. (2 marks)

A10. Explain the term unfair dismissal. (2 marks)

All. Describe two types of job evaluation schemes. (4 mares)

A12. What assumptions does Douglas McGregor make about the average person at

work? (4 mt1rks)

AB. Outline four of the key costs in the Human Resource budget. (4 marks)

A14. Describe the key factors in designing a successful recruitment advertisement. (4 marks)

A1S. How can a team leader's management style affect the overall success of a team? (4 marks)

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TOURlSM' HOTEL' CATERING


.MAN·AG~ME.N-r

SECTIONB

Answer atry J of the :5 questions in ibis section. Each question carries a total of 20 marks.

Bl.

a) Can legislation ensure discrimination at work does not occur?

(10 marks)

b) How can employers ensure discrimination in the workplace is minimised?

(10 marks)

B2.

The Postman Hotel in London is a top class hotel which claims to be the best of its type in the UK. Despite the obvious prestige associated with wQrbng for the Postman, it has a serious labour turnover problem in specific areas of its operation. Recruitment specialists employed by the HRM department are accustomed to recruiciPg virtually every week of the year, particularly for the banqueting and housekeeping departments. By contrast, the Diomar Hotel in 'X'est London recruits far less frequently, with only seasonal pe;lks and specific events requiring specialist assistance ~ usually an employment agency ~ To cope with minor weekly fluctuations in occupancy rates and business activity: it usually copes just by increasing or decreasing the numbers of hours worked by the existing workforce. \'i;'hi1e it is true that the Diornar employs less than half the number of staff employed in the Postman and only a quartet of the managers and supervisors, it clearly has a more settled staff and is far mo.re cost effective from an HR perspective.

Both hotels pay minimum wage + 20%. Both hotels have an extensive. non-wage benefits package that includes meals while on duty, free travel to and from work and an indus trystandard sickness and heaithcare package.

a) Suggest possible reasons for the apparent difficulties that face The Postman Hotel.

(10 marks)

b) Suggest possible solutions to these issues.

(10 marks)

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MANKCEM E.NT

B3.

As the Human Resource Manager for a large company you are responsible for the recruitment and training of all personnel and to liaise with department heads. The job is key to maintaining high standards within the company. You are meeting with the department heads to discuss ways of reducing the number of complaints that have been reported. High staff turnover and low staff morale are also issues.

a) Discuss the items you wish to raise with the department heads, from a Human Resource perspective, which will assist them in identifying and resoiving the issues.

(10 mark.r)

b) As a result of your meeting, write a short report to your General Manager stating a course of action which you would undertake in terms of staff ~a..ining and development. Discuss any other course of action as appropriate with the aim of raising standards, reduci.11g staff turnover and increasing staff morale.

(10 mares}

B4.

a) Define upward and downward communication, (2 marks)

b) State reasons why effective communication in any organisation achieves greater

efficiency. (10 mares)

c) Identify typical information which management might communicate to staff.

(4 mark~)

d) List the methods of communication used in a large organisation.

(4 marh)

BS.

'Deciding the amount staff should be paid is a major concern Em: all businesses, particularly those that are active in highly competitive business environments. Human Resource professionals need to make sure they respond quickly if there is conclusive evidence of staff benefiting from increases in their rates of pay in other comparable businesses. '

a) Comment on this statement.

(10 markJ)

b) How should Human Resource manage.rs determine how much staff should be paid?

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OCvpyrighJ cnlCM. 2Q05

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CONFEDERATIONOF

'61:11111

TOURISM· HOTEL· CATERING MANAGEMENT

118-120 Great Titchfie!d Street, London, WI W 6SS

EXAMINATION


H'u~an Resource Management (ADT~1 241)

Senes:

June 2004

Time Allowed:

3 hours

Instruaions:

You are allowed TEN MINUTES to read through this examination paper before the commencement of the examination. Please read the questions carefully, paying particular attention to the marks allocated to each question Or part of a question, and taking account of any special instructions or requirements laid down in any of the questions.

On completion of your examination paper make sure that your name, CTHCM membership number, and centre number ate clearly marked on each answer sheet and any other material you hand in,

'This Examination Paper contains TWO SECTIONS. Answer ALL questions in Section A.

.. o\nswer any THREE questions in Section B

Mark! Allocation

Section A ::::: 40% of the module grade Section B:;; 60% of the module grade

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TOURISM· HOTEL·CATERING


MAN.AGEMENT

SECTION A

Answer all questions in this section. This section carries a total of 40 marks

A1.

Describe an ad hoc team?

(2 marks)

A2. Why should induction training should be given to all staff. What is the purpose of induction training?

(2 mares}

A3.

\'vbat does an organisational chart illustrate?

(2 marks)

A4.

What basic premise do all organisational structures share?

(2 marks)

AS. Explain the tole of an Industrial Tribunal?

AG. What is the main purpose of the appraisal?

A7. Give four examples of employee benefits that are not direct cash payments.

AS. Define recruitment and selection

(2 marks)

A9, Why is the interview crucial in the selection process?

(2 marks}

A10. Give four different methods of evaluating training programmes

(2 marks)

All. What would be the effect of one manager having the responsibility for too many staff?

(4 marks)

A12. How can a team leaders management style affect the overall success of a team? (4 marks)

A13. \X'hat should a job descript-ion include?

(4 marks)

Al4. Distinguish between a 'formal group' and an 'informal group'

(4 marks)

1\.15, How can job enrichment contribute to motivation?

(4 marhj

OCQPyrigtJt CTHCM, 20Q4

COtol;FEOU-ATIQN OF

TOURISM' HOTEI..· CATERING

ADTM 24lf Ruman Resource Management Examination June 2004

MANAGEM~NT

SECTION B

Answer a'!)' J of the J questions in this section. Each question carries a total of 20 marks.

Bl.

a)

Why is the interview crucial in the selection process?

(6 marks)

b) How and why should interviewers pI;epar~ fully for the interview?

(10 marks)

c)

What makes a good interview?

(4 marks)

B2,

You <Ire the new training manager of a l::u;ge tour operator, write a memo to your Human Resources Director on your planned training progr-amme for the. first year's work of new recruits to your recently introduced telephone sales department

(20 mar,h)

B3.

Explain Fredrick Herzberg's 'two factor' theory and give examples of how you would use the model to improve organisational effectiveness.

(20 marks)

B4.

Choose a team from the travel and tourism industry. Prepare a report which includes;

a)

The identification of team roles and responsibilities within the team and

explain how they relate to each other. (6 mares)

b)

An explanation of the relationship between roles, responsibilities and team

objectives. (8 mark.J)

c)

The identification of lines of authority and an explanation of their purposes In yom report you should include charts to illustrate lines of authority

within the selected team. (6 m(Jrk~)

«;.'JCopyright CTHeM. ;2004

3

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CON. ED£1I..A.1'ION OF

TOURISM' HOUL' CATERING


MANACEMENT

BS.

As the newly appointed Director of Human Resources at a leading tour company, you are asked by your chairman to give keynote speech to the company's annual conference. The speech is titled "The role of Human Resource Management and the future success of the company'.

Write draft notes for your speech which should contain your views on the role and purpose of Human Resource M:magement (HRM) and an assessment of the challenges faced III the increasingly competitive tourism and hospitality industry.

(20 marks)

OCQllytighl Cl1ICM, Z004

2Q

4

CONFEDER.. ... TIONOF

,.'IUII

TOURISM ·B()TEt~CATERING

.'. . . .

MANAGEMENT

118·120 Great Titchfield Street, London, WI W 6SS

EXAMINATION

CTHCJvI Advanced Diploma in Hotel Management

Stllject.'

fIuman Resource l\1anagement (ADHM 241)

_Septemb~r 2004

Time Allowed:

3 hours

Lnstructions:


On completion of your examination paper make sure that your name, CTHCM membership number, and centre number 4X~ dearly marked on each answer sheet and any other material you hand in.

This Examination Paper contains TWO SECTIONS. Answer ALL questions in Section A

Answer any THREE questions in Section B

Marks Allocation

Section A = 40% of the module grade Section B::; 60% of the module grade

CON~El,)iItATION 0;::

mill,.


ADHM 2411 Human Resource Management Examination September 2004

MA"NAGf:.ME'NT

SECTION A

.Ansuer all questions in this section. This section carries a total of 40 marks

A1. Briefly describe two in objectives of Human Resource Management (HRM).

(2 marks)

A2. What is an employee dismissal?

(2 marks)

A3. Describe a person specification.

(2 marks)

A4. What is a Non-Executive Director?

(2 marks)

AS. What is the relationship between Job Analysis & Job Content?

(2 maries)

A6. Name four of the stages of the Recruitment process.

(2 marks)

A 7. State two benefits to a fum pursuing a policy of delegation.

(2 marks)

A8. Wbat is meant by the term 'job rotation'?

(2 marks)

1\9. Give two key aspects of effective selection.

(2 marks)

A10. Give two key features of effective induction.

(2 marks)

All. Define the term 'personnel policies' and give an example.

(4 marks)

A12. \>mat is a divisional structure?

(4 marks)

A13. \V'hy is the 'span of control' important in any discussion of management style.

(4 marhs)

A14, Name four methods of gathering information about a candidate during the selection

process. (4 marles)

AIS. State fout main reasons for high labour turnover in the hospitality industry.

(4 Marks)

IOCopyright crscx, 2Q04

TOUR ISM • HOTEL· CAJ'ElUNG

ADHM 2411 Human Resource Management Examination September 2004

MAN}r..GEM2.NT

SECTIONB

Answer arry J oj the J questions in this section. Each question carries a total oj 20 marks.

B1.

You are a consultant retained by the Managing Director of a new high quality, business oriented five-star hotel. Your rust task .is to draft ideas for a recruitment advertisement for front office staff to pass on to your Advertising Agency. Make notes to brief the Agency stating clearly the objectives for the campaign, the job and person specification, remuneration package etc. and suggestions for the layout of the full page, four colour

. -

advertisement

(20 mares}

B2.

a) List the most important reasons for carrying out training.

(10 marks)

b) State the five stages used to ensure that training is carried out systematically, briefly

explaining each one. (10 marks)

B3.

a) As a job selection interviewer state the factors to consider to ensure that the interviews are effective.

(12 marks)

b) Draw up a table to show the advantage and disadvantages of both panel and one-to-one

interviews. (8 marks)

B4.

Discuss the following statement;

"The establishment and maintenance of a practical system of personnel information and records is an essential part of effective manpower management".

(20 marks)

<CCop),lignt CTHc!vt :ZQoa

J

TOURISM' HOTEL· CATIlUNG

ADEM 241fIIuman Resource Management Examination September 2004

BS.

Managers with high ethical standards create organizations with a high level of social res p onsibili ty .

a) Explain how companies and their managers can create an ethical climate.

(12 marks)

b) List the qualities of an effe<;tive manager that would also demonstrate good

leadership. (8 marks)

<OCopyright CTl-ICM, 2004

4

CONFEDERAT10N .OF

,

~~ aI,

TOURISM·HOTEL~CATERING

0·'l1li

I 1.1 '_' I I

· •. 1 '-!."I- I,ll.

I I "

--- - --

MANAGE.MENT

ll8-120 Great Titchfield Street, London, WI W 6SS

Time Allowed:

3 hours

EXAMINATION


Subjtet;

Human Resource Management (ADTM 241)

S~ries:

J anuazy 2006

I nstructions:

You ar-e allowed TEN MINUTES to read through this examination paper before the commencement of the examination. Please read the questions carefully, paying particular attention to the marks allocated to each question or part of a question, and taking account of any special instructions or requirements laid down in any of the questions.


On completion of your examination:

Make sure that yOU! name, CTHCM membership number, and centre number are dearly marked on each answer sheet and any other material you hand in.

Marks Aliocation

Section A::;; Section B ::;:


OCQPyrigbt CTHCM 2006

CON1EDt:!tATJON O'F

TOURlSM ,·HOTEL- CATERING

ADTM 241 Human Resource Management Examination January 2006

MANAGEMENT

SECTION A- Case Study


Pamela Airs has a problem. Decisions need to be taken that will dramatically affect the business that employs her and she does not know what options to pursue.

Pamela is the HR Director of the Smallville theme park in Churchester-on-Sea in Southern England. She has seen the park grow from a small local funJalr into a medium-sized international resort with a wide range of attractions and rides with accommodation for 500 guests and the potential to provide a memorable experience for 5,000 visitors. The pa.rk is highly profitable, despite fickle English weather and a limited April to October season. This is partly due to the high quality rides and visitor attractions. and excellent marketing. However, the workforce is quite small and it is heavily reliant on part-time and seasonal labour. Only 18 full-time staff are employed yearround and an average of 300 staff arc employed on various shift patterns throughout the season. Also, staffin.g costs ate increasing. Currently a wide-range of problems need to be addressed:

• Turnover is high. Her full-time staff has been affected by 80% LTO over the last season.

Part-time staffing seems mote stable, but no statistical analysis of part-time staffing turnover performance has ever been carried out.

• A wide range of disciplinary problems need to be overcome. Absenteeism, lateness and even vandalism are occurring too frequently in the park. In the self catcling accommodation that has traditionally operated to 75% capacity, poor maintenance and cleaning standards is affecting occupancy rates. The police were recently called in to investigate instances of theft in the two cafeterias and the guest restaurant.

• A eonsultancy report commissioned by Smallvilles' owners recommends that improving managerial skills and competences must be viewed as a high priority, with a greater emphasis on training.

Pamela has been studying the detail of the consultancy report. It claimed wages and salaries were above average for the sector and that all HR procedures and policies were well managed by her small team. However, line managers were not performing well. In a recent seminar organised to discuss this, line managers claimed they worked very hard, were not appreciated, and felt as if they were not respected by senior managers or the HR team.

Having carefully evaluated all of the evidence, Pamela is considering her options. The owners of Srnallville have indicated they would support 'reasonable' budget requests, and expect to see progress very quickly, Pamela's initial preference is a progt'll11me of management development

accompanied by selective training, butshe is still unconvinced. -

Questions:

1. Should Pamela pursue her preferred option? Give reasons for your choice. (20 marks)

2. \Vhat adler options might be available to Pamela to address her problems? (20. wiJrk.r)

,~--. -~------~~

QC\1pyright eTHeM. 2006

CONJIf.m:I\.ATION Of'

.1RPI

TOURiSM· HOTEL· CATERING


SECTIONB

Answer any 1 of the ff_ questions in this section. Earh question carries a total of 20 marks.

B1.

You are the new training manager for a large city centre hotel. \XTrite to your Human Resources Director about your planned, year-long training progr;:unme for new recruits to your recently introduced telephone sales department.

(20 marh)

B2.

Choose a team or department from the industry. Prepare a report which;

a) Identifies team roles and responsibilities within the team. Explain how they relate to each other.

(6 marhs)

b) Explains the relationship between roles, responsibilities and team objectives.

(8 marks)

c) Identifies the lines of authority and explains their purposes, In your report you should include charts to illustrate lines of authority within the

selected team. (6 marb)

B3.

a) Why is the interview crucial in the selection process? (6 marks)

b) How and why should interviewers prepare fully for the interview?

(to mark..0

c) What makes a good interview?

(4 marks)

~Copyright CTHeM, 2006

3

CONFEOU.A:rLON Of'



'MA-NAGEME.'NT

B4.

"Providing good staff welfare should be a major concern for allla.tge companies who want to look after, and retain their staff". Discuss why providing good welfare facilities is so important and describe how companies can invest time

and money on them. (20 marks)

B5,

a) Name three types of dismissal and briefly explain each one.

(6 marks)

b) Name four valid reasons Ior dismissal.

(4 marks)

c) Write out an example of a standard disciplinary procedure.

(5 marks)

cl) Explain the role of industrial tribunals.

(5 marks)

OCollytight CTHCM. 2Q06

CONF£DE:R!,T[ON OF

IDR

TOURISM· HOTEL· CATERING MANAGEMENT


EXAMINATION

CTHCM Advanced Diploma in Hotel Management


Series:

August 2006

Time Allowed:

3 hours

lnstrections:

You are allowed TEN MINUTES to read through this examination p:lper before the commencement of the examination, PI~3se read the quegions carefully, paying particular attention to the marks allocated (0 each question or part of a question, and taking account of any special instructions or requirements laid down in any of the questions.


On completion of your examination:

Make sure that yOUl name, CTHCM membership number, and centre number are clearly marked on each answer sheet and any other material you hand in.

Mark.r Allocation

Section A = Section B =


CCopyright CTHClv( '2006

CONfI;:otM.TlON OF

ADHM 241: Human Resource Management Examination August 2006

TOURISM' HOTEL· CATER ING

MANf.CE.MtNT

SECTION A; Case Study

You are an Advanced Diploma student who works as a Training 0 fficer for the Palms Holiday Park. The Holiday Park is an established resort that is marketed for international tourists.

Your role as the. T raming Officer for Palms Holiday Park involves supervising and uaining park entrance attendants. The company has recruited several new attendants but you have noticed that one member of staff has experienced problems delivering effective customer service while ensuring that queues are kept to a minimum at the park entrance.

Consequently, the waiting time in queues has increased and poor visitor management has led to a senes of complaints, This has been an ongoing problem and you have been asked by the Holiday Park management to submit a training guide to enable attendants to work efficiently. The guide will cover your recommendations on the stages of ~aining and its evaluation.

Questions

a) Identify and describe the stages of a training programme for a front office receptionist in Palms Holiday Park.

(20 marks)

b) \V'hat is the importance of the supervisor's role in training?

c) \'Vby does training need to be evaluated?

(70 marks)

<PCQPyrighl CTHCM, 200b

2

CONH.Di,;AATLON OF


TOURISM' HOTEL· CATERING

MANACE}.{E.NT

SECTIONB

Answer Clt!)' i questions in this section. Each question carries a total 0/20 marks.

B1.

a) \Vhat are the effects of a high labour turnover in an organisation?

(70 markr)

b) Suggest ways that labour turnover may be reduced

B2.
Define the following terms;
a) Job enlargement (5 marks)
b) J Db enrichment (5 marks)
c\ ] ob satisfaction (5 lJi..lrks)
J
d) Job empowerment. (5 m'lrks)
----

B3.
a) Give a definition of the induction process. (4 matk,r)
b) \V'hat is the purpose of the induction process? (4 mares)
c) Outline an induction procedure checklist. (12 marles) B4.

Explain Fredrick Herzberg'S two factor theory and give examples of how this model could be used to improve organisational effectiveness,

IOCQPyright CTIKM, 20vQ

3

CDNU'Of.H.AY10N Of



MANAGI:MENT

BS.

Choose a team from either the tourism or hospitality industry. Prepare a report 'which includes;

a) The identification of team roles and the responsibilities within the team. (6 marks)

b) An explanation of the relationship between roles, responsibiliues and team

objectives. (8 marks)

c) TI,e identification of lines of authority and an explanation of their purposes In your report you should include charts to illustrate lines of authority within

the selected team. (6 !?J(lrks)

@COpyrighlCI1-ICM.20U6 4

Recruitment and The recruitment process, producing Job descriptions, and personnel 'I

,-~_tl_e_c_[j_o_n_T r--' speLificacil)lb, sources of rt:cnl~tment __ _ _

Rceruirmcnr ;\11l /. Thc ,;c!cCUOi"l pUJCCS" compiling shortlists, i111CIY1C\Yltlg techniques

selection J [ ; I

V - .

Induction The 1111j1(>lrancc of an etrecr.ve II1duCtlO!1 programme til ne,\ emplol"t'es

S!Jft turnover. ;yhe c')sb involved In the high levels of stlff [U[11(J'·er in the Hospirnlirv

:lb~enteeislll :lllJ V :Ind Touris m Industrv Dismissal, resignation, redundancv and job

employment , n:strt\((~lring

itcrnlln'1tlOtl 1:

Procedures - (; lICUI1C<,:: proccdui c and the use of protesvional bodies for arbir1"!1UOI1

, and reconciliation

I ' DioLiphlLlr;- Pn.ccdures

- (;ro,s / :'Cl"!OU:i 1111,C\ -uduct

Rl'<"lll~ JI,e! . _1rk Ll'L ';~'I-"1l11h lIeu_ilL!:; .1nd rhe: rc-pousrbilmes on employers

rc- )o!1sibllitY V i"~

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TOUR ISM - HOTEL, CATER! NG

\ L .. \ '>J ,~I ; ~. :"1 j " I'

ADVANCED DIPLOMA IN HOTEL MANAGEMENT MODULE SYLLABUS

Human Resource Management ADH:t\-1 242

Description

The aim of ch" mndlll,' \-; to [)rn,·ide a fOlJnd:1tiOIl 111 both the knowledge and skills of Human Rc~, .urcc !\hna!~l'm(,,'tlt required bv lll.1111gers 111 the hospiralirv 111dw,II")- The module rCC()glli,c' ,hal m:ulJgt-menr of human resources 'II all levels can crirically affect rhe ctficicncv :lllel ct"fn'[IYClWS;; C)f an org;lni;;atiun_

Summary of Learning Outcomes

On completion () f rhls 1l1()lh.dc students will be alile to;

• ["plalll rhc rille of HHl\[ ill a n org:,ni'>ari _)Il

• Identify and appl al.'~' I {Rl\[ policlts

• Select :111pl"(lpll;rtt' sr"L1r<,:gl<::~ fill- the recruitment :1.nJ selection ot sratf

• Opu:\!C r I IUd p(}licil'~ leg;rrdiI1g :lb,cl1t("ci,;m, disciplinary and grtc'"I'ance

procedure- wirhir; ;\ legaj fpme\\"olk

• Select :l11d justitv remuneranon methods appropriate to g1\'en roles

• Jl.I(JIlHo}", 'lJ'pr:ll~;c, [1'[\111 and develop ,uff using ;t variery of techniques

• L"ndt:"r:llld ,I(kl illlplement the kgal and coruracrual responsibihtie-, on both n1Cll1agers '\Tld employees

• Ob'l'IYC the highcsr ctlucal standards with regards tn s(,lff and customers

Syllabus

T ruroducuon [0 module

i The -main functions and aims of HRI\L The: role: "I1L1 function of HI{ [0 ! l)l"\!::lni:;;\(iom and the HR C\'Cle

Counselling alld or hc r Welf:llT

, The prO\'l,IUl1 of coumelling and other welfare services and their 11l1r"n:lI1ce [0 [he fTR function

TOUR ISM, HOTEL, CATERING

mouitoring of rcrtorrnancc

,\ ppraisal

Policies Illl appraisal and review uf performance, The ,\ ) 1!~1:,;)ll!lteITie\\'

SCfYlCeS

I The IUlSO!1S fm adopting an ethical posItIon and (he practice () f i1llp1c-menrtllg an ethics pulK:'

I he C1,.brO!l1 and prac[lc[' of al_l_t_t_h_lC.:_,S_' J.::p_{):_::li::._c~I_' ~~ ...J

Assessmen t

Sum mative assessment (coursework) - Tim WIll be set and marked bv til, centre with gUIJo1l1Ce from ClllC.l\l and will usuallv be based upon the students working t:I1Y!t0!1111cUt, dt:y<;;loping an 11l1dno'e<lllding of the issues with Human Resource l\bnagemcnt and [h~ ul\'e)sit), nt' the h()sl'ita1it: Indusr)':' \'CcIghril1g "~()') 0, Further details are 'p:aibblc from

C n 10\'1.

Form ative assessment (toXan,iILuion) - 'Tlri-. will be a three hour exanun.uion ~'el and marked by C:TI IC.!\L It will L()mpll~C of rwo sections; Section /1. will han: questious based un an Il1dUSllY case "llJ,h (40 marks) and SectIon B will ompnSe of 5 x 2n mar]." questions "f which candidates !T\U,[ ,dt'ee and answer three (60 marks), \Y·eighting 80",'"

l:THCI\{ IS a LUl1Jull based bodv and the svllabus content will in general reflc..t tlus. ,\ny kgl,];won aucl ("dc, ot P!'OlCrJLC will reflect (he inrcrnational n-irure of the industry and Will nnr be countrv "rccific I ,lied centres mal' tind it <!(_jy;llltageous to add locallegi.,btion or practise to their te;1chl!1g but [h(;\ <hould be aware that the: CTtlC:~! examination will not ;\"c;SS this j, )cal kll,,\\'kdgc,

•. , !~~I 1'1 II 11:\1111 ~ 1 u-

~nrml


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Further guidance

Recommended contact hours: 90

Credits: 20

Delivery s trater-ie s

~ ~

\\'hils[ a practical appro;lch to dll~ module is desirable ic should nor be at the expense of a ';(lund ri1eim:rical ba,;c.

Recommended Prior Leatning

:)ludenrs ,h()uld haH' c()1l1l,leted the CTH(:i\.[ Diploma in Tourism of Travel "'\gene; i\bnagemcl1l or (:I.IUI\·,llenr.

Resources

It is strongl, rccornrncndcd rh:u industrv case studies are used to support [he studv completed Oil [hi' module. Thc;;e can be toulld III articles in the magazine::. and [ournals ul cn ufied h <:I 0\\' , n:1[1< )n:t1 nL'W,p"pClS and, if possible, commercial databases like Proquest ;Ind FB:-.,(.() It IS ah" high])' desirable co organise a programme of guest :-.peaktr:; ro ,Ide! CUIT<:l1C\ arul \'<\cIII()!lal relevance. Learners need access to librarv and research f:lcilmo which should Include some or all of the following;

Texts

~

Baum, '1'., (I ()().1), T\[anaglllg HUlTIJ.rl Resources in/the Eun'peHl Tourism and Hospi[alitY IndlbuT :1 :-;rratc",ic "',pproacl1, Chapman and Hall, ISBN O-II:2S56308 Evans, 0, (I ()81), :)upcnis()l'v T\hna!!cment, Principles and Practice, Continuum, ISS!\: ()1\::?J)4S-~.)<)

•

• Gold~l111th, \., ct ,11, (I ()T), I Luman Resource Management for lIospiralit,· Services. Iutcrnauonal Thomson BUSiness Press, ISBN lo()lS2()9SG

• (JUS", D, (I ()%), Ecil1( iplrs of Human Re;;oUfn' thn,lgrnl<':l1t, Roudedge, ISBN 1861Snl\1\2

6:\~ treclwick, .1, (2(){h), ,\ n Jn~r< lC~UC~I~!l1 t(~ Human Resource l\lanagement, ~uttCl'\\'(\rth l Icumcrnan, ISBN 0." JU6(»)343

• Stone. R., (I ()'r) , Readin~s In Human Resource l\1anagement, \\'iley, ISBN OrU3'>.iI\-

• Tornngron, D., 0.: I hll, T, (1 'Ph), Pcr:;onncl :\fanagcmcl1t: H Ri"! in ,\ccion, Prell rice T ]a 11, TS R 0.i o 13 ) . .j. (),)4r

lVIllgazines and Journals

British Journal of Industrial Relations Employmem Gazette

Industrial Relations Journal

Industrial Relatiuns Review and Report People Management

Personnel Revle\\

Training, Oftkt'r

Training; and Development Journal

TOURISM· HOTEL ·CATERING

Websites

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\P.\·W. b h~ ·~t!lblli.:.c'. ,r!!. uk \\·\\'w.catU\:f.C, )111 \\·\\·\\.".Gltc:nll!.'ncl.c, '.uk \\',\')1:'. hcima.. }1"P.uk

Cliarrcrccl Institute of Personnel and Development British I Iospiralirv .-\ssociaciun

Ca rcrer and Hotelkeeper

The Clfering Net

H orcl and Carertng 1 ntcrnatiorial :\lan·agcmclH Association

H o:ipitalny N er

H ospitalitv Tr;llntng Foundation

\\"\\"W. hO.:'_I_lI_ra_]it_\·l1cl .11! \\~,\~.v.hrf, J1Y.uk

NOles on recommended texts

TIlt" module (.1.1l be t:ll.lghr With the rexr- we have illenrif!ed as relevant to the module svllabus, In kt:cplIlg with :1 'l)('ci.l!tsed qualific.irion :H <1'1S level there is 110 oue: [ext Whh'h covers the whole svli.ibu-; but J. 11L1l11ber of texts which provide sufficient depth [0 explore the ,;uDJeC[ n rc.i. In general, the lecturer's lesson plans should be based on the flHHlule svllabus and supported by rrlcvnnt lC''',t;,. supplcmentarv material famtliar to the h-ctlttt'i" :llld the lecturc-rs t'\.perIel1ct'. It is not n"enl.ial [CJ use ali the' recommended texts and lecturers should usc their experience to dec ide which ones arc most appropriate fDr thell' "IULk-llt" \\lH:rl:' ;1\ ailable and approp nat«. P'i~[ module exarninauons are :11,0 available to support lecturers.

(~THCM will :dwar,; 'l.fl~\Ver :lIn' ques tions f'wtn the centre's Head ()l Dep:lrttnel\t either by email or bv phone.

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Benchmarking internal vacancy filling at the Employment Service

r tc",A,;p&'.J LIn 1996, the Employment Service decided to b_cnchm..aLkJl,l.eir i~Hernal vacancy filling process, the specific objective being to achieve 3. radical 7i-educrion in the time taken from the notification of a vacancv tQ the lEast being fillef",~~l~£urrentlY ~ooQD'eeks, The benclll~),uk.ing took place agamst 44 other Qrg~mlsatJOns who were sent a question-

naire relating to the vacancy filling process and the individual times taken at specific stages. From the answers,~s ",'ere

chosen for follow-up vis i ts, The team also decided to encourage radical thinking by explormg processes that had par·;;tllels with vacancy filling. Following a brain-stoffi1ing session, the team chose shelf filing in a supermarket as an 'off-the-wall' comparison process.

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"1' '() .:~ ~"~3at A b

vacancy-n hn_K_average ij wee' I arvn,.21provement ot ~Q/ num er

~ ----~~~~~~

of s~ere fna-. e~ including:

Using II to f _ " . f advertisements.

Including the.date of inr-ernew in the adverti.sement.

.,",-iJ(!I\l.tW'~'Vt' . .

Streah1lmmg the interface of personnel and hue manage-

ment in the sifting and interview process.

Source: Employment Service - internal research

Benchmarking can also take place against the whole HR function. This can be a mix of quantit: tive and qualitative measures, as shown in BP Chemicals project (see Case study 1.9) which tan lead to a wholesale change in the way the department is organised and focused,

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An introduction to human resource management

Chapter 4

120

When it has been decided that a vacancy exists, the specific details of _!_he position need to be agreed. This is carried out in' threeSiages which will be looked at separately:

Investigating the nature of the work and its key features. This is carried out througlQOb analystfj

Agreeing a summary of the job and the nature of the person \"/bo ,Yill best fit the post. This means drawing upd10b desC'lijirWif" (or, in some cases, a 10b profile) and a . ersrm .5 fa zcation._:;

.~ --

Alternatively, 3. competency profile can be drawn up which

will define the nature of the job and the competencies required to carry out that job efficiently. If competencies are used, they will be part of a wider competency framework in use in the organisation,

Deciding on the terms and conditions of the Q_.ost, including hO~lrs of work,~y and ~nefi.ts. This is known as a~;~

"m~ltp~ - ,I

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..-:;l' .f'/

~--.--

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Job analysi

Purpose of job analysis

l'\nalysing jobs is central to the people management ['rocess. Establishlng and defining jobs correctly is the stal~t~g point for not just tfle recruitment process; it plays a major part in the way employees are managed arld motivated, becoming the basis for the performance management process (see Chapter 8); it 'helps to establish how employee's training needs are analysed (see Chapter 10) and has a major input into the design afpay svstems, especially the comparison of one employee's pay with another (see Chapter 9).

ob atldij'Si'SCan take place lIi.a nun - of situations, all of which are

Chapter 4

Recruitrnent

121

;.

situation is when ~cies are necessary and jobs may be analysed in terms of workload and_J.:mrpose. Business process engineering, where organisations closely examined every activity and process within the process, taking out those which did not add value, was very common in the late 1980s and early 1990s, and used job analysis extensively.

The size of the organisation can influence the process of job analy-

,....... ~

sis. In large organisation, where hundreds of recruits are sought each

year, such as in defence or banking, it is worth undertaking rigorous job analyses as the consequences of selection mistakes can be very costly to the organisation. For example, employing an unsuitable cana~m ofa nuclear power station could result in millions of pounds worth of damage. Similarly, as recruiting and. training

-------------

a police officer can cost £100,000, it is vital to get the joh design right

and match this with the recruitment processes and methods so fewer tl;aine~.le< v___ ){_~fo~e_ thei_r:_ training is completed (Cooper et al., :!003).

An important element to remem er, alt rough it get5 very blurred in practice, is that the aim of job analysis is to analyse the job, not the performance of the employee carrying QUI the job.

How to carry out job analysis

The anal ysis starts 111'1 th a definition of what in[onnation needs to be ,Q,atheJJd:. This can include the ins'tructions given as to ho~",; to ca-;:-ry out !~rk, the processes that lead to the iol~ hold-er's act~ns (cornmunicanons, Dow of work, etc.) ~he na!!lfe ()f_ the ~ental and physical_proce~es requiE.S-d,l.- the ,.g~ree of flexibihty in the work it?clf and in the employce's jhcughr .patterns, the targets and require_d outc_omes, the relationshi~iJ:b other employees - superiors, peers and subordinates - and the general terms and conditions attached to the work.

The next stage is to decide on the format for collecting the information required, For a full description of this topic, see Taylor (2()02) but here is a summary of a number of ways that this can be done:

1 (Ask~ngemptoyees to complete a questiomwire.Sfhis can be_ design_cd .~e orgamsation, with or without the help of specialist consultancy services, or there are a numbcrQ(_st3nd.u:.c!..9}lest!()_l1- naires available _. _ arket. The questionnaire needs to be able to ber-eadit)' computerise.d from whicl_! job d~5(riptign? ~d person specifications can be readily dra~. The advantage of using this system is that the questions are standard and, if tested properly, will be user friendly. The difficulty is that filling

'" ,,';.

122

An introduction to human resource management

Chapter 4

l' .

{~(b rvvo~()V Cc(Jic~

\

in questionnaires about their job is not always a favourite pastime of employees and they may choose to exaggerate the importance of some aspects of their work.

Asking employees to keep work diaries. This method, if carried out properly, '~_lI get a very accurate picture of what actu~pens over an extenfled period, say a week or month. However, Irony emI:i!oyees W1.1l5e generally reluctant to carry out such a demand and those that do it properly may not be typical. Ag<tin, it is possible to build up the job beyond its actual importance.

Observe the emplQvee. A realistic picture can certainly be drawn up using this method. However, a o,:e-to-one obseI\1:1tiol1 is very expensive and time consuming, and may need' to be spread over a period of time for it to be representative. It would not be very appropriate for work in accounting offices, where there is a monthly cycle, an annual cycle and often a quarterly cycle as well, It may well be that eUlpJoy~es behave, @Ierently when they fnow the)' ~m~ being ubserved but this may have less truth these days following so many 'fly on the ~ll' television prog;rammes. Even in today's more compliant workplace, it is unlikely (and unethical) to consider using video recorders for this purpose.

Jnterview the employee. Sometimes carried out in groups, this provides the opporfuniLy t()~get the ful\ picture of the post by ~bing, clarifying and reinforcing flue:stiollS. With a group of employees, it may be possible to obtain a more con-

,. ';i~tent all-round picture, especially jn the areas of responsibility and decision taking. Through interviewing, two specmc techniques can be used to produce an outcome. The first is the repertory grid lechnjgu~':'Nhcre, through questioning, a grid

.

is constructed of the tasks carried Out and the skills and com-

petencies required to carry out those tasks, scored from, say, one to five. This is of considerable assistance in producing an accurate person specification.

.t:! ".

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.'

( I

1 ...•.

I! :.'';

The ~,cQnd technique 1s tEat of drav .. ing out a set of critical incidmts to examine which parts of the job are ([UCi;;l1 to it) success or failJlre Starting from a study of key _j';;b objectives, the employee is asked to set out anecdotal lnctdents whi h resulted in achieving or not achieving those objectives nnd the part they played in these incidents. This process assists in being able to draw up the skills r q ulred to be successful in the job.

--

-------

Chapter 4

Recruitmem

123

Job description

Although principally drawn up for the purpose of recruitment, job descriptions ~e used for a number of other purposes. They are an integral pan of the job evaluation process, where grading and salary decisions are taken on the basis of carefully sculpted job descriptions. They are also used as a basis for training programmes, where training is focused on the elements of a job and how employees can perform better in their job. They are also key to the performance management I?~where an employee is measured to a larger or smaller extent against the requirements of the job set out in the job description.

Job descriptions come in many shapes and sizes. There are _:;irn.~ v - ions which give a basic description of the main tasks (se e Figure 4.1). There are more-com-plex (aIld useful) vcr:Sions which indicate

Job Title

Secretary, Sales Office Sales Office Manager Head Office

Full time

Reports to Location

Hours

Summary of position

To carry out secretarial duties, including word processing of letters and sales reports, telephone work, filing, essential hospitality and general assistance with meetings.

Main activities ("""-'k fa.,k 1 ">

To produce sales reports from information provided by the regional sales teams,

2 To word process letters, Circulars, etc. for the sales managers and supervisors.

3 To deal with essential e-mail circulation to sales staff.

4 To handle telephone queries relating to the sales report and commission issues.

5 To file documents, letters and reports and any other items for the department.

6 To help with hospitality at times of conferences and weekly meetings,

7 To take minutes of sales meetings and help initiate any action pending from these meetings with the appropriate manager.

8 To carry out any other necessary duties associated with the sales office.

,:,-,,~, ","' • : ~.,' .• , . -·r •.

Figu.re4.1

T~sk oriented job descrfpsion

~_.,_ -~-,~. .-~ ,,.)

.'j

124

Chapter 4

An introduction (0 hurnan resource management

accountabilities and standards as shov\'n in Figure 4.2. The decision on which format to use will be contingent on the current size and complexity of the organisation and the purpose for which the job descriptions are being drawn up. If it is only for recruitment of basic clerical employees, then a simple version will suffice. If it is for supervisory or managerial employees or if the descriptions are also being used for other purposes, then a more complex version is necessary.

The essential ingredients of every job description are:

Job title

[ob location

The superior to whom the job holder reports The staff who arc responsible to the jot> holder The overall purpose of the job

Whether it can be full time or part time

Most frequently performed duties with some indication of their importance (Figure 4.2).

Senior Library Assistant Senior librarian

Job Title Reports to Location

Main Library

Total of 38 per week on shift rota basis

Hours

Main accountability

To implement library procedures in respect of book ordering, cataloguing and loans within the appropriate time span and within costs allocated.

Key result areas (extracts)

Book Ordering. To place orders for books as requested, to check their arrival within the agreed time span, to complete the certificate and pass all documentation to the senior llbrarian to authorise payment within.

2 CatcllQguing. To ensure that books delivered are catalogued correctly and on the shelves within 8 working days.

3 Library Loans. To handle applications for, and safe return of all inter-library loans within the stipulated time period. To chase up any non-returned books if more than 2 days overdue, recording accurately all transactions.

Figure 4,2

Accountability oriented job descriptiOQ

.-~,/

<.1'.

Chapter 4

Recruitment

125

Job profile

There has been much discussion in recent years on the restrictive nature of job descriptions. It has been argued. that modern day working practices serve to make descriptions outdated and superfluous. The pace of change is so great that the work that an employee actually carries out can alter within months, even days, of their starting date: so job descriptions need constant updating which can take up considerable time and effort. Furthermore, as we have seen in Chapter I. employees are now encouraged to work b~ ond contract; in other words, to do anyt mg at le p~ rem, tll(~ir unit and t reir organisation to acJlI"Cve results quickly, ef1icien til' and in the interests of the custorners they serve. This modus operandi is difficult to write into a joh description and limits to the description can only be tested by practice and experience. The profile, therefore, will only indicate the main tasks and accountabilities, and use more gener:llised statements as to

------~~----~-~

tbe nature of the work. At Abbey National Building Society, they com-

bine ajob profile with key aspects of the specification, relevant competencies and indicators of performance and call this a job staternen t. An extract (excluding the specific competencies) is shown in Figure ''1.3.

Person specification

;f

The specification has three objectives. Firstly, to ~rovide a focus i~")r thf <Jtg!n~oagree on the traits of the person ~ho is likely to be suecessfUfTFils 1S an internal process to ensure that HR and line Tl?t:_nagement are reading, so to speak, from the same hymn sheet. Secondly, when jncorporated into advertising matt"ltlL it communicates the required information to potential applicants. This should help to reduce tFlenumbt<r of appIlcations tnat are quite unsuitable. Thirdly,

3 the specification can be used as as· "d whereb' a sc' . c and

",obj~~~ve method can be used to select a . 1 for the shor -list by

means of measuring t em or proximity to tbe specification.

Before the era of equal opportunities legislation, person specifica-

tions followed closely the models laid down by ei thcr:

Rodger's seven-point plan (1952) - Physical make-up, Attainments, General Intelligence, Special Aptitudes, Interests, Disposition and Circumstances.

Munro-Fraser's fivefold framework (1954) - Impact on others, Qualifications and experience, Innate abilities, Motivation and Emotional Adjustment,

126

An introduction to human resource rnol1ogernent

Chapter 4

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Chapter 4

Reauitmem

129

Neither of these models remain safe or satisfactory today. General Intelligence and Innate Ability is impossible to uantify, given the ( ernise of the IQ test which leaves only a vague and unworkable statement of 'a good level of intelligence'" Most practitioners accept that Interests are irrelevant aQ.d..l.i.k,ely to be discrimiuatory, especially if they wiSh, as was often the case, to draw out interests in male activities such as golf or shooting. Questions on circurnst s are especially . riminatory, referring to ability to work shifts, to be geographically mobile or hKeTIhood of length of time before the applicant starts a family. Even physical make-up has been steadily eroded itS a required specification, with few occupations able to justify height, strength or even manual dexterity in their specification on gr.-ounds of equal opportunities. Even 'ability to lift heavy weights' is a doubtful requirement since the introduction of the Manual Handling Operators Regulations 1992.

"'~his leaves uali·~"" . _wied e, skills and experience plus cer(Lc'1in personal qualities which should make llP the conventJoD,~ll person specification. Personal qualities have a more subjective element but psychometric testing (see Chapter 5) provide a more solid objectivity as long as the quali lies required are based on well-defined and justified organisational requirements rather than the personal preferences of the recruiter.

A conventional person specification will take the form of Figure "1.4 with characteristics distinguished by the 'essential' and "desirable" tags. It is important that the levels of qualifications, skills and experience is not over-rated as this will have a double negative effect. It will both discourage a n urnber of suitable applicants from applying and then discourage the successful application when they find that their skills and experience may not be put to best use.

Using a competencx framework

l '6'''<.0' <.( "hlb. o~ '" )

-=- r~)"""' ..

up to a certain level, conventional person specification methodology

can be acceptable in providing the framework for the short-list selection process, but it does have a glaring omission, It fails to focus on the elements that are likely, in the end, to provide success in the job, namely the cornpetences that applicants will bring to the job - not what they have done and what qualifications they bring, but how they have performed, as measured in terms of outputs and standards of performance.

Since the late 19805, there has been a gradual growth in the number of organisations that have started creating ~mpetencv frameworks. They have been established as part of the enhanced performance management process to enable the organisation to obtain, manage, develop

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-- -- -- --------

130

An introductioll to human resource rnanagernent

Chapter 4

Requirement , Essential i Desirable ~\ ",c~-') i"\ct '8°"1110' .

---.----.-.- ... - .. --.----.-.------:--.-----.----~--.---.;_------.-----.--------- .. ---.-.--. ': i

Education and qualifications: 0 Educated to A level standard : 0 Good grades in English and '. 'r\~ rOV"'t

i ! Maths'; \",\ ~

2-3 years experien~~i~-~·---r-D·--Ag;~Cy ~~pe~~~~~-' -.- .r: r"',;,,\

supervisory role within a 0 Sales experiences(; ~U'0O"V

::(.;;

customer service or sales 0 Managerial experience

''';

U Commitment to overcome difficulties In meeting work requirements

environment

-- ..... _ .... _ .. ._' __ . .. .1.._._ .... _ .... .. _. ..

o Good verbal communication I 0

o Managerial skills

o Analytical skills

o Planning and organising skills

."", "'';'-'-'' ._---, ... _ ... _ .. __ .... _ --,--" ..... ,., __ .. __ .. _ -_ ... ,_. __ .. -!._._. __ ._. __ .... -

Good written and numerical skills

Computer literate

Good business acumen

o

u

U Desires career advancement U Ambitious

,_) Diplomatic

o Able to direct and control others

i 0 Lives within 1 hour's travel from the branch

and re'rvard people who can ensure the organisations meet [heir goals. Part 0 at process IS to change the emphasis from a job description which simply sets out what employees do to a competence pmfile which lays down the essential competencies required foretlectlve performance in that job. To these organisations, these competences are indivisible from the jobs.

For all jobs, the organisation will have a set of orgallisation~l or cure competences which will apply to all position§,.. These are usually linked to the organisation'S core values and include such areas as customer care, flexibility, effective communications and attention to oualitv. There will also

.., 1 J

bt:__ specific 01' iedmical competmcif::p.pplylng to certain jobs or occupations. Fo['(::j_dl- oftTi-ese -Cc)111pe-t-e.nces. there will he Q series of levels setting' out the degree of depth or importance as it lIlay apply to each position .

. ' , . ~

','

Work experience

o

Abilities

Motivation

u Self-motivated
0 Competitive
0 Results oriented
0 Prepared to invest in staff
development
0 SOCially confident in all
situations
U Empathetic
U Persuasive
U Able to cope under pressure
U Adaptable
U Creative and innovative Personality

Circumstances

Figure 4.4

Person specification - branch manager, employment agency

Liaises with magistrates

• Respective roles are clearly identified and agreed .' Pre-court consultation with magistrates is carried out on every occasion

.1 Other opportunities are taken to encourage open dialogue with magistrates: for example, attending training sessions and bench meetings

• Feedback is sought and given with magistrates regularly

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Having established the framework, the final stage is to draw up a competency profile for each position, setting out the competencies applicable and the level of application.

A simple version is shown in Figure 4.5 where a set of six competencies have been drawn up for Magistrates Clerks and Figure 4.6 which details one of these competencies.

Build and maintain an effective working relationship with magistrates Facilitate the business of the court

Contribute to the aims and objectives of the court

To advise and work in partnership with administrative staff Train and develop magistrates and staff

Organise and support statutory and other committees

'---:------- '-- -. ~;,;~:.,.-: ,-",-., .. -. -,-,,~",- .. =--~

Competence 1 Competence 2 Competence 3 Competence 4 Competence 5 Competence 6

Figure 4.5

Magistrate COl -rt Clerk Competencies

What does the court clerk do"!

What is the reguired standard?

Competence title: Build and maintain an effective working relationshlp with magistrates

Outcome

Magistrates' decisions are appropriate and legally correct

Facilitates a structured decision-making process

• Advice to magistrates is accurate, objective and communicated in a way which is structured, clear and comprehensible

,. Occasions when it is appropriate to intervene are anticipated, relevant issues are identified and necessary information is obtained

1.1 Interventions address the specific issues decisively and clearly advice is given whether elicited or not

Figure 4 .. 6

Court Clerk Competence 1 (Source: Lord Chancellors Office)

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The set of competencies act as an effective job description and can also be used to specify the applicants required. They should either already possess the competencies detailed or be capable of being trained to achieve them. These precise definitions are used as the basis of the required training and also to assist in monitoring performance in the job.

Figure 4.7 gives a more complex example of how the overall framework has been constructed for management at the Whitbread Beer

Breaking down roles into measurable, bite-sized pieces

Fingerprints are unique, as are the various management roles in the Beer CO.

A job fingerprint takes each overall competence label; for example, leadershlp or business awareness and sub-divides it into more specific sub-cateqories.

Each Competence ends with a 'summary of importance' section. This is used to simplify outputs. The greater detail made possible by sub,categories is available as and when required.

Examples:

Behavioural

Technical (e.g. sales)

_j w m <t: _j

3. PERSUADING AND INFLUENCING

L -NEGOTIATION

z o f= Z tr ur o

Seeks to sell ideas rather than impose them, using rational and logical argument. Adopts an appropriate style accordinq to the situation. Argues a point in a compelling yet unemotional way and is comfortable when dealing with conflict.

Able to effectively negotiate agreements, satisfying both company interests and customer needs.

a. AUDIENCE
b, STYLE
(f)
w C. CONFLICT
iI
0 d. DEPTH 01" ISSUES
o
w
t;;: e. RESPONSIBILITIES
o
,:b f. ROLE RELATIONSHIPS
::>
(J)
g. CONSULTATiON
h. SUMMARY OF IMPORTANCE a. INVESTMENT AND FACT FINDING

b. PLANNING AND FINANCIAL AWARENESS

C. KNQWl.EDGE AND APPLICATION OF TECHNIQUES

d. NEGOTIATED IMPACT AND QUTCOME

e. CREATiVE SOLUTIONS

f. COMPLEXITY OF THE NEGQTIATIONS

g. SUMM.ARY OF IMf>ORTANCE

pointing the way to continuous improvement

:';'

Figure 4.7

Example of competencies at vvhrtbread Beer Company

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Once this is done each sub-cateqory is ranked on a scale of 1-5 in terms of how much is required by the role (Role Profile) or how much is demonstrated by the individual (Individual Profile)

Examples:

Behavioural

3. PERSUADING AND INFLUENCING

Seeks to sell ideas rather than impose them, using rational and logical argument. Adopts an appropriate style according to the situation. Argues a point in a compelling yet unemotional way and is comfortable when dealing with conflict.

a. AUDIENCE

2

3

4

•

1. Interaction is mainly limited to own team and peers.

0. Interaction is often cross functional. involving other managers.

5. Interaction is mainly with Board and Senior Management or cross divisional.

b. STYLE

1

2

3

4

•

1. Typically one style of influencing (selling, negotiating, telling, etc.)

3. Maybe required to vary style.

5. An ability to constantly vary style and approach.

c. CONFLICT
1 2 3 4 5
I ! I .v
1. Minimal challenge or conflict
3. Some Challenge or conflict.
5. A high degree of Challenge or conflict. Key Role. Individual V

Pigure 4.8

Example of COlllpet!Onc;ies in dacail

Technical (e.g. sales) L-NEGOTIATION

Able to effectively negotiate agreements satisfying both company interests and customer needs.

a. INVESTIGATION AND FACT FINDING

2

3

4 5

5

5

1. Has a basic understandinq of the customer structure and can identify key decision makers .

3. Can identify specific customer needs and wants and . understands the business context.

5. Has a detailed understanding of the customer's marketplace and strategies and is able to identify the strategic value to WBC.

5

b. PLANNING AND FINANCIAL AWARENESS

2

3

4

5

[

+

t , Is able to identify low cost/high value concessions and their financial implications at a basic level.

3. Is able to identify and cost more complex sanctions and incentives which may fall outside functional guidelines.

5. Is able to identify the strategic value of the nepotiationireiationship.

c. KNOWLEDGE AND APPLICATIONS OF TECHNIQUES

2

3

4

v l

]

•

1. Can identify the common ground in a straightforward negotiation.

3. Can identify how to manage more complex negotiations by summarising and testing the understanding of others, being able to make tentative oroposals and identifying how to manage 'low reactors'.

5. Is able to manage very complex negotiations by identifying how to avoid 'spirals' and how to deal with hard bargainers .

•

'f{. pointing-the way to continuous improvement

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Company. Figure 4.8 details how one of the competencies, Persuading and Influencing, has a sub-group category, Negotiation, which has a five-scale ranking which can be applied to every applicable position.

Selecting the employment package

~:

The position offered has to be attractive to potential applicants so the package on offer must aim to meet a number of needs. Setting the salary range can be a complex process and is dealt with in detail in Chapter 9. Briefly, it has to be in tune with the marketplace but also to be congruent with the internal pay system. Although general terms and conditions, such as holidays, pension and sick pay, are likely to be standard across positions at that level, their may be certain terms which need finalising. For example, does a company car go with the position? 'What are the actual hours of work, if they are defi ned? Is there any opportuni ty for flexibility associated with those hours? Are there any optional benefits that the successful candidate can sign up to, such as private health insurance?

A number of general issues arc involved at this point. Will internal candidates be encouraged to apply? Will the entire recruitment process he handled by the organisation or will third parties be brought in to assist? Will the advertising process be a traditional one involving local or national newspapers or will more innovative methods be used involving, for example, the Internet? What alternative methods of attracting applicants will be used besides newspaper advertising? How MIl the requirements of equal opportunity legislation, as detailed in Chapter :3, be met successfully? Who deals with the various stages of the process - HR or line management? These issues will be dealt with in turn.

I nternal candidates

There are numerous advantages in recnliting internally. The candidates' performance is n , as are theIr attendance records and d1eir strengths and weaknesses_ Hopefully, as set out in Chapter 10, an effective career development plan will be in place which can identity employees who are ready to be promoted or who are available to take up project-style positions. From an tllwl.Q).::£e'sview£oi~t, aJ:lJ_nternal promotion is normally a far more sa tisf'}lng 1l1(_)VC th;Ul the risk i!1.v~lved

_....-.,. ~ __ .__ , ........... _r or.. -_ .• ~-_.- "",...,. __ -_-_-

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in moving to another organisation when service rights are lost and a rnasst of cultural and technical information has to be learnt in a very short time._] A promotion generally gives a healthy signal both to theindividual, who will feel vall,l~Q_but-a--sig~ve~l t~ th~-~e;t of the'\~~rkf~:ce who will be encourag~cl_~Q_~JaX,__all being well, with the hope of following in the

. 'successful employee's footsteps. Moreover, anrelcis!@£ employee knows th~ organisation, its~rems and procedures, and should find it easier to ~j~le in the position. Finally, internal I-~~ally short, except in the largest public sector organisations and it is certainly

-~lan external advertising. The vacancy can be advertised through internal advertising on notice boards and in newsletters to denote that it is open to all employees and to support a culture of transparency. Nothing is more de-motivational than the sudden. announcement of internal promotions without the position being advertised.

Given such advantages, why has external recruitment continued to grow so strongly at the comparative expense of internal promotion? There are two main reasons. Firstly, the pace of change has become so great that organisations are wary of creating a 'cloned' labour force which follows policies and procedures that have been successful in the past, The belief is strong that a now of new blood into organisations is essential and thai i,:.: __ 3_' lica~~bnIlgdifferentcxpcrl~_%csecond reason is that there is no COnCllSlV .,iTItemal appointments are actually more successful; employees may be promoted because they do their job so well but find the new job beyond them, This is known as (he.J?c~)yees are always promoted one step ab()v('~

sompe~lce. Some employees alSo tll1d1t-diiliettk~neces' sary respect when they had started a few years back as the office junior.

A balance, then, is usually required with a careful analysis of both internal and external applications to determine whether their existing skills and experience will allow a prediction of future competent performance in the advertised position.

Using~rdes

Before advertising is considered an important decision needs to be taken whether to use third parties in any way in the recruitment process. Third parties take the following forms:

e~,cJJJitmem a~ru;:"les, who will handle the entire recruitment process up to short-listing, providing candidates from their own sources or advertising on your behalf. These are used by 71 % of employers (CIPD, 2003a), up from 64% in 2002.

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.AdvertiSit~_~.encies, who help devise a single advertisement 01 l-omp ete campaign and advise on the advertising media. Executive Search agencies (sometimes known as 'head-

..___

hun:-':"t-'-c""rs-)""""',0)o will search for senior staff on your behalf,

approaching suitable candidates directly, often under considerable secrecy The extent to which such agencies are used is growing, having risen to 40% in 2003 (Redman and Allen, 1993; CIPD, 2003a).

,Job centres can give energetic support, especially if the organ"isation is either moving into the area or has an expansion programme with multiple vacancies, particularly at operative or clerical and administrative level. Use of th is facility has been slipping in recent years, down to tl:6% in 200g (CIPD, ~OO;)a). Educational establishments - schools, colleges, universities - 'can help provide a willing, if often inexperienced. source of applicants. Forty-five per cent of employers keep up this link (CIPD, 2003a).

All rJl<c~~c sources can be valuable but have certain disadvantages as Figure 4.9 shows:

Whether third parties are used or not depends entirely on the nature of the vacancy and the context of the organisati.un. Here are

,

--------------------_._.- ..

Third party

Advantages

Dlsadvantages

Recruitment agencies

Can provide candidates a;;:peeq_ : usinq their database.

,9h~fee from 10% to 20% depending on level of vacancy and competitive situation.

--_' ... _ .... _._------_ .. _-_ .. _----_._------. __

~ondealing with large numbers of applications.

M~ropriate candidates_especialiYff they have not been briefed adequately.

Some specialist agencies have a very~f the vacancy market. This applies to accounting and IT staff especially

Staff recruited through agencies have a tendency to move on _g_uid(.e.c. Although the agency

that provided them cannot supply them with further job details for ethical reasons, they are almost certainly bound to be on the books of other agencies who are under no such restriction.

Figure 4.9

US~ of third parties (c-untinu&.d)

,. . -~

t-,-- Chapter 4

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Heuuitrnent.

137

'1

. __ _--.- ---_._ .. _._---_._._---_ _ .. _-------_._ .. _------ _ .. __ --_-------_._- -_._------------- ---_ - .. __ ._._--_. __ .. - -

Advertising agencies

Experts in copy writing, especially with eye-catching headlines, use of colour and house style.

Charge fees for the service although less than may be

: expected as they negotiate

. discounts on the actual advertisement space with the

media concerned.

, Provide high-quality art work which the media cannot usually provide,

-'"1"------ _,,-- ... ---.---- .. _- ...

i May persuade you to spend

i more on the advertisement than , you originally intended .

Know the media options well with , up-to-date prices .

... _' -_._ .. __ ... __ .---------- -.--------_.- ----,--- --_.

Executive search

When secrecy is important due to internal reasons, such as a restructuring, they are a discrete agent.

i They charge hiqh fees, from 25% to 50% of the first year salary. Some of the fees are charqeable even when the appomtrnent is not made.

They can be of variable quality so it is important to use one referred to you who is of high

I reputation.

___ ._L_ _ ------

Job centres

i

~ .• __ '.' ---.-_.~_. ____"",_.---- _. • _._ •• o • __ • ._

; No sifting takes place so much of tile response can be unsuitable,

: Response can be weighted

! towards tile unemployed rather ; than a wider marketplace.

Applicants may not be experienced.

They know where to look in a very limited market, such as for a Head of Research for a Pharmaceutical company.

----_----_." ••.. ; ." .-- --_._- .j-----_ .-_--_._. - .. - _._-_ ... _._-- '.

They save on all the time and effort involved in responding to

i advertisements.

A central and convenient place for applicants to use providing a high response rate.

They oHer a venue for mass interviewinq.

--------;-

,

They usually do not charge a tee,

Educational establishments

They provide a free service.

Where the demand is reqular; such as in graduate trainees or trainee computer operators, Colleges or Universities can provide a regular supply.

Figure 4.9 ( c:ontinued)

__ .••• "'~.- 0- _~

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examples of situations where organisations are likely to use third parties:

Example 1

A large organisation setting up a satellite operation in an area new to them which needs a variety of semi-skilled and unskilled labour will use an advertising agency to design a series of job advertisements and the job centre where candidates will respond to the advertisements and where interviews can be held.

Example 2

A organisation recruiting a senior director will he likely to use an Executive Search agency (0 approach potential candidates on a confidential basis and to draw up a short-list The head of the Crown Prosecution Service was recruited in this way in 1998 (Mills, 1999).

Examplc)

i\ organisation that. has a regular need for 'year-cut' sandwich students to carry out project work in marketing or personnel will build up 3. relationship with a number of universities SQ suitable students can be easily recruited at minimal cost.

Example 4-

A organisation with an uncertain longer-term administrative requirement will build up a relationship with a recruitment agency who will provide them with a combination of temporary staff and short-listed permanent staff on both a full-time and part-time basis.

Designing and placing advertisements

/'

N~e~ advertising is a costly business. Although a single insertion for a small advertisement on a limited circulation 10cJ.1 newsp;;1.per may cost less than £100, this can rise to over £JO,OOO for a substantial, full colour advertisement in a national quality newspaper. With an average cost moving towards the £1000 mark, it is vital that the right results are obtained.

The three key objectives of a good advertisement are that it;

<:.- '",,'

Atttf!:cts =r=: to successfully compete with otherjob advertisen1enr.S1n that media. _

Cre'r:iJJl.S and maintains lnter(f$t - it has to communicate accurate Informaiiorraboui the job, the company, the rewards, the

,. " .,~

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nature of the job and the type of person wanted and do all this in an interesting and attractive way.

Stimulate action - the message must be sufficiently strong for potential applicants to read it to the end and then make the time and effort to respond in the required way. It should also have the negative effect in that unsuitable applicants will be discouraged from applying (Armstrong, 2003).

One of tbe many common misunderstandings that occur in the field of recruitment is that the success of the advertisement is measured by the volume of the response. Quite the reverse is true in reality. It is only the

__!1uality of the response that matters - how many applications arc

~.--.-. =-=----- .. .

. received from candidates that nave the neccssar·y requirements to fit

the specification. Taken to the extreme, a response of one applicant can be a perfect response if that applicant is righ t for thejob and the company. A response from 100+ applicants can, on the other hand, be a complete failure if none have those necessary requirements.

Attracting attention can be achieved by a number of means:

Using bold and unusual headlines (see Figure 4.10 for examples).

Salary and location clearly displayed.

j\11 effective illustration or striking artwork (e.g. see Figure '1.11). Using full or part-colour, although there are cost extras involved here.

Agreeing with the publisher a prominent location of the advertisement, again with a supplementary cost.

Prominent display of a high-profile corporate image, where that applies.

An unusual free gift - Consultants Price Waterhouse added a packet of Refreshers to one magazine advertisement in 1998.

If you do not raise your eyes, you will think you're at the highest point. (HH Human Resources - for a selection of vacancies)

So how many jobs do you want? (Gardner Merchant - HR Manager)

Work over Christmas. Travel round the world. Spread joy and happiness. Wear a red suit. (Virgin Atlantic - Cabin Crew)

',: ",. ,.,

Figure 4.10

Selection of unusual headlines (Source: Advertisements in People Mant1gement)

An introduction to humor. resource mOllagement

Chaptec4"

Figure 4.11

Example of eye-catching advertisement

r

\

I

I

!

140

-----

----- -

Increase turnover

Team Manager (Hygiene) c.£30,OOO

Our name strikes terror in the hearts of roaches, rats and vermin allover London. From pest control and the mortuary service to clinical waste collection, we're one of the biggest forces in hygiene - and we want to be the best. As a professional business manager who's seen pest control 'action', you'll lead a hungry, motivated team of 35 into areas teeming with opportunities,

It's a target·driven environment, so here are yours: achieving ISO 9002, generating more income than last year's £1 m??, and maintaining impressively high standards, We're not necessarily looking for a public sector background, but we do insist on custorner-tocusec performance management experience in a large, income-driven hygiene business, This is the opportunity to expand our successful business in an environment where only skill and professionalism are allowed to thrive,

For all informal discussion call Roy Merchant on: Q 181 356 4968 Or write to him at Hequlatory S;;lrvices, London 6Qrough of Hackney, 205 Morning Lane, London E960C, Please quote ref: 7728/G3. Closing date: 29 June 1998,

One of the core values of transforming Hackney IS an ll(1eql!iyocal commitment 10 the principle and operation of equahty in terms iJf hQw we deliver the best service to our customers and all the people of Hackney, how WB recruit and how we support our staff, We welcome applications [rom people who can make the principle a reality,

Transforming Hackney

Creating and maintaining interest has a number of important issues to consider:

Does the advertisement concentrate on stressing the positive or is an element of the realistic included to avoid applicant disappointmen t either at interview or after appointment? Given the natural sceptical tendency of the public towards advertising, there is always a danger that a quotient of realism will deter good applicants who may suspect that this is the tip of the iceberg. It is useful, however, to make clear if the job is a new one and why it has been create-d. For example 'We have recentlv initiated an empowerment programme which bas given more commercial responsibilities to local managers' '" or 'An expansion phase has led to a further x posts being created .. .'.

Is the image of the company matched by the tone of the advertise, ment? A bright, breezy advertisement which would suit an informal, opportunistic comp<my would probably be inappropriate for a regulatory public body (Fowler, 19~)O).

'/'.

- . -. \'~l~~~,., :1. t:

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How much is said about salary? Research indicates that advertisements with a salary included provides a better quality of response (City Research Associates, 1988). Without a salary, a number of potential applicants do not apply, thinking that they may be wasting their time and a number of applicants whose current salary is either too high or too low making them unsuitable, actually do apply. There is general agreement here, so why are there so many positions advertised without a salary? This can be explained in part where organisations do not have transparent salary structures and believe they run the risk of alienating current employees by showing what is on offer for the vacant position. Others may follow the unfashionable and indefensible line that they win 'see who turns up and seems suitable and then negotiate an appropriate rate'. This is scarcely a professional approach and one that may well lead to discrirnination on top of a confused salary structure. The way the salary is framed can be an important factor. Public sector advertisements can be unduly complex, such as 'PQ3 (pay award pending)' which is acceptable for those working in that environment but will be unlikely to attract outsiders. The most common indicator currently used is to place a guide salary ill the lower headline such as 'c f22K-24K' or 'salary to .£24K'. An alternative method used where bonuses are common, such as in the sales or management environment is to state 'salary OTE £30K' where OTE stands for On Target Earnings which includes the bonus element.

How genuinely meaningful is the text? In the description of the ideal canrlidate, for example, how often are phrases used like 'excellent communication skills', 'computer literate', 'commercially focused' 'with an energetic, hands-on approach'. Due to their vagueness, they neither attract candidates nor put off the unqualified so it is difficult to justify their inclusion. It is better to either make clear specific qualifications required or make it clear that applicants will need to demonstrate these competencies at an early stage of the recruitment process. For example, 'leading a team of 10 engineers and analysts in the design and testing of manufacturing software'.

It is essential to include the location oj the post in the advertisement, especially if it is a national advertisement, and the re-location package should be mentioned. Any necessity for regular travel should also be included.

Should the level of benefits be spell out? The inclusion of benefits should be cautious, stressing only those which are essential features of the job (such as a company car), or make a 'real difference to the attraction of the post (such as subsidised mortgages/loans in the financial sector, private health insurance and subsided housing). Any family friendly

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benefits, such as flexible hours,job share or subsidised child care, can also be crucial. However, nobody was very attracted by the pension scheme, or life assurance and one should treat with reserve those applicants attracted by the sick pay scheme or holidays!

An example of research into various aspects of recruitment advertising is given in Focus on research 4.1.

Recruitment advertising

This research set out to examine how well a wide set of advertisements for managers matched the prescriptive models laid down by a selection ofwriters. A cluster sample of 1106 advertisements were used and prescribed items at varying levels (Jf importance, such as location, salary, qualifications, job description and personal qualities, were identified. For salary, experience and job title, the match was high but qualifications were only specified in ;12 of advertlsements, although considered as vital by most of the prescriptive literature. Personal qualities, on the other hand, were specified in 81 % of advertisements but featured as much less importance in the literature. Advertisements in the public sector came out better in salary, location and closing date while those in the private sector gave clearer instructions as to how to respond to the advertisement and in specifying the required experience.

Source: Redman and Matthews (1993)

In terms of stimulating action, there are a number of methods by which applications can be made, which will depend on the nature of the vacancy, the number of expected applications and the technology available. Options include:

The applicant calls a dedicated number/ person for a job pack including an application form.

The applicant is invited to an open day interview event.

The applicant responds by sending a curriculum vitae (CV) and covering letter by post or e-mail.

The applicant is invited to call a specified person for an informal discussion.

The applicant calls a dedicated number for ,1 short-llsdng telephone interview (see Chapter !5 for telephone screening) .

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Reuuitrnent

There are evenly balanced arguments for asking applicants to complete an applicationjorm or to send in their C'\Is.

Applicants would generally prefer to simply send in their CVs with a covering letter, believing that all the relevant information is included. They may select organisations that make an application easier rather than one that insists on the laborious process of completing a fourpage application form.

Organisations may prefer to insist on an application form because it is simpler to select a short-list from a set of identical application forms. CVs may leave out negative areas such as no current driving license, or having been dismissed from previous employment. There may also leave out their age or not put their experience in a chronological order that could hide a crucial time gap. If candidates are not prepared to complete an application form then they show little commitment to the application. In general terms, public sector organisations tend to insist on a consistent approach to recruiting through an application form. It is also argued that Ihe more common process th esc days of including a photogr<lph may lead to a discriminatory approach to short-listing and should he discouraged.

A further difficulty is the t.ruthful ness or the cv. Research by the Association of Search and Selection Consultants (ASSC) in 1998 found that a quarter of job applicants lied about their qualifications and career records or attempted to hide their previous misdemeanours (People Munagerncnt, 1998) .An extreme situation was the exposure of 16 nurses at Ashworth top security hospital in Merseyside who were found in 1997 to be practising without being properly qualified.

Providing information to applicants

An advertisement Gl.H"OIily provide a limited amount of informacion. The pruvision of~: Job pack' AS therefore important both to fill in as many gaps as possil)h:~-a~so to show evidence of an efficient and responsive employer. The job pack may include any of the following, depending on the level of the vacancy:

Brochure on the organisation's activities. Job description.

Person specification.

Organisation structure showing how the vacancy fits into this structure, especially if it is a newjob,

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A handbook showing the benefits of working for the organisation, such as SAYE Share options or Profit Sharing, Private Health Insurance, etc.

Application form (if applicable).

The application form

The purpose of a application form is to provide full, relevant and consistent information on which to base decisions on recruitment and selection. It should also be designed to be user friendly, with a clear

,. ~-=.- - ... --~ '~-'....

arIcr_-S':mplc !;"!yous_unamhig_uous question~and not too lengQly. It

shOllkLl.llo,,~ the applicant to give a full and fair account of themselves. Meeting these requirements is not always easy and there are a number of issues to consider.

Will one form be sufficient for the organisation?

For a straightforward clerical position, the information required 1Il general is essentially factual - personal details, education, qualifications and work experience is usually sufficient This can be achieved in a two~page form. In more senior positions, it is usually necessary to allow the applicant to reflect on their experience to date, explain their motives and ambitions and explain why they believe they can match the requirements of the advertised post. This usually necessitates a four-page form. Having two forms can create some confusion, however, especially when jobs are on the border of seniority. Keeping to one long form, however, means requiring all applicants to plough through the sections on motives, ambitions arid justifying their applications which can well put off a number of good applicants.

What questions should you not ask?

Equal opportunity requirements have meant a changing format where questions on whether the applicant is married and the age of their children, for example, should be avoided as this information does not have a bearing on their ability to carry out the job,

Do you link it to competency framework?

One of the benefits of a competency framework is that it integrates a number of HR areas - recruitment included. Having defined a job in relation to the competencies, it makes sense to try to match applicants

.'

Chapter 4

Recruitment

14S

to those required competencies so questions on the application form should reflect this. For example, where leadership is a required competency, the form should ask such questions as 'Can you demonstrate how you have exercised leadership skills in your current position'. The problem here, however, is that the competencies and their levels vary for differentjobs and an application form which asks for a response on each competency will be very long indeed. A way round this is to use a basic form for key personal data and then a supplementary form specific to that position.

An extract from Wine Rack's lively application form that tries to reflect the company culture is shown in Figure 4.12.

1;;,_ Other methods of attracting applicants

The recruitment strategy may include a number of other methods used alongside or instead of newspaper or magazine advertising. They may have clear advantages at times but there are also hazards as SUIl1- marised in Figure 4.13,

I Employers' views on the most effective sources for ~[' .. , attracting applicant

~~>~~~'"

In the CIPD 2002j20()?) recruitment surveys, local newspaper advertisements easily topped the poll, as shown in Figure 4.14 but word of mouth has a surprisingly high showing, given the nature of the high-profile organisations that tend to take part in such surveys. Advertisements on the organisation's website and Intranet are growing in popularity but the most interesting aspect of this survey was the breadth of choice which clearly supports the view that there is no single right choice of recruitment system. A number of different media and systems have to be used as a bundle, varying the choice depending on the nature of the vacancy.

Innovative recruitment methods using new technology

Recruitment has moved a long way in the last few years. A variety of techniques have arisen, making use of the Internet and telecommunication technology. Many organisations, including Shell andJohn Lewis Partnership have set up an interactive web page for graduate recruitment and Shell recruited 1 in 20 of its graduates by this means in 1998 (Welch, 199f1). Tescos went a stage further when a panel, headed by its

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Prepared by:

H Mahmood

SELECTION METHODS CHOOSING SELECTION "ETHODS

Selection criteria for the post to be filled.

For example, grouR s ction methods and assessment centre activities would be most useful for certain pes of jobs such managerial,

1. Acceptability and apprQPriateness of the methods.

For the candidates involved, or likely to bemvolved in the selection. Abilities of the staff involved in the selection process.

2. Administr' ease.

For a rnlnlstrative purposes it may be much simpler, say to arrange one or two individual interviews for a prospective candidate than to organise a panel consisting of four members' all needing to make themselves available at the same time,

3. Time factors.

Sometimes aposition needs to be filled very quickly, and time may be saved by using telephone or video-based interviews, 7 Cost. Jests may cost a lot to set up but once the initial outlay has been made they are reasonably cheap to administer.

SELECTION METHODS' .. :: -, .

Application forms: ow

Growing use is being made of the application form as a basis for employment decisions

Self-assessment and peer assessment:

There is increasing interest in providing more information to applicants concerning job, This may involve a video an informal discussion with job holders or further information sent with the application form. This is often termed giving the pr:ospective candidate a idealistic job preview' (Wanous 1991), enabling them to assesstheir own suitability to a much greater extent.

Telephone interviewing:

Telephone interviews can be used if speed is particularly importance and geographical distance is an issue, as interviews with appropriate candidates can be arranged immediately.

Testing:

Use of tests in employment procedures is surrounded by strong feelings for and Against. Those in favour of testing in general point to the unreliability of the interview a predictor of performance and the greater potential accuracy and objectivity of test data. Tests can be seen as giving credibility to selection decisions. Those against either dislike the objectivity, .. that testing implies or have difficulty in incorporating test evidence into the rest of the evidence that is collected.

Group selection methods and assessment centres:

Use of group tasks to select candidates is not new - the method. It dates back to the Second World War - but such measures have gained greater attention through their in assessment centres. (Plumbley .... 1985) describes the purpose of group selection methods as being to provide evidence about the candidate's ability to:

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Oxford House College

Prepared by:

H Mahmood

1. Get along with others;

2. Influence others and the way they do this; ti

3. Express themselves Verbally;

4. Think clearly and Logically:

5. Argue from past experience and apply themselves to a new problem;

6. Identify the type of role they play in group situations.

Work sampling portfolios:

Work sampling of potential candidates for permanent jobs can take place by assessing candidates' work in temporary posts or on government training schemes in the me organisation. For some jobs, such as photographers and artists' a sample of orb in the form of a portfolio is expected to be presented at the time of interview.

References:

Way of informing the judgement of managers who have to make employment offers to selected individuals is the use of references. Candidates provide the names of previous employers or others with appropriate credentials and then prospective employers request them to provide information. Reference checking is increasing as organisations react to scandals in the media and aim to protect themselves from rogue applicants.

There are two types:

The factual check and The character reference.

Varieties of interview

Purpose of the selection interview-

Interview is a controlled conversation with a purpose. There are more exchanges a shorter period related to a specific purpose than in an ordinary conversation. In the selection interview the purposes are:

1. To collect information in order to predict how well the applicants would pertorm the job for which they have appliers by measuring them against predetermined criteria; to provide candidates with full details of the job and organisation to facilitate decision making;

2. To conduct the interview in such a way that candidates feel that they have been given a fair hearing.

Interview strategy:

The approach to selection interviewing varies considerably from the amicable chat in bar to the highly organised, multi-person panel.

Frank and friendly strategy:

Far the most common is the approach which has been described as frank and friendly. ~

....

Here the interviewer is concerned to establish and maintain rapport. This is one in the

belief that if interviewees do not feel threatened and are relaxed, they will be more forthcoming in the information that they offer. It is straightforward for all interviewer and interviewee and has the potential advantage that the interviewees will leave with a favourable impression of the business.

Problem-solving strategy:

Variation of the Frank and friendly strategy is the problem-solving approach. It is method of presenting the candidate with a hypothetical problem and evaluating or her answers like

- 2 -

',;"

Oxford House College-- - . Prepared by:

H Mahmood the king- in the fairy tale who offered the hand oil the pr4ncess and marriage to the first

suitor who could answer three riddles. 'i'

Biographical strategy:

Similar to the problem-solving strategy is the biographical method. The focus is on the candidate's past behaviour and performance, which is a more reliable way of predicting future performance than asking interviewees what they would do in a certain situation.

Stress strategy:

The stress approach the interviewer becomes aggressively disparages the candidates, puts them on the defensive or disconcerts them by strange behaviour. The advantage of the method is that it may demonstrate a necessary strength or a disqualifying Weakness that would not be apparent through other methods.

Number of interviews and interviewers The individual interview:

Individual interview gives the greatest chance of establishing rapports developing mutual trust and is the most efficient deployment of time in the face-to-face encounter, as each participant has to compete with only one other speaker.

Panel interviews:

Panel interview method has the specious appeal of sharing judgement and may appear to be a way of saving time in interviewing as all panel members are operating at once. It is also possible to legitimise a quick decision, always popular with candidates,

Sequential interviews

Sequential interviews are a series of individual interviews. The series most often consists of just two interviews for blue- and white-collar staff, but more than two for managerial staff_

Interview structure

The candidate expects the proceedings to be decided and controlled by the interviewer and will anticipate a structure within which to operate. It helps the interviewer to make sure that they cover all relevant areas and avoid irrelevancies. It looks professional. Structure can be used to guide the interview and ensure that it makes sense, It assists the interviewer in using the time available in the most effective way. The application form can be used as a memory aid by the interviewer when making notes directly after the

interview. It makes it easier to compare candidates,

l1'/61 .. L./i1,,,,~ I I f1 . Induction Ulo r.I t>_......rl'li<'- Ov"- ~ l{.... \~'r f~

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Another proce~ften credited with the reduction of turnover early in the employment .

relationship is the presence of effective and timely induction. It is very easy to overlook in . the rush to get people into key posts quickly and it is often carried out badly, but it is essential if avoidable earty turnover is to be kept to a minimum.

Gregg and Wadsworth (1999. p. 111) show in their analysis of 8701000 workers starting new jobs in 1992 that as many as 17 per cent had left within three months and 42 per cent within 12 months. No doubt a good number of these departures were due either to poorly managed expectations or to ineffective inductions.

- 3 ~

Oxford House College

. Prepared by:

H Mahmood

Induction has a number of distinct purposes, all of wH1ch are concerned with Preparing new employees to work as effectively as possible and as soon as is possible in their new jobs:

First,

It plays an important part in helping new starters to adjust emotionally to the new workplace. It gives an opportunity to ensure that they understand where things area who to ask when unsure about what to do and how their role fits into the organisation generally.

Second:

Induction provides a forum in which basic information about the organisation can be transmitted. This may include material about the organisations' Purposed its mission statement and the key issues it faces. More generally a corporate induction provides a suitable occasion to talk about health and safety regulations, fire evacuation procedures and organisational policies concerning matters like the use of telephones for private purposes.

Third:

Induction processes can be used to convey to new starters important cultural messages about what the organisation expects and what employees can expect in return. It thus potentially forms an important stage in the establishment of the Psychological contract, leaving new employees clear about what they need to do to advance their own prospects in the organisation.

All these matters will be picked up by new starters anyway in their first months of employment, but incorporating them into a formal induction programme ensures that they are brought up to speed a good quicker, and that they are less likely to leave at an early date.

There is no 'right' length for an induction programme. In some jobs it can be accomplished effectively in a few days, for others there is a need for some form of input over a number of weeks. What is important is that individuals are properly introduced both to the organisation and to their particular role within it. These introductions are usually best handled by different people. Organisational induction, because it is given to all new starters' is normally handled centrally by the HR Department and takes place in a single place over one or two days. Job-based induction takes longer will be overseen by the individual's own line manager and will usually involve shadowing colleagues. the former largely takes the form of a presentation, while the latter involves the use of a wider variety of training methods.

:"

IRS (2000c, pp. 10-12) draws attention to the recent development of web--based training

packages which allow new employees to learn about their organisations and their jobs at their own paced when they get the opportunity.

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CTHCM Advanced Diploma June 2007 Examinations aGDI2> u.):>rck

Module Assignments

111is document provides details of the module assignments for those candidates sitting the corresponding module examination in the June 2007 session. Other supporting documents include;

• Progress tutorial sheet

• Tutor marking sheet

• Sample assignment question

• Sample answer with marker's comments

Please note: It is compulsory to submit an assignment for a module if a candidate has registered to sit the corresponding module examination. Candidates will illl! receive a grade if they do not submit an assignment. Centres must submit their candidates' assignments even if they received a Fail from their tutor. The candidate's module examination will not be marked if CTHCM has not received a corresponding assignment.

Centres must submit an electronic copy and a hard copy of each candidate's assignment.

Tutor marking

The following assignments will be marked according to the criteria detailed below and according to the document 'Assignment Marking Sheet';

Answering the question: All candidates are expected to demonstrate a focused approach and address the specific question.

Level of discussion: This will include aspects such as .5._Q¥LTagLof material, depth of an~sis, understanding oft-entral i:su.:_.~ relevance, breadth of reference to We available literature, level of expression and personal engagement with the problems and the amount of independent thinking.

Organisation of material: The logic of the structural division between factual coverage and analytical parts. There must be clear development of an argument with introduction and conclusion and some assessment of results. AJso, stylistic aspects such as dear expression and a coherent argument will figure here.

Presentation: Adherence to the guidelines on presentation is expected, General neatness in typing and usa of any illustrations, careful checking for typing errors and correction, page numbering, chapter heading layout. All quotations and SQUfCe.S of information should b6. clt1$d using the Harvard referencing system.

It is essential candidates' assignments ace their own work. Assignments are monitored for copying, plagiarism, and excessive tutor coaching, Any instances where these issues are found will result ill the candidate being awarded a Fail grade for the module assignment.

C1HCM Advanced Diploma June 2007 examinatlons module assignments

TOURISM' HOTEL· CA'I'ER INC

~1.:\~;j:\ (; (: \0} r:,:-t r

Advanced Diploma in Hotel Management

Module Number

Module name and assignment

ADHM202 20%

r---------~~-------- __ ~~----~--~~~~~~--------~ Most countries aim to ensure that alcoholic beverages

~re consumed ouly by thoss:; people Who can do so in a responsible l:'it:inner. Employees and individual bar staff sholJId be awareof their specific responsibilities. The Food and Beverage Manager has asked you to prepare a

~. klet to assist i.tl tr~£i bar staff in their ~~esponslbilitles.

The title of the training booklet is 'The Responsible Service of Alcohol' and should include;

• Th? leg;Y_!l;~ of alcohol service V

• The?t:engths of alccl;'" and its effects V

• Th esponSibihty orhar st

• . de for handlin -intoxicated

ADHM 212 os 11a ana ernent 20%

~~----~-+~~~~--~~~--~~~--~--~------------~ For an international hotel chain of your choice you are

required to investigate how it approaches strategic management. Produce an investigative report.

The report needs to cover the following SLX areas of strategic management:

•

•

•

•

•

•

CTHeM Advanced Diploma June 2007 examinations module assignments

18th June 2007

Assessment weighting

Deadline for CTHCMto receive marked assignments

18th June 2007

puPJ IN0/U

~.v~~/rl i,k_ci3L. ~!)J

TOUIUSM· HO IEl'CAIl:IUNG

20%

Note: Strategic management may not be explicit but implicit i.e. you nuy have to see how a company behaves rather than find specific written or published strategy policy. This may be found by looking at an organisations history by searching media archives, press releases, company press releases, company statements, mission statements, company policies or contacting the

or anisation itself. ~~~~~~~~

ADHM 222 Facilities Mana rerncnt

20%

You have been recently ppointed to the post of

ssis ana er. The establishment which you

work for is a five- star hotel located in central London, The F&B Mamger IS thmktng of o(f(,r1ng-a~ ~ee course ethnic menu ~or one night. The choice of<fthnic cui~e to be o±t~ The function room nas a capac.lty of 200 (you should not expect to serve more than 200 customers). The F&B Manager has asked you to work

with other members _o_f_t_h_e_F_&_B_t_t:_'a_1l:_l_:l_ll_d_; .l..- J__------- .1

You have recently taken up a position in the facilities department in a large city centre hote _ e light of legislation concernin 1e'aull and safety, t e Facilities

Manager has asked you to . . hlth and safety in

hotels. Research and produce an induction booklet on

.~

the sub'ect of He _. ~. - for new employees in

the hotel ana other hotels in the chain.

Your booklet sho~~) ~ I. yvy'ji\.,,-t..c.:·CYl/e.i-h-.C 01

• Explain the importance of maintaining health gndr~Vf ,~afe'!y r--=-:-:-;;;::;:Tirn77'7t~~=",-l-_

- I r{'"recc

• -Explai"n how·>B!""S. I+R .... f~~~~---~~------4

Explain t

sa fety f..tSA~~~_e=---~--::,__~::::---..L

- -.-- . - - iCo

E"xplall1 th;A\l'k!!3e:.t..!l~a~!2o~_,;t3J~g-<..Iealth-{lna sa%, I-tS;

_- j 1

• Ide ·fv-S01~~~:mfo .. rmation on health and safetT7!'

-----~. __.-- -------..-..: . ~

__ ._ . _ lr ~1<-i:IV1\1 (otW-.

Y ~)l~r~?ooklet should include relevant illustrations, --€Ci"."l '4---W-.~ ... j.,,\ stati~ tables and charts.

[

J\DHM 232 Management Accounting

For this assignment~dence of the source of ~ormatiQ~proV1~lI eVlaence should be included in the appendicesOT is is a teamwork assignment (2 to 3 students).

CTHCM Advanced Diploma June 2007 examinations module assignments

18th June 2007

18th June 2007

'Ii.' li-'"

linn

TOlHUSM . HO l'El.: CAI"EIU NC

\L\t .. vc. r \If ~l

Note: Omissions in the above areas will have a detrimental effect on the mark awarded.

Refer to the document 'CTHCM Managing Accounting Assignment - Support Notes' for more details

30 marks

20 marks

20 marks

10 marks

20 marks

ADHM 242 Human Resource Mana:>ement 20%

Human Resource managers around the world rarely agree

on the best way to motivate staff at work. However, the problems that can arise when staff are unmotivated

ensure trus will continue to occupy a great deal of

management time and attention. In both Hospitality and Tourism sectors this is especially controversial, with the

major problems of seasonality and low pay contributing

to the mix .

ADHM252

•

"

•

CTHCM Advanced Diploma June 2007 examinations module assignments

N/A

18th June 2007

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References (adapted from Kneale, 1999)

When you finish a piece of work such as an assignment you MUST cite an alphabetical list of the sources that you have used and quoted in the text itself. If you do not cite your sources properly you may be accused of plagiarism and your work may be rejected. A reference.list does not usually contain things that you have read but not cited in the text. A b~~hy, meanwhile, is an alphabetical list of all material relating to a particular topic. Tllerejis a range of ways of acknowledging sources but the following is one of the

most common. Yo~ should decide on a particular style and stick to it. . . . ". ' \

L r.'\~ '"'o~ t~,,- 1"\ \\.;... WI b""d- i.UQv~V\Iu..~/)-'G-d 6~ .t ~VLA 'V-'JI.J II' 1) Citing sources within text.

A book or article is commonly cited within a text by using the authors surname and the year of publication. When there are two authors both are cited, when there are three or more the abbreviation et al. is used after the first surname, thus Halewood, Hannam and Hughes (2010) would be referred to in the text as Halewood et al. However, in your reference list at the end of your assignment you should list all the names.

If you are citing something that is being cited in another text then you should cite both texts, eg (Humphries 20 I 0, cited in Clearhi II 2020), and also make sure that both references appear at the end of your assignment.

Sometimes abbreviations can be used such as DoETR (2045), but it is vital that the abbreviation is spelt out in the reference list in full, thus, Department of Environment, Transport and the Regions.

2) Citing sources in reference lists.

The important thing to remember is consistency.

For a book:

f~ ~Ila_ vA...

<"eel> <-.u i.-~-k:t.,..,

d (f- ~ _,_'-

'I J 1 rI? e ell h· ~ (__;.. :;..-

Template: f

Author(s). Year. Title. Edition. Place of publication: Publisher.

Example:

Shurmer-Smith, P. and Hannam, K. 1994. World's of Desire, Realms of Power: A cultural geography. London: Edward Arnold.

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