Human resources in the leisure industry - G184

Info needed for the G184 A2 leisure exam.

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Employment opportunities 1

Full time -Advantages - assured income, promotion prospects, recognised achievements, paid holidays, social gains, car allowance, pensions, discounts.Disadvantages - Often hard to juggle with work life balance.

Part Time -Advantages - good for women with young children, similar benefits to full time staff, similar pay level for similar jobs, easier to control work life balance so less stress, less responsibility.Disadvantages - less hours so less income that full time staff, less control over job.

Self Employed -Advantages - Satisfaction from own success, control of own work hours, freedom to work when you want.Disadvantages - no company safety net, have to set out own tax, insurance, business plans. Need to market and advertise yourself, often need to pay people to find work, not part of a large team so less social gains.

Casual -Advantages - often seen as a way into the industry, provides lots of different experience, lack of skills and knowledge accepted in casual roles. Disadvantages - hire and fire on daily basis, no job security and no secure income.

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Employment opportunties 2

Job share -Advantages - good for those who wish to work more than part time but less than full time or odd hours, often good for women with your children. Joint responsibility so less stress, social gains. Disadvantages - shared salary and conditions.

Voluntary -Advantages - a way into the industry through gaining experience, builds confidence and self esteem, meet new people, provides new challenges, sense of adventure and fun, making a difference in some aspect. Disadvantage - no income.

Seasonal -Advantages - experience in industry,good for students looking for quick income.Disadvantage - no job security, no future prospects in that job, no benefits such as pensions.

Apprenticeships -Advantages - learn new skills and gain qualifications, recieve a salary whilst working, gain experience. Disadvantages - None.

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Staff Motivation 1

Extrinsic - Outside the person, rewards such as bonuses and promotion.

Instrinsic- Phychological & natural. Meeting personal goals, recieving praise and recognition.

Social - Relationships with co -workers and work status.

Performance = ability + motivation

Two types of motivation theory.

  • Content theory - emphasise on WHAT motivates individuals
  • Process Theory - emphasise on the actual process of motivation - HOW.
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Motivating staff 2


Motivation starts with needs, goals and expectations --> Develops into drives and actions --> develops into further drives and actions --- > Either the goals are not achieved and the motivational cycle stops or --> if the goal is achieved it encourages continued motivation.

Motivation can depend on:

  • Relationships and recognition
  • Organisation structure
  • Lifestyle attached to Job role.
  • The power a person holds.
  • How much an individual wants to put themselves.
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Human Resource Planning

Extrinsic issues.

  • Economy - recession, interest rates, vat increase
  • Seasonality
  • Demand for jobs
  • Market Demand
  • Location
  • Surplus of skills
  • Employment trends

Intrinsic issues.

  • Level of staff motivation
  • Staff turnover
  • Sickness and Absenteeism
  • Response to customer trends
  • Organisational structure
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Human resource planning 2

Decision to recruit

  • Natural waste - dismissal, retirement, long term sickness.
  • Changing job roles
  • Growth of industry
  • Seasonality - peak times of the year.

PESTLE analysis.

  • Political - Depression
  • Economic - Inflation, ^ interest rates, economy changes, depression
  • Social - social mobility ^ , employment trends, drive 4 employment.
  • Technological - technological advancements.
  • Legal - new staff laws, new working regulations, specialised qualifications introduced.
  • Environmental - lackof space for new builds.
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Recruitment and Selection

Job Analysis - Target criteria, performance standards, duties and roles, qualifications and education needs, Working out what needs to be put into the job description.

Person specification - Qualifications, personal attributes, performance standards, experience.

Job Descriptions - Title of post, reporting structure, responsibilities, nature of employement and employer, hours of work and salary.

Advertisement - Online recruitment is now common,organisations but think about: legislation, timing, placement, contact information, design and layout, composition, cost and evaluation of their advertisement.

Application form - Information can be verified by referees, contact details, qualifications, collect all vital information about the applicant.

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Recruitment and Selection 2

Covering Letter - Used to assess applicants written communication skills, presentation of letter allows employer to see presentation skills.

CV -'life history' contact details, education and qualification history, achievements, skills and 2 referres to verify information.

Short Listing - Screening candidates against the person specification to create a smaller group of more suitable applicants for interview.

Interview - Interviews allow the candidates to impress the employer, it also allows the employer to compare each candidate to one another and to the criteria.

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Induction, Training and development.

Induction - Shadow shifts, meeting the staff, meeting the management, getting to know the organisation before you start working there.

Mentoring - each employee has a higher level member of staff who has done that employees job is there to support and help them in the role.

Apprenticeships - allows young people to gain skills and qualifications in a work based environment.

In house and on the job training - training done by employers in the organisation, whilst completing the job, for example rotating job roles.

External and off the job training - outside the organisation training, courses, retreats and group activity days.

Transferable skills - skills that can be learnt in one job role and can be used in a multitude of different roles. Non Transferable - skills that can only be used in one area of work.

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Performance Management and termination of employme

Reasons for termination of employment:

  • Changes in product demand
  • Poor performance by staff
  • Contract of employment ends
  • Changing organisation needs

Reasons why an individuals employment might end:

  • Changing jobs
  • Dismissal
  • End of contract
  • Redundancy
  • Illness
  • Retirement and early retirement
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Performance management and termination of employme

Methods of performance management:

  • Perforance review and appraisal
  • Personal evaluation
  • Individual and group target setting
  • Self, peer and organisations evaluation
  • Wage and Salary Structure

Types of appraisal :

  • Supervisor - the supervisor evaluates the employees performance, positives, negatives and targets and goals.
  • Peer - another member of staff evaluates the employees performance
  • Self - the employee evaluates themself.
  • 360 - supervisor, peer and self are combined to create an overall evaluation.
  • performance review - looks at if you met goals and targets, staff relationships and overall working behaviour - being punctual for example.
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Influences of Technology

  • Technology has made a huge difference to the leisure industry.
  • It is important for a leisure organisation to recruit and maintain a flexible workforce.
  • It is essential that staff are trained to use new modern technology.
  • It is important to provide training and courses to allow employees to improve their skills.
  • It is key to all leisure organisations that they keep up with the changing technology and information communication technology software.
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Extra Terminology

Quality Circle - This is when a group of employees join together to address issues in the organisation and suggest ideas to improve the organisation.

Management by objectives - is a process of agreeing upon objectives within an organization so that management and employees agree to the objectives and understand what they are in the organization

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