Compare and Contrast Alderfer's Erg Theory and Maslow's Hierarchy Needs Theory

IJMBS Vol. 2, ISSue 3, July - Sept 2012

ISSN : 2230-9519 (Online) | ISSN : 2231-2463 (Print)

The Significance of the Human Resources Role in The Hotel Sector in Harare, Zimbabwe
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Human Resources Manager for Servcor (Pvt) Ltd., Zimbabwe Midlands State University, Graduate School of Business Leadership, Zimbabwe also been negatively affected by these poor employment practices which have been exacerbated by economic cycles and fragile political systems. In Zimbabwe, organisations in the Hotel sector particularly in Harare are facing similar problems. Such problems emanate from poor working conditions, increased labour court cases, low remuneration, high labour turnover, poor or non existent career structures, and lack of professionalism. The above state of affairs questions the significance given to the Human Resources role in the Hotel sector in Harare. Therefore this research sought to assess the level of significance given to the Human Resources function in order to find meaningful solutions to employment practices and personnel problems experienced in the Sector. The research focused on the 1 star to 5 star rated and registered hotels in Harare. The hotel ratings are according to [15] ratings. II. Literature Review According to scholars; [2-3,10], effective human resource management is strategic in nature and depicts certain characteristics such as summarized below. • It emphasizes the strategic management of the human capital of the organisation. • It is a comprehensive and coherent method to the provision of mutually supporting employment policies and practices. It means the development of integrated human resources policies and practices, thus configuration or bundling. • It places importance on gaining commitment to the organisation’s mission and values. Therefore it is commitment oriented. • It treats people as assets for the organisation rather than costs. Thus, people are seen as a source of competitive advantage as well as human capital to be

References: [1] Armstrong, M.,"Armstrong’s handbook of human resource management practice. (11th ed.). London: Kogan Press, 2009. [2] Cascio, W.F.,"Managing Human Resources", (6th ed.). New Delhi: Tata McGraw-Hill, 2003. [3] Fisher, C.D, Schoenfeldt, L,F., Shaw, J,B.,"Human Resources Management:, (5th ed.). New Delhi: Biztantra, 2005. [4] Guetal H, G, Stone, D, L, et. al.,"The Brave New World of eHR Human Resources Management in the Digital Age", 1st edition Jossey-Bass A Wiley Imprint, 2005. [5] Keep, E., Mayhew, K.,"The leisure sector: Skills task force research paper 6", DfEE, 1999. [6] Losey M, Meisinger S, Ulrich D,"The Future of Human Resource Management", John Wiley and Sons, Incl, 2005. [7] McGuire, D., Stoner, L., Mylona, S.,"The role of line managers as human resource agents in fostering organisational change in Public Services", Journal of Change Management, Vol. 8, No. 1, pp. 73–84, 2008. [8] Morley, M., Gunnigle, P., O’Sullivan, M., Collings, D. G.,"New directions in the roles and responsibilities of the hrm function", 2006. [9] Paine, S.,"The emerging role of hr practitioners: expectations, challenges & trends", Published MBA dissertation: New Zealand, Unitec, 2009. [9] Syed, J., Ali, A.J.,"Principles of employment relations in Islam: a normative view", Employee Relations Journal, Vol. 32, No. 5, pp. 454-469, 2010. [10] Torrington, D, Hall, L., Taylor, S.,"Human Resources Management. London: FT Prentice Hall, 2005. [11] Werner S, Schuler R, S Jackson S.E,"Human Resources Management", 11th edition, South – Western Cengage Learning, 2012. [12] Ulrich D, Brockbank,"The HR Value Proposition", Harvard Business School Press, Boston, Massachusetts, 2005. [13] Whittaker, S., Marchington, M.,"Devolving hr responsibility to the line: threat, opportunity or partnership", Employee Relations Journal, Vol. 25, No. 3, pp 245 – 261, 2003. [14] Zimbabwe Tourism Report,"Zimbabwe Tourism Authority", 2008. [15] Zimbabwe Tourism Report,"Zimbabwe Tourism Authority", 2011. [16] "Zimbabwe Tourism Authority Internal Documents", 2012. Isaac WISIKOTI is a holder of an HND in Human Resources Management from the Institute of People Management of Zimbabwe, an Executive Diploma in Business Leadership from the Zimbabwe Institute of Management and an Executive Masters in Business Administration degree from the Midlands State University. He draws on over 12 years experience in Human Resources and Administration in the Printing, Iron and Steel and Hotel and Catering industries. Currently he is the Human Resources Manager for Servcor (Pvt) Ltd, Vice President for the Hotel and Catering Employers Association of Zimbabwe and a full member of the Institute of People Management of Zimbabwe. Marcus MUTANGA holds a Bachelor of Business Studies Honours degree and a Master of Business Administration degree all from the University of Zimbabwe. He has close twelve years experience in Finance and Administration drawn from the Ministry of Finance, Cotton industry and Humanitarian Organizations. Currently he is a lecturer at the Midlands State University, in the Graduate School of Business Leadership department. Dr. Stephen Nhuta holds a Ph.D in Business Administration from the Washington International University, a Master of Business Administration and Bachelor of Science (Business Administration) both from United States International University Africa. He has over thirty years working experience at Senior and Executive managerial level in the airline industry. Currently he is a lecturer at the Midlands State University, in the Graduate School of Business Leadership. 50 InternatIonal Journal of ManageMent & BusIness studIes w w w. i j m b s. c o m