HM 03 MIDTERM

• Servicescape


  The actual, physical environment where the act of service is performed, delivered and consumed
• Albert J Rutledge 


  Who introduced certain principles on how to effectively design establishments for the purpose of both the guest and the employees
• Everything should have a purpose


  Principle #1: If there is good use of the land and the spaces, there should not be any area without any function
• Natural Elements


  These areas include the land itself, water areas and plants
• Use Areas 


  These are areas where there is an interaction between the guest and the service staff most of the time, such as dining room floor, parking area and game rooms
• Major Structures 


  In large complexes, these pertain to buildings and dams
• Minor Structures 


  These include utility areas, benches for guest, walkways, and pathways
• Forces of Nature


  These include wind, sun and rain effects
• Relationships


  Keyword when planning the servicescape for guest and employees
• Design should be for both employees and guest


  Principle #2: It is important to consider the physical strengths and weaknesses of the site. Always remember to check if we are designing for guest wants and needs. Balance between personal (Guest ) and impersonal (Establishment ) needs.
• Function and Aesthetics should be present


  Principle #3: The functionality of the equipment and its beauty and appeal should be considered at the same time.
• Set up a substantial experience for the guest and employees


  Principle #4: A service setting should have a holistic view of what it is what we want a guest to experience
• Theming 


  Refers to the use of an overarching concept to create a holistic and integrated organization of the guest experience
• Set up an appropriate experience for guests and employees


  Principle #5: Elements of design should be placed appropriately based on the type of site
• Scaling 


  Pertains to the proportion of the sizes of the design pieces used in the concept
• Adhere to technical requirements


  Principle #6: It is required for the owner and the management to follow and procure the necessary procedures for the proper implementation of the design. The usual requirements would be adherence to certain local laws and the procurement of permits such as the business permit to operate and other related permits
• Is in charge of monitoring the activities and facilities of a designated protected site

  Protected Area Management Board
• Comply with needs at the lowest possible cost


  Principle #7: It is very important that the lowest possible cost be utilized for maximum profitability
• Establish a design with less supervision


  Principle #8: It is dream of any owner that a concept be implemented with the least supervision possible, as this would also cut on cost for the facility
• Staffing for Service - The human resource department, or talent acquisition division, is responsible for finding suitable personnel for workforce requirements or departmental positions. Understanding this process is crucial for future managers to ensure efficiency and accuracy in finding suitable candidates
• Internal Hiring - Many organizations favor internal hiring because they see a lot more advantages than hiring from outside of the organization. Although hiring from within is not the only solution or foolproof strategy for staffing the departments, the obvious benefits outweigh the others
• Information about the Applicants - Internal applicants' data is more accurate and easily accessible than external applicants'. They have previous evaluations of performance work ethics, habits, strengths, and weaknesses. Limited information from external candidates can lead to hiring mistakes. Internal applicants' desire to stay and improve can be beneficial, as they demonstrate dedication to the organization and their desire to move up the hierarchy.
• Fairness of the Company - Internal hiring for positions with qualified applicants from within the organization is an objective strategy that would be well received by the employees. Hospitality organizations are rich in employees who have varied backgrounds and are highly competent in terms of training and education these employees would sometimes felt unfair if the positions they applied for were given to an outsider despite their efforts and hard work to help the organization succeed.
• Knowledge and Expertise Within the Organization - Organizations often favor hiring from within due to the familiarity employees have with the organization's functions, values, and culture. This strategy may benefit tourism and hospitality organizations, but it also presents challenges for non-college graduates who may settle for lower positions or find other industries.
• Organizational Culture and Values - Employees chosen for a position that were hired internally would have a better time adjusting to the organization's culture and values Internal employees are already familiar with the corporate values and need no further training. The organization's culture expected to be embodied by the employees as well
• Reduce Cost - Employees chosen for a position that were hired internally would have a better time adjusting to the organization's culture and values Internal employees are already familiar with the corporate values and need no further training. The organization's culture expected to be embodied by the employees as well
• External Hiring - Employees and organizations often favor internal hiring over external hiring However, there are situations where candidates should be sourced externally. Still, hiring employees from outside of the organization is an option that every organization cam choose in order to improve its operations. As there are advantages to hiring from within, there are also very good reasons to take in employees from outside of the organization.
• Paradigm Shift and New Perspectives - Organizations may hire individuals to help them realize their full potential and improve their competitivenessThis can be particularly true in positions requiring specific skills and responsibilities. Employees may become too familiar with the organization's processes, neglecting the need for change. A fresh perspective can help identify better ways to do things and determine if a reorganization is necessary.
• Education and Experience - This strategy directly contradicts the idea "start your way up from the bottom and climb up to the top." With the rapid pace of technological innovations applied to the tourism industry, the demand for highly skilled and well-experienced workers makes organizations hire from outside the organization. It would take time and higher costs for organizations to train and develop employees from within as compared to hiring employees that are already trained and proficient with the job required.
• Diversity of the Workforce - Service-oriented organizations value diversity in their workforce for a wider perspective and a better understanding of guest cultures. They seek candidates with diverse backgrounds for both higher and lower-level positions, gaining a competitive advantage. This includes single parents, elderly employees, dual-career employees, and LGBT community members.
• Approaches to Hiring External Employees - Organizations that consider hiring employees outside of the organization can choose different options to promote the vacancies in their organization. These options can be traditional in nature or may utilize state-of-the-art methods, depending on the preferences or possible expenses that the organization is willing to commit. Traditional or not, the success of these approaches still depends on how the organization handles the output of each strategy.
• Approaches to Hiring External Employees - Organizations that consider hiring employees outside of the organization can choose different options to promote the vacancies in their organization. These options can be traditional in nature or may utilize state-of-the-art methods, depending on the preferences or possible expenses that the organization is willing to commit. Traditional or not, the success of these approaches still depends on how the organization handles the output of each strategy.
• The Internet - considered the greatest invention of today, has significantly impacted various aspects of our daily lives, including communication, production, manufacturing, transportation, and industries worldwide. Its ease of access has made information gathering quick and accessible, enabling people to find jobs that fit their profiles and preferences. Job recruitment sites have emerged, posting vacancies and openings worldwide, attracting a large number of applicants with more access to job openings.
• Print Advertising - Despite the popularity of the Internet in sourcing job advertisements and placement engines, print media is still a common and effective method for advertising the job requirements of organizations. Applicants can still find ad placements for job openings among major dailies and selected magazines.
• Professional Linkages or Groups - Associations or groups belonging to the same industry or sector form organizations or clubs. This functions as a venue to keep professionals updated on the current trends and situations in their industries. This is also an effective way to find out about potential jobs or recruit professionals. Often, members of the organization seek out needs for applications to job openings in their companies.
• Internship or Work and Travel Program - Job recruitment companies offer internship or work and travel programs for recent graduates or students preparing for on- the-job training (OJT). These programs benefit both employers and employees by providing opportunities for growth and learning. Universities often approach recruitment organizations to offer these programs, with qualified students receiving credits in their OJT subject.
• Referrals or Peer Recommendations - Organizations seek good employees, offering better compensation packages to retain them. These employees are potential sources of new talent and are often responsible for bringing in new employees. They prioritize the welfare of the organization and themselves, avoiding bad choices and being responsible for the new employees they bring in
• Company's Image or Brand - A company's reputation as a top workplace, focusing on employee care and value, attracts applicants. This, coupled with recognition among peers and industry peers, can further enhance the company's image as a top choice for employment
• Walk-in Application - Applicants personally bring in their application forms to the organization. Despite the availability of other methods to file job applications, walk- in applications are still practiced by many. Walk-in applications are usually aimed at entry-level positions and are done by job seekers who do not have enough work experience yet.
• Headhunters - Other organizations seek out the services of professional recruitment organizations when they are looking for specific skills and particular talents that are vital to their organizations. They are commonly called headhunters because they specifically look for professionals in the industry who are performing well in other organizations. These headhunters usually talk to candidates and offer packages that encourage them to consider transferring.