Hospitality Human Resource Management | Question paper 2017 | BHM 6th semester

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                                              POKHARA UNIVERSITY


Level: Bachelor                        Semester Spring                         Year : 2017

Programme: BHM                                                                     Full Marks: 100

Course: Hospitality Human Resource Management                 Pass Marks: 45

Time : 3hrs.

Candidates are required to give their answers in their own words as far as practicable.

The figures in the margin indicate full marks.


Section “A”

Very Short Answer Questions Attempt all the questions.     10×2

1. Define Hospitality Human Resource Management.

2. What are the operative functions of HHRM?

3. What is Human Resource Forecasting?

4. Mention the need of socialization in an organization.

5. Differentiate between training and development.

6. What is career development?

7.What is the “error of central tendency” in the context of performance appraisal?

8. How is compensation related to motivation?

9. What is the importance of discipline in an organization?

10. List out the ways of stress reduction.


     Section “B”

Descriptive Answer Questions Attempt any six questions.    6×10

11. What are the objectives of Human Resource Management? Explain with reference to context of the hospitality industry.

12. Define workforce planning. Why is workforce planning important? Discuss the factors affecting human resource planning.

13. “Selection begins where recruitment ends”. Comment. Elaborate the role of reliability and validity in the act of selection in the context of the hospitality industry.

14. Is it justifiable to adopt same methods of training for managerial as well as non-managerial staff in an organization? Justify your answer and describe some important managerial and non-managerial methods of training.

15. “Performance appraisal is an activity of immense importance. It serves a variety of purposes for an organization’s welfare”. Elaborate on the statement explaining the different functions of performance appraisal.


16. “lt is a crucial decision to establish ‘who will get what’ because both under-payment and over-payment are detrimental to an organization’s progress”. In the context of this statement, discuss the process of establishing pay structures in a hospitality sector organization.
17. Define OSHA. How has it contributed to the maintenance of health and safety in the corporate world?
                                                    Section “C” 
                                                 Case Analysis
18. Read the case situation given below and answer the questions that follow:       20
Hospitality industry, from which hotels are the main part, is service intensive, and consequentially depends heavily on its human resources. In each subsector, the highest investments, the most modern equipment and luxurious buildings will fail if the human/ personnel aspect of the organization is not carefully taken care of. Human resources (HR) are the most important resource hotels have since when we talk of hospitality we talk of a service, where the person who delivers it, is a vital part. Both the client and supplier affect service and human resources development is the starting point for success in hospitality organizations. Thus, the tourism industry and specially the hotel sector, considering its main characteristics, more than any other sector, faces the need to put in practice the human resources management (HRM) practices. A study of the Nepal Tourism Sector revealed the following interesting observations.
Nearly two-thirds (62.300) of hoteliers responding to the survey consider frequency of stay as a measure of customer loyalty and just 13.230 considered degree-of-satisfaction as a measure of customer loyalty. The remaining (24.5%) refer expressed-intention-to-return as synonymous of customer loyalty. These results indicate that hotel managers don’t have ways to evaluate client’s loyalty, and consequently they hardly know their clients. Expressed-intention-to-return and degree-of-satisfaction would yield much more information.
Almost all respondents (94.3%) evaluate guest satisfaction but a large proportion reported use of guest comment cads (62.3%) and formal surveys during stay (58,5%) as measures of satisfaction. These are not the most correct practices because they produce marginal results since only a limited number of guests fill them out and they only gather vague information.
In what concerns collecting information about clients 85% of respondents agreed about that but 93% only collect basic costumer information and 31% collect information on the detailed spending profile at hotel. Only 9% reported collect detailed life-style information. It must be said that it is not enough to gather information on clients but it mu t be the basis to marketing and selling decisions. Still concerning guest satisfaction, only 50% quantify financially, the value of Costumers by segment based upon lifetime spending potential. This seems to be somewhat a contradictory value because it largely exceeds the ones who reported to collect detailed spending profile at hotel (31%) and exceeds even more the ones who refer collect detailed life-style information (9%). With no such information hoteliers will hardly be able to quantify financially, the value of costumers.
Referring to the relationship between business and human resource strategy the respondents largely referred that human resources practices, policies and procedures are aligned (46%) or completely aligned (36%) with overall business strategy. This seems to be a very positive answer in what concerns the existing of well defined human resource practices. However if we compare those answers with the importance the several elements of business have in relationship to long-range planning process, we find that people comes in first place for only 7% of the respondents, and business strategy is the element that most respondents put in first place.

i) In support of the statistical analysis presented to you in the case study, highlight the importance of Human Resource Management in the Hospitality Industry.
ii) From the survey on Nepali Tourism Sector, as projected above in the case study, how would you justify that Hotels with higher rates of occupation are more concerned with HRM?


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