Human resource management

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“A critical evaluation of one aspect of contemporary hospitality management”

Example: critically evaluate customer satisfaction with Singapore night safari – choose a tourism place.

3,000 word limit




The hospitality sector has evolved because of it dynamic nature and a number of external factors that have taken place over the course of time. It has become a very competitive industry as a whole. While most of the companies have failed some have been able to reach the height of success. There have been claims that the successful firms in this sector gain competitive advantage through acquiring, managing and developing of their resources (Connolly, 2001). It is also said that these firms control and form relationships with a great number of organisations for their benefit. Globalization has been attributed with intensifying of competition and the need for firms to be competitive which requires expansion of network and collaboration with one another in order to maintain the competiveness. There is now a need for monitoring of key indicators for cutting down on costs and saving money (Te-Yi Chang, 2010). There are a number of issues that are plaguing the hospitality industry at present and these include use of ICT in tourism and hospitality, strategic management activities as well as human resource management. Taking the example of human resource management in hospitality sector, diversity has been brought in the human resources with the help of globalization. Information technology has also reached an advanced stage in development. Along with a huge population going abroad, gastronomy as well as food tastes have also changed. Managing of all these issues is important for the hospitality sector in order to succeed. Hospitality sector has to devote undivided attention to human resource, information technology as well as brand as these are touted to be the determinants of success and failure in the coming years. Thus, strategic management will also determine the success of the firms as it provides for high satisfaction level as compared to other tools of management (Hinkin, 2000).

Human Resource Management in Hospitality Sector

It is through the effective use and utilization of human resources that success can be reached for a firm as well as provides for a competitive advantage in an organization. It has achieved greater significance in the case of hospitality industry as there a great number of challenges and worry points such as environment issues, employment issues and taxation levels. (Duncan, 2005)


According to a research conducted (Hoque, 1999), there were two questions that were asked to a selected sample of hotels. Those were as follows-

  • What are the key human resource management issues which are a matter of concern of the hospitality industry of Taiwan?
  • What are the major human resource management practices which were being used to engage with them?

The main purpose of this literary analysis is to be compare the relevant work done by the acclaimed researchers, which would be based upon multiple approaches. For this analysis, two internationally acclaimed papers were chosen, upon the basis of which it would be primarily based at. However, there are additional journals which are added in this essay and out their valuable opinions on this issue. It also helped the researcher gain an understanding if what all came in the priority list for the respondents as well as what failed to cross their minds at all.

This method is the qualitative method of comparing two individual journals and involves the main technique of in depth analysis. As it was not possible to examine the all the related journals related to this topic in totality with constraints such as financial and time coming in, two journals were chosen, one of them was the impact of human resources management practices on service performance of Taiwanese hotel industry (authored by Tsang Kai Hung) and the other one was development framework for tourism and hospitality in higher vocational education in Taiwan (written by Te-Yi Chang & Jui-Man Hsu). These journals were selected for the analysis is due to the fact that one is based on the practices as well as the other one is based on training. In addition to that, some people were interviewed, which included senior managers although some of the hotels did not agree to be interviewed because of tight schedules. The comparison was based upon five attributes which were employee turnover, training, staff recruitment, competition in the industry as well as technology.

Literature Analysis

As the issues were common for all both the respective works, the findings as well as the results were discussed together. The most significant points upon which both the works were in sync with each other were the issues such as employee shortage (found to be supported in both the works to the extent of 100 % of the hotels), challenges in the training of the employees (found to be supported in both the works to the extent of 64 % of the hotels) as well as the high employee turnover level (found to be supported by both the works to the extent of 50% of the hotels)

Employee turnover

Employee turnover is a matter of concern, of which both Hung as well as Chang talks in detail.  As per Hung, it has become a challenge for the hospitality and tourism sector of late. This industry has had a record of high staff turnover levels giving rise to direct expenditure and addition of intangible costs to the industry.  According to Chang, this phenomenon has been attributed to a large number of factors that include dissatisfaction from the job, a working environment that is not appreciated by the employees and a lack of commitment among the employees causing change in attitude and behaviour. (Hu, 2004)

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