Hospitality Management- Human Resource Management

Question: Case study on hospitality management. Answer: The scenario, which has been mentioned, is a common one in a work place. It often happens that the date mentioned in the application leave by the employees clash. This can be a grievance issue for the employee for it is a matter of disappointment for him or her if any difficulty arises on the part of the manager to grant him the leave. The same has happened to Mr. James, who has been an employee in CN Rails for about sixteen years now. It is quiet natural on his end to feel sad and dejected on finding out that another employee, had filed a leave application on the same day when he wanted one. The sole purpose of the grievance procedure is to make sure that the individual making the complaint receives justice without the organization making compromises on its productivity. Going by the Canada Labor Laws, the first step involved in a grievance procedure is writing a formal written complaint by the employee to his immediate supervisor. If the matter is not resolved in this step or the employee is no satisfied with the decision, Mr. James in this case, he is allowed to take his case to the higher managerial level as mentioned in the collective agreement contract. There is a certain time limit allotted to the resolution at each step of the grievance procedure. If the concerned managerial authority fails to deliver the resolution in time, it is deemed to advance at the next level or the grievance is perceived to be resolved or withdrawn. In this case, both Mr James and Mr.Sam have a trump card to their advantage. Mr. James has been an employee for a period of more than fifteen years. Sam, on the other hand is a junior to him but he had filed the leave application on time contrary to Mr. James. According to the company rules, the leave applications should be filed for the year by April he 1st. However, Mr. James was late in doing so and he filed his leave application in June. The company rules give priority to the senior employees. The solution in such cases should be always taking a proactive approach rather than a reactive one. It is the managers duty to keep a healthy rapport with the employees so that there is transparency between them and they feel comfortable enough to share their issues with the employers if any. One way of settling the dispute is to speak to Mr. James and Sam and ask them to sort the matter between themselves. This is an effective way of empowering the employees. Another proactive approach is to make a list of leaves applied by the employees and send it to every employee in the department to ward off any confusion in the future. The matter should be handled sensitively by the management, which can otherwise lead to a dejected attitude of the employee force towards the organization. The management should effectively supervise the grievance procedure for a desirable outcome for both the parties. References: Currie, D., Gormley, T., Roche, B., Teague, P. (2016). The Management of Workplace Conflict: Contrasting Pathways in the HRM Literature. International Journal of Management Reviews. Gauri, V. (2013). Redressing grievances and complaints regarding basic service delivery. World Development, 41, 109-119. Jones, C., Saundry, R. (2012). The practice of discipline: evaluating the roles and relationship between managers and HR professionals. Human Resource Management Journal, 22(3), 252-266. Wood, S., Saundry, R., Latreille, P. (2014). Analysis of the nature, extent and impact of grievance and disciplinary procedures and workplace mediation using WERS2011. Acas Research Paper, 10, 14.