Human Resource Managementin Hospitality

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Module Handbook

2023/24

Human Resource Management in Hospitality

School	Events, Tourism and Hospitality Management
Level	7
Semester	Semester 2
Credits	20
CRN	16975

Communication Protocol: module staff will reply to student questions within a reasonable time, but this will normally be within office hours only. Students are advised to check this handbook and also to see if there are any online/noticeboard announcements or FAQ answers that deal with their enquiry before contacting staff.

Introduction from the Module Leader

This module takes a critical approach towards hospitality Human Resources Management (HRM), talent management, leadership and management. Core concepts around HRM will be defined, discussed and critiqued and an international dimension will be considered to shed light on any differences which might exist within hospitality and between different countries.

What does Leadership mean in hospitality? Is this the same as Management? Who do Human Resources (HR) departments exist for? Is it the employees or the employers? What is the purpose of HR (and its principles) and how can it operate within the confines of the company’s strategic direction? Is organisational culture just a myth and an unnecessary distraction to getting the “real work” done? An example will be considering whether companies, like countries, can have their own culture and personality? Are concepts such as work life balance important to a hospitality business?

How you manage people is very important – manage them well and you are likely to gain a competitive advantage – manage them poorly and you have a possible recipe for disaster!

This module will introduce you to the concept of Leadership and Human Resource Management (HRM) and how to create strategic and competitive advantages for hospitality organisations. The Module allows you to critique the often-competing claims of leadership, HRM theory and practice with regard to the international context. Issues around diversity and equality, such as the gender-gap, will be explored.

We hope you enjoy the module and gain useful insights into the complex area of management, leadership, human resources, talent management and strategic HRM in the hospitality industry.

Module Leader: Dr Timothy Yeardley

t.j.yeardley@leedsbeckett.ac.uk

Module Aims

This module takes a critical approach to the management of human resources. It encourages students to be analytical and questioning of concepts, theories and models of human resource management (HRM) and to evaluate their usefulness and applicability to the international hospitality context. The module will enable students to recognise contemporary hospitality HR issues and to how to use human resource management to effectively tackle employment concerns.

Module Learning Outcomes

On successful completion of this module, students will be able to:

1

2

Critically evaluate concepts, theories and models of human resource management.

Demonstrate the usefulness (or not) of these concepts, theories and models in the contemporary international hospitality industry.

3

Explore issues concerning the international hospitality industry which have relevance to Human Resource Management and consider solutions to effectively deal with the issues.

Module Learning Activities

Content will, as appropriate, be drawn from:

• Historical and contemporary theories and models of Human Resource Management (HRM) and Strategic Human Resources Management (SHRM);
• The nature and characteristics of human resource management in the specific context of international hospitality;
• Leadership and management of the hospitality workforce;
• Strategic and tactical approaches to managing a pulsating workforce;
• Leadership styles, management structure, working conditions and commitment, workforce training and development considerations;
• Workplace culture in the context of the international hospitality industry and whether it can be managed;
• Concepts such as gender, age, diversity, aesthetic labour, discrimination, talent management, human trafficking (modern day slavery) will be covered as key issues impacting on the management of human resources in the international hospitality industry.

This module comprises a mix of lectures and seminars supported and enhanced by independent study on the part of the student. The module will rely on student participation during the programme, especially in the seminars. The lectures provide conceptual and theoretical frameworks to enable students to understand and critically evaluate what human resource management means in the modern-day international hospitality industry. The tutorials will form the foundation for the learning which is required to succeed in the assessed work for the module.

The weekly Learning Activities will comprise:

• Lecture: will be based on core topics such as HRM and SHRM, leadership, management, workplace inequality, managing workplace culture, an engaged and committed workforce and recruitment and selection. Where possible these will feature guest speakers who can apply their experiences of management of hospitality and events.
• Seminar: will be in smaller groups. They will involve the exploration and discussion of key bodies of HRM literature and the application of theory to real-life scenarios for the production of creative and strategic HRM solutions to specific problems, both in a UK and international hospitality context. Seminars are an opportunity for the module tutor to facilitate your learning and performance in completing your Masterly level assignments. Short student presentations, based around core topics and key readings from literature, will be undertaken in small groups leading to discussions within a tutorial format. Relevant case studies, based around core topics and key readings from literature, will be undertaken in groups leading to discussions within a tutorial format.

Communication

We will communicate with you through MyBeckett. Please monitor MyBeckett and your student e-mail address for announcements.

You must notify your Course Administrator if you are absent for more than one day (for example for an interview, emergency unforeseen circumstances, or for compassionate leave). If you are going to apply for mitigation you will need to provide written evidence of the reason for your absence (see Extenuating Circumstances and Mitigation for further information).

Weekly Schedule

Week		Lecture/Seminar		Lecture/Seminar		Reading		Directed study and additional resources
Commencing						Journal
Date						Review etc
29.01.2024		What is HRM?		What has been YOUR		Cooke, F.L., Schuler, R. & Varma, A. (2020)		Baloch, Q.B.; Maher, S.; Naseeb, S.; Shah, S.;
Week 1		Introduction to		personal experience at		Human resource management research		Iqbal, N. & Sheeraz, M. (2022). Revitalization of
		the module		work? Discussion around		and practice in Asia: Past,		tourism and hospitality sector: pre-empting
		Expectations &		what does HRM mean		present and future. Human Resource		pandemics through lessons learned.
		Assessments				Management Review,		Environmental Science and Pollution Research
				and how it impacts you.
						Human Resource Management Review,		https://doi.org/10.1007/s11356-022-21392-7
				How does HRM differ
						volume 30, 4, December 2020, 100778
				internationally?
05.02.2024		Service Industry		What forms of HRM and		Huertas-Valdiviaa, I., Gallego-Burínb, A.R.		Robinson, R.N., (2013) Darker still: Present-day
Week 2		Context – HRM		leadership and		and Lloréns-Montes, F.J. (2019) Effects of		slavery in hospitality and tourism services.
		and Leadership		management styles do		different leadership styles on hospitality		Hospitality & Society, 3 (2), pp.93-110.
		Styles to adopt		we adopt for hospitality?		workers. Tourism Management,
				Are they different? What		Vol 71, April, pp 402-420
				is soft v hard HRM,		Leroy, H. et al (2018) Managing people in
				linked to theory X and
						organizations: Integrating the study of
				Theory Y, when it comes
						HRM and leadership. Human Resource
				to how to manage a
						Management Review 28, (2018), 249-257
				team?

12. 02.2024	HRM & Strategic	The 2 concepts: HRM	Gannon, J.M., Roper, A. and Doherty, L.	Rasool, S.F., Samma, M., Wang, M., Zhao, Y. &
Week 3	HRM	and SHRM, propose	(2015) Strategic human resource	Zhang, Y. (2019) How Human Resource
	Academic	differing HR approaches	management: Insights from the	Management Practices
	Integrity/	for hospitality	international hotel industry.	Translate Into Sustainable Organizational
	Harvard		International Journal of Hospitality	Performance: The Mediating Role Of Product,
		companies. Which is now
	Referencing	the paramount paradigm	Management, vol 47, May 2015, pp 65-75	Process And Knowledge Innovation. Psychology
	Library Team	and how does this fit		Research and Behavior Management, 12, pp
			Edwards, T.; Tregaskis, O. & McDonnell, A.	1009–1025
		within a hospitality
			(2020). Towards an understanding of	http://doi.org/10.2147/PRBM.S204662
		workplace?
			configurational and national influences on
			international integration in the HR	Madera, J. M., Dawson, M., Guchait, P., and
			function in MNCs, The International	Belarmino, A. M. (2017). Strategic human
			Journal of Human Resource Management,	resources management research in hospitality
			DOI:	and tourism: A review of current literature and
			https://doi.org/10.1080/09585192.2020.1	suggestions for the future. International Journal
			771399	of Contemporary Hospitality Management, 29(1),
				48-67.
19. 02.2024	HRM Models –	Exploring the concept of	Budhwar, P.S. and Khatri, N. (2001) HRM in	Tiwari, V., Srivastava, S. and Kumar, P. (2019)
Week 4	can they assist	HRM models of practice.	Context: Applicability of HRM Models in	Adoption of HRM Practices: A Practical Model-
	us in Hospitality	How do these relate to	India. International Journal of Cross	Case Study of a hotel. Journal of Business and
	HRM?	the real-world	Cultural Management, vol 1(3), pp. 333 –	Management, vol 21, 4.,April. 2019, pp 59-63
			356
		experience of the
		workplace and can they
		represent international
		perspectives of HRM?

26.02.2024	Leadership and	Exploring the different	Mistry, T.G.; Hight, S.K.; Okumus, F. &	Hight, S.K.; Gajjar, T. & Okumus, F. (2019).
Week 5	Management	characteristics of	Terrah, A. (2021)	Managers from “Hell” in the hospitality industry:
		leadership and	Managers from heaven: how do hospitality	How do hospitality employees profile bad
		management – are they	employees describe good managers?	managers? International Journal of Hospitality
		entirely separate?	International Hospitality Review
				Management 77, pp.97–107
			Emerald Publishing Limited DOI:
			https://doi.org/10.1108/IHR-09-2020-0055
04.03.2024	Workplace	Does organisational	Bavik, A. (2016) Developing a new	Rajalakshmi, M. and Gomathi, S. (2016)
Week 6	Culture	culture come from the	hospitality industry organizational culture	Relationship Between Workplace Bulling and
		top – the leaders – or	scale. International Journal of Hospitality	Organisational Culture, Global Management
		from the bottom – the	Management	Review, Vol 10, 2, February 2016
	Submit on	workers?	Volume 58, September 2016, Pages 44-55
	TurnItIn	Can you easily change a		Erhardt, N., Martin-Rios, C., & Heckscher, C.
	Assessment 1 –	company culture?
				(2016). Am I doing the right thing? Unpacking
	By noon – Friday
				workplace rituals as mechanisms for strong
	8th March 2024
				organizational culture. International Journal of
				Hospitality Management, 59, 31-41
11.03.2024	Issues of	Equality, gender,	Shen, J., Chanda,A,. D’Netto, B. and	Buengelera, C., Leroyb, H. and De Stobbeleir, K.
Week 7	Equality and	diversity and inclusion –	Monga, M. (2009) Managing diversity	(2018) How leaders shape the impact of HR’s
	Diversity	is the hospitality industry	through human	diversity practices on employee inclusion. Human
		diverse?	resource management: an international	Resource Management Review,
		Assessment 2 brief	perspective and conceptual framework.	Volume 28, Issue 3, September 2018, Pages 289-
			The International Journal of Human	303
			Resource
			Management, 20:2, 235-251, DOI: 1	Ranjith Kumara, Y.A. D. R. (2018) Career
			https://doi.org/0.1080/095851908026705	development of women in the hotel industry: An
			16	Overview. Journal of Applied and Natural Science
				10(1): 330 – 338 (2018)

				Dashper, K. and Finkel, R. (2020) Accessibility,
				diversity and inclusion in the UK meetings
				industry. Journal of Convention & Event Tourism,
				21 (4), pp2
18.03.2024	Creating Highly	High commitment teams	Atan, A.; Ozgit, H.; Silman,	Russell, Z.A., Steffensen, D.S., Parker Ellen III, B.,
Week 8	Committed	and fully engaged work	F. (2021) Happiness at Work and	Zhang, L., Bishoff, J.D. and Ferris, G.R. (2018) High
	teams	colleagues	Motivation	performance work practice implementation and
			for a Sustainable Workforce: Evidence	employee impressions of line manager
			from Female Hotel Employees.	leadership. Human Resource Management
			Sustainability, 2021, 13, 7778.	Review, vol 28, 3, September 2018, pp 258-270
				McClean, E., & Collins, C. J. (2011). High‐
				commitment HR practices, employee effort, and
				firm performance: Investigating the effects of HR
				practices across employee groups within
				professional services firms. Human Resource
				Management, 50(3), 341-363.
25.03.2024	University Easter Break
01.04.2024	University Easter Break
08.04.2024	Recruiting and	Best practice	Acikgoz, Y. (2019) Employee recruitment	Dominique-Ferreira, S., Rodrigues, B.Q. and
Week 9	Selecting the	recruitment and	and job search: towards a multi-level	Braga, R.J. (2020) Personal marketing and the
	best hospitality	selection applied to the	integration. Human Resource	recruitment and selection process: Hiring
	people	hospitality industry.	Management Review. 29 (1), pp, 1-13.	attributes and particularities in tourism and
		What is the challenge?
				hospitality. Journal of Global Scholars of
				Marketing Science. Vol 32, no 3, pp 351–371
				https://doi.org/10.1080/21639159.2020.1808845

15.04.2024	Training and	Exploring the key	Kleefstra, A., Altan, M. and Stoffers, J.	Yeardley, T.J. (2017) Training of new managers:
Week 10	Development	debates in Training and	(2020) Workplace learning and	why are we kidding ourselves?
		Development	organisational performance in the	June 2017 Industrial and Commercial Training
			hospitality industry. International	49(5), pp 245-255
			Hospitality Review	DOI: https://doi.org/10.1108/ICT-12-2016-0082
			Vol. 34 No. 2, pp. 173-186
				Ibrahim, R., Boerhannoeddin, A. and Bakare, K.K.
				(2017), “The effect of soft skills and training
				methodology on employee performance”,
				European Journal of Training and Development,
				Vol. 41, Issue 4, pp.388-406.
22.04.2024	Performance	To what extent	Younies, H. & Tareq Na’el Al-Tawil (2020).	Ghani, B.; Zada, M.;
Week 11	and Reward	employees prefer are	Hospitality workers’ reward and	Memon, K.R.; Ullah, R.; Khattak, A.;
		motivated intrinsically or	recognition. International Journal of Law	Han, H.; Ariza-Montes, A.;
		extrinsically? Do differing	and Management, Vol. 63 No. 2, pp. 157-	Araya-Castillo, L. (2022) Challenges and
		generations require	171	Strategies for Employee Retention in
			DOI: https://doi.org/10.1108/IJLMA-02-	the Hospitality Industry: A Review.
		alternative benefits?
			2020-0046	Sustainability, 2022, 14, 2885.
				https://doi.org/10.3390/su14052885
				Gruman, J.A. and Saks, A.M. (2011) Performance
				management and employee engagement. Human
				Resource Management Review,
				vol 21, 2, June 2011, pp 123-136
29.04.2024	Module Recap –	Summary Recap of the	See weekly sections for further reading and module reading list
Week 12	Assessment 2	Module and Assessment
		2 assistance and
		guidance

06.05.2024

Assessment Period: Assessment 2 – Submit on TurnItIn – By noon – Monday 6^th May 2024

13.05.2024

Assessment Period

Contact Hours

Activity	Number of Hours
Minimum Total Contact Hours	36
Guided Independent Study	164

Key Resources to Support Learning

A Reading List is available on the left hand menu on the module in MyBeckett.

Key Reading: These text books will offer you a definitive guide to HRM studies

• Marchington, M. Wilkinson, A. Donnelly and Kynighou, A. (2016) Human resource management at work: The Definitive Guide. 7th ed. London: Kogan Page.
• Torrington, D. Hall, L. Taylor, S. and Atkinson, C. (2020) Human resource management. 11th ed. Harlow: Pearson.

Disability Advice and Support

All disabled students requiring additional support or alternative arrangements must declare and provide evidence of their disability to the Disability Advice Team as early as possible: https://www.leedsbeckett.ac.uk/student-information/disability-advice/.

Assessment Summary

Assessment 1 – 30% of Module Marks

Assessment Method:	HRM Critical Essay		Re-assessment	HRM Critical Essay
			Method:
Word Count:	1,000 words		Word Count:	1,000 words
Assessment Date and	Friday 8th March		Re-assessment Date	tbc
Time:	2024 at 12 Noon		and Time:
Feedback Method:	Online via Turnitin		Feedback Method:	Online via Turnitin
	Written feedback			One to one – verbal
	Online via Turnitin.			feedback will also be
	One to one – verbal			available – please
	feedback will also be			email the module
	available – please			tutor for an
	email the module			appointment.
	tutor for an
	appointment.
Feedback Date:	10th April 2024 at		Feedback Date:	Within four working
	5pm			weeks of the
				submission deadline
Learning Outcomes Assessed:			LO1 and LO2
Assessment 2 – 70% of Module Marks
Assessment Method:	Presentation – pre-		Re-assessment	Presentation – pre-
	recorded		Method:	recorded
Word Count:	10-minute pre-		Word Count:	10-minute pre-
	recorded			recorded
	presentation with			presentation with
	script provided (2,500			script provided (2,500
	words equivalent)			words equivalent)
Assessment Date and	Monday 6 May 2024		Re-assessment Date	tbc
Time:	at 12 Noon		and Time:
Feedback Method:	Online via Turnitin		Feedback Method:	Online via Turnitin
Feedback Date:	Monday 5 June 2024		Feedback Date:	Within four working
	at 12 Noon			weeks of the
				submission deadline
Learning Outcomes Assessed:			LO1 and LO3

You will receive feedback within four weeks of your assessment (University closures do not count as a working week). Your mark is provisional until it is ratified by the Module Board and External Examiner. Re-sit instructions for your assignments will be posted on My Beckett.

Assessment Details

Assessment 1 – HRM Critical Essay – 30% of module marks – 1,000 words +/-10%

The focus of Assessment 1 is to produce a critical essay which reviews ONE specified HRM topic which is listed below. You should be able to identify the underlying academic perspective, key arguments and discuss the strengths and weaknesses of the HRM concept and its application to hospitality management. When drawing out the underlying concepts and ideas, you should critically compare and contrast the concepts with other relevant research in the area. Finally, you should be able to discuss the application of the theory to practice within the hospitality industry. Guidance for this assessment will be provided in the first five seminars, therefore it is important that you attend all classes. It is important that you draw upon other relevant articles, not only hospitality management literature, when undertaking your critical review of hospitality HRM of only ONE of these topics:

1. What type of leadership style(s) should be adopted in hospitality management?
2. Strategic HRM v HRM: which approach should hospitality companies adopt?
3. What is the value to hospitality companies of HRM Models?

You must clearly state the assessment topic (1,2 or 3) you wish to cover on the cover sheet (which also includes your name, student identification number, word count) of your assessment which will be submitted via Turnitin. Your essay will start on the next page (i.e. page 2).

This is an essay – there should be NO contents page, no headings or sub-headings. You should not re-produce the assessment question at the start of the essay. You must not refer in the first person i.e. “I” or “you”. Failure to follow the assessment criteria closely will reduce your mark (you must also understand the feedback grid provided below which informs you where the marks will be allocated).

You must provide a minimum of at least x 10 academic references in your essay and failure to do so will impact your grade. All references must follow the correct Leeds Beckett Harvard referencing intext and citation requirements.

Assistance of how to write a critical essay will be provided in lectures and some of the workshops from weeks 1 – 5. If in doubt, please check the ‘issue’ that you have chosen with your designated seminar tutor before you start to prepare your critical essay.

Assessment 2 – Presentation (10-minute pre-recorded and script provided) – 70% of module marks (equivalent 2,500 words)

Students will submit a Pre-recorded presentation with a supporting written script at the end of the presentation.

The second assessment involves using HR theory, best practice and up to date research to recommend how you would resolve a specific issue faced by a fictional hospitality company. You are also required to critically evaluate the application of HR theory to the hospitality industry and how the recommended approach might help address issues of equality and diversity. You are given some multifaceted information which echoes the often-complex nature of HR difficulties, and you are required to understand the underlying issues – provide academic definitions and critique of these – and suggest solutions for a fictitious company.

Your recorded presentation will be presented individually and can last up to 10 minutes. Any content over the stated time limit will not be marked. Your presentation is to be created using PowerPoint and should be submitted through Turnitin by the confirmed deadline date. IMPORTANT: The script you have used for your voice over must be provided, in full, at the end of the presentation. Further guidance will be provided in the seminars.

The hospitality company – the Brief:

The TJ Group owns four hotels in the poshest parts of Yorkshire (Harrogate, Ilkley, Scarborough and York) catering for relatively wealthy visitors based on 4 star plus hotel ratings. The Group expanded in the early 2010, with a mixture of avant-garde interior designs and less formal approach to customer relations that found great favour with its mostly international audience coming to visit the attractions of what Yorkshire had to offer. Its fairly rapid expansion, though, has come with some HRM issues which you have now been asked to report to the CEO of the Group. At present there is no HR team in the TJ Group, as most HR issues are devolved to managers. One person, who is part-time, looks after issues such as payroll, employment contracts etc for the whole Group.

You have asked around and used websites, such as Glassdoor.co.uk, to form some initial opinions before meeting the hotels senior management. You understand there are some core issue areas to tackle:

1. Whilst there has been good growth in the past decade, it appears there is little staff recognition which appears to impact the overall productivity of staff.
2. There appears a lack of individual development, and health and safety training, and employees do not get regular formal feedback or appraisals. For those new to the hotels, there is a lack of induction training.
3. There are constant issues around wages being paid on time and continuing issues around the amount of overtime being paid. There appear to be zero incentives or structured feedback and suggestion mechanisms.
4. In reception, staff are sometimes asked, due to staff shortages, to work non-stop 12-14 hours where initial customer contact is crucial and recording the correct guest details and payment methods are imperative. Despite this, front office clerks are expected to stay focused throughout.
5. There appears too few managers and those at the hotel are stretched with large teams and broad responsibilities. Managers in the hotels are continually over-worked and rushed. Mistakes appear commonplace. There appears no senior managers to act as a buffer between the CEOs and staff.

1. There have been reports of interns and temporary staff being bullied and told to work extra hours without pay or be sacked. This especially happens in the kitchens (which do produce wonderful food).
2. Employees rarely have an outlet to take issues forward on HR or problems about salaries etc and are often told to just “get on with the job”.
3. Any employee selection and recruitment programmes appear hap-hazard and random, with inconsistent selection processes, imagery and corporate messages.

In summary, the problem areas being faced are (and you must cover just ONE of these in your presentation (linking it back to some of the issues identified above)):

1. There is a “macho” culture with little regard to employee’s work/life balance. There is evidence of bullying to those new to the organisation and working only in a temporary capacity.
2. Under performance of permanent and new employees who feel over worked and unappreciated. Morale appears low and this applies to all levels.
3. Difficulties recruiting hospitality senior managers with the required skills and experience. Appropriate front of house staff, such as on reception, are under-staffed and over-worked.

Whichever one problem area you choose (A, B or C), you must address the important HRM topic of diversity and equality in the workplace at the TJ Group. You must address this either at the end, or during your presentation, in relation to the one problem area and the appropriate issues being faced.

You have been asked to pre-record a 10-minute presentation on one of the problem areas listed A-C above, and link it to some of the issues 1-8 that you solve and what approaches you would suggest for the senior managers to make. Very good presentations will make the linkages between some of the 1-8 issues above and one of the problem areas (A, B or C) you pick. You are NOT expected to cover off all the issues areas. You should primarily concentrate on solving the issues connected with your one problem area.

If you make recommendation(s), you should outline what is to be done, how it is implemented, for whom and what are the benefits to the TJ Group. You have not been told about a budget for any changes, but any suggested HR changes should be proportionate with the size of the TJ Group i.e. four medium sized hotels.

Any specific areas you cover the in presentation, you should introduce academic referencing intext on the slides and complete with a A-Z surname reference list at the end. You should use minimum of x15 academic book and journal references (not including many websites).

Guidance for the content of your presentation (this will greatly assist your presentation structure):

• On your first slide/cover slide you MUST include: Name, student identification number, a clear picture of yourself, name of the module and assessment.
• You should cover off human resource management (HRM), and strategic human resource management (SHRM). Which would you recommend for TJ Group and why?

• Explain what you think is the pre-dominant leadership and management style being demonstrated and its impact. What leadership/management style should the company adopt? Give reasons. How would you go about changing this?
• Where possible, outline all the relevant HRM theory in relation to one of the problem areas A-C. Link one of these problem areas with some of the issues you have identified in the list, so the company can see how you are recommending solutions to the issues it has.
• Critically evaluate the application of your chosen HRM theory to the hospitality context. Critically evaluate the usefulness of this theory in resolving the issue for TJ Group.
• Ensure you cover off issues of equality and diversity and explain why adopting these types of policies would assist a company such as TJ Group in the hospitality industry.
• Outline your course of action and your recommendations that tackles one of the TY Group problem areas and solves some of the stated issues.
• You should include your reference (minimum x15) citation list at the end of your presentation. You must use mostly academic sources, correctly referenced using Leeds Beckett Harvard (see Quote unquote) referencing, to underpin your presentation. You may wish to include an Appendix section after the references and before your script.
• FINALLY – you must include the script of what you have said (what you have said during the whole presentation) at the very end of your presentation. Failure to provide this will lose you marks – see feedback and marking grid.

Student Instructions for Submission of Coursework

This module requires you to submit your work online.

You MUST submit your work through MyBeckett using the link set up by the tutor. Receipt of your work will be recorded.

Your “Turnitin assignments” in MyBeckett can be set up so that you can check your assignment yourself as you submit it. This checking is done by creating a “Similarity Report”. If this report shows that there are some problems with your work, such as un-cited quotations, you should be able to make corrections and re-submit the work again before the due date. More information about Turnitin is available online here: http://libguides.leedsbeckett.ac.uk/mybeckett/turnitin

Please note: Tutors will follow up any suspected breach of academic integrity found after the submission date as per University policy. Late penalties will apply as per University Regulations.

Student Instructions for Submission of Coursework

This module requires you to submit your work online.

You MUST submit your work through MyBeckett using the link set up by the tutor. Receipt of your work will be recorded.

Your “Turnitin assignments” in MyBeckett can be set up so that you can check your assignment yourself as you submit it. This checking is done by creating a “Similarity Report”. If this report shows that there are some problems with your work, such as un-cited quotations, you should be able to make corrections and re-submit the work again before the due date. More information about Turnitin is available online here: https://libguides.leedsbeckett.ac.uk/it_support/mybeckett/turnitin

Please note: Tutors will follow up any suspected breach of academic integrity found after the submission date as per University policy. Late penalties will apply as per University Regulations.

Instructions to Students

Please read carefully the assessment and grade/marking descriptors overleaf.

Course Title(s):

MSc, PG Dip, PG Cert International Hospitality Management

Module Title:

Human Resource Management in Hospitality

Assessment Title:

HRM Critical Essay

Level:

7

Weighting:

30%

Criteria and	100-86	85-70	69-60	59-50	49-40	39-0
Weighting	Distinction	Distinction	Merit	Pass	Fail	Fail
Research	Exceptional	Very good selection	Good selection of	Most sources are	Insufficient use of	Poor inappropriate,
30%	selection of sources	of sources which are	sources which are	satisfactorily	sources which are	and inaccurate
	which are relevant	relevant to the	mainly relevant to	selected and are	poorly selected, and	selection of source
Minimum of 10	to the topic.	topic. Uses very	the topics. Uses	mostly relevant to	some are not	material which are
academic	Exceptional use of	good HRM and	good HRM and	the topics. Uses	relevant to the	not relevant to the
references	HRM and events	events literature at	events literature at	mainly satisfactory	topic. Uses mainly	topic. Uses little or
	literature.	a high level.	an appropriate level.	HRM and events	inappropriate HRM	no HRM and events
				literature, some of	and events	literature and if
				which is at an	literature.	does fails to apply it
				appropriate level		at an appropriate
				but with minor		level.
				omissions.

Criteria and	100-86	85-70	69-60	59-50	49-40	39-0
Weighting	Distinction	Distinction	Merit	Pass	Fail	Fail
Critical Analysis	Exceptional ability	Very good ability to	Good ability to	Adequate ability to	Inadequate ability to	Fails to combine
30%	to combine	combine knowledge,	combine knowledge,	combine knowledge,	combine knowledge,	knowledge, theories
	knowledge, theories	theories and	theories and	theories and	theories and	and concepts in the
	and concepts in the	concepts in the	concepts in the	concepts in the	concepts in the	analysis of complex
	analysis of complex	analysis of complex	analysis of complex	analysis of complex	analysis of complex	issues.
	issues.	issues.	issues.	issues.	issues.	Fails to be critical
	Excellent ability to	Very good ability to	Good ability to be	Adequate ability to	Limited ability to be	and to question
	be critical and to	be critical and to	critical and to	be critical and to	critical and to	different views from
	question different	question different	question different	question different	question different	literature.
	views from	views from	views from	views from	views from	No evidence of
	appropriate	appropriate	appropriate	appropriate	literature.	reading which has
	literature. Excellent	literature.	literature.	literature.	insufficient evidence	not been evaluated
	evidence of	Very good evidence	Evidence of reading	Evidence of	of reading which is	and is not related to
	extensive reading	of reading which has	which has been	adequate reading	not evaluated and	the question.
	which has been	been critically	critically evaluated	which has been	or related to the
	critically evaluated	evaluated and	and explicitly	evaluated and is	question.
	and explicitly	explicitly related to	related to the	related to the
	related to the	the question.	question.	question.
	question.

Criteria and	100-86	85-70	69-60	59-50	49-40	39-0
Weighting	Distinction	Distinction	Merit	Pass	Fail	Fail
Ability to	Exceptional ability	Very good ability to	Good ability to	Adequate ability to	Inadequate ability to	Fails to construct an
Answer the	to construct an	construct an	construct an	construct an	construct an	argument which
Question and	argument which	argument which	argument which	argument which	argument which	logically answers the
Develop and	logically answers the	logically answers the	logically answers the	logically answers the	logically answers the	question.
Argument	question.	question.	question.	question.	question.	Fails to develop and
30%	Exceptional ability	Very good ability to	Good ability to	Adequate ability to	Inadequate ability to	support an
	to develop and	develop and support	develop and support	develop and support	develop and support	argument.
	support an	an argument.	an argument.	an argument.	an argument.	Fails to select key
	argument.	Very good ability to	Good ability to	Adequate ability to	Inadequate ability to	issues from the
	Exceptional ability	select key issues	select key issues	select key issues	select key issues	literature which
	to select key issues	from the literature	from the literature	from the literature	from the literature	support the
	from the literature	which support the	which support the	which support the	which support the	argument.
	which support the	argument.	argument.	argument.	argument.
	argument.
Essay, Spelling,	Exceptional written	Very good written	Good written essay.	Satisfactory written	Essay is correct in	Essay is poor.
Grammar and	essay. Grammar and	essay. Grammar and	Grammar and	essay. Grammar and	the main but with	Grammar and
Expression	expression are	expression are	expression are	expression are	some noticeable	expression are
10%	correct throughout	correct throughout	correct throughout	consistent with	errors. Grammar	incorrect with many
	with no errors.	with no errors.	with very minor	some errors.	and expression are	errors throughout.
			errors.		poor with consistent
					errors.

	Course Title(s):		MSc, PG Dip, PG Cert International Hospitality Management
	Module Title:		Human Resource Management in Hospitality
	Assessment Title:		Assignment 2: Pre-recorded presentation (up to 10 minutes) + script provided (at the end of the presentation)
	Level:		7
	Weighting:		70%
	Criteria and	100-86		85-70	69-60	59-50	49-40	39-0
	Weighting	Distinction		Distinction	Merit	Pass	Fail	Fail
	Research of	Exceptional and		Very good and	Demonstrates	Demonstrates	Demonstrates	Poor selection of
	academic concepts	comprehensive		comprehensive	good research with	satisfactory research	insufficient	literature showing a
	and definitions	research.		research.	good depth of	with satisfactory	evidence of	lack of research.
	relevant to the	The selection and		The selection and	engagement with	depth of	research.	Inappropriate
	brief issues and	depth of		depth of	HRM and	engagement with	Insufficient	selection of
	progress areas	engagement with		engagement with	hospitality	HRM and hospitality	engagement with	literature.
		the HRM and		the HRM and	management	management	HRM and	Little or no
	(30%)	hospitality		hospitality	literature. Shows	literature. Shows	hospitality	evidence of
		management		management	evidence of	evidence of	management	independent
	Minimum of 15	literature is		literature is very	independent	independent	literature.	research.
	academic	exceptional.		good.	research with a	research with some	Limited evidence
	references				few omissions.	omissions.	of independent
							research.

Criteria and	100-86	85-70	69-60	59-50	49-40	39-0
Weighting	Distinction	Distinction	Merit	Pass	Fail	Fail
Knowledge,	Presentation	Presentation	Presentation	Presentation	Presentation	Presentation fails to
understanding and	demonstrates	demonstrates very	demonstrates good	demonstrates	demonstrates	demonstrate
application of	exceptional	good	comprehension	satisfactory	limited	comprehension and
HRM and	comprehension and	comprehension and	and detailed	comprehension and	comprehension	knowledge of the
management	detailed knowledge	detailed knowledge	knowledge of the	partial knowledge of	and knowledge	chosen HR process
approaches and	of the chosen HR	of the chosen HR	chosen HR process	the chosen HR	of the chosen HR	and the impact the
relevance to case	process and the	process and the	and the impact	process and the	process and the	process can have
study	impact leadership	impact leadership	management can	impact management	impact the	on hospitality
(20%)	and management	and management	have on hospitality	can have on	process can have	organisations.
	can have on	can have on	organisations.	hospitality	on hospitality	Fails to
	hospitality	hospitality	Good evidence of a	organisations.	organisations.	demonstrate
	organisations.	organisations.	depth of insight	Some awareness of	Limited	awareness of HR
	Exceptional	Very good evidence	into HR issues	HR issues within the	awareness of HR	issues within the
	evidence of a depth	of a depth of insight	within the	hospitality industry.	issues within the	hospitality industry.
	of insight into HR	into HR issues within	hospitality		hospitality
	issues within the	the hospitality	industry.		industry.
	hospitality industry.	industry.

Criteria and

100-86

85-70

69-60

59-50

49-40

39-0

Weighting

Distinction

Distinction

Merit

Pass

Fail

Fail

Excellent

Very good

Good presentation

Satisfactory

Poor

Inadequate

presentation of

presentation of

of proposed

presentation of

presentation of

presentation of

proposed solutions

proposed solutions

solutions with

proposed solutions

proposed

proposed solutions

with robust

with very good

good rationale and

with a sound

solutions with

with no real

rationale and

rationale and

justification. Good

rationale and

some rationale

rationale or

justification.

justification. Very

presentation and

justification.

and justification.

justification.

Excellent

good presentation

critique of the best

Satisfactory

Poor attempt

Presentation does

presentation and

and critique of the

solution which

presentation and

made to

not convince the

critique of the best

best solution which

convinces the

critique of the best

convince the

audience that this is

solution which

convinces the

audience that this

solution which

audience that

the best solution.

Proposed

convinces the

audience that this is

is the best solution.

partially convinces

this is the best

Presentation fails to

audience that this is

the best solution.

Good discussion

the audience that

solution. Poor

explain how the

prioritised issues

the best solution.

Very good discussion

explaining how the

this is the best

discussion

situation will be

with solutions

Excellent discussion

explaining how the

situation will

solution. Satisfactory

explaining how

changed after the

embracing

explaining how the

situation will change

change after the

discussion explaining

the situation will

proposed solution

equality and

situation will change

after the proposed

proposed solution

how the situation

be changed after

has been

diversity with

after the proposed.

solution has been

has been

will change after the

the proposed

implemented.

recommendations

Presentation

implemented.

implemented.

proposed solution

solution has been

Presentation

(30%)

provides

Presentation

Presentation

has been

implemented.

provides totally

exceptional, detailed

provides very good,

provides good,

implemented.

Presentation

inadequate

recommendations

detailed

detailed

Presentation

provides poor

recommendations

for the application

recommendations

recommendations

provides satisfactory

recommendation

for the application

of chosen HR

for the application

for the application

recommendations

s for the

of chosen HR

process within the

of chosen HR

of chosen HR

for the application

application of

process.

hospitality industry.

process within the

process within the

of chosen HR

chosen HR

solution has been

hospitality industry.

hospitality

process within the

process within

implemented.

industry.

hospitality industry.

the hospitality

industry.

Criteria and	100-86	85-70	69-60	59-50	49-40	39-0
Weighting	Distinction	Distinction	Merit	Pass	Fail	Fail
Presentation	The presentation is	The presentation is	The presentation is	The presentation is	The presentation	The presentation is
(10%)	polished and applied	very good with an	logically	adequate, and the	is disorganised in	very disorganised.
	creatively to the	imaginative	structured. Style is	meaning is	some areas.	No or almost no
	topic. Excellent use	approach to the	expressed clearly	apparent, but	Very basic use of	use of visual aids.
	of visual elements,	topic.	and easy to	language and style	visual aids that	Visual aids require
	that appropriately	Visual elements,	understand with	are not always	require	comprehensive
	strengthen the	that complement	appropriate	consistently fluent.	improvement to	changes and
	presentation and	the poster, are	format. Good use	Some adequate use	strengthen the	development to
	could not be	relevant to the	of visual elements.	of visual aids,	clarity and	support the
	improved upon at	topic, attractive and	However, some	however, require	attractiveness of	presentation
	this level. Content	engaging.	minor	improvement to	the presentation.	effectively
	is clearly related to	Exceptional spelling	improvements	enhance	Spelling/gramma	Spelling/grammar
	the topic.	and grammar.	could be made to	attractiveness and	r errors.	errors throughout.
	Exceptional spelling	Very good	enhance these.	clarity. Spelling and	Poor or no	No conclusions.
	and grammar.	conclusion.	Correct spelling	grammar are	relevant
	Excellent conclusion.		and grammar.	satisfactory.	conclusion.
			Good conclusion.	Acceptable
				conclusion.

Criteria and	100-86	85-70	69-60	59-50	49-40	39-0
Weighting	Distinction	Distinction	Merit	Pass	Fail	Fail
Copy of your Script	The script gives an	The script tells a	The script gives a	The script gives a	The script does	The script does not
(used for your	excellent oversight	condensed version	summary of the	summary of the	not give a clear	give a clear and
verbal	of the presentation	of the presentation	presentation and	presentation, but	and concise	concise summary of
commentary on	and can exist as a	but this could be	can almost exist as	this is partial. The	summary of the	the presentation
the presentation).	self-contained text.	clearer or more	a self-contained	script could not exist	presentation and	and cannot exist as
(10%)	The script includes	comprehensive.	text.	as a self-contained	cannot exist as a	a self-contained
	academic content	The script gives a	The script and	text.	self-contained	text.
	that is fully	clear and concise	academic content	The script is not fully	text.	The script is not
	understandable to	summary of the	is somewhat	understandable to	The script is not	fully
	someone who has	presentation and	understandable to	someone who has	fully	understandable to
	not heard the	can almost exist as a	someone who has	not heard the	understandable	someone who has
	presentation.	self-contained text.	not heard the	presentation. Partial	to someone who	not heard the
		The script is fully	presentation.	reference to	has not heard the	presentation. Little
		understandable to		academic concepts	presentation.	or no academic
		someone who has			Only brief	content.
		not heard the			mention of
		presentation, but			academic
		this could be more			concepts.
		detailed.

Word Counts

You must not exceed the stated word count. Any text included over and above the stated maximum word

count will not be marked. You may write anything up to the stated maximum word count. If your word count

falls significantly below it, you should review your work to check that you have responded to all areas of the

marking criteria.

Referencing

Referencing is an important part of academic work and we expect you to reference your work correctly. If your work is not referenced correctly, you will have marks deducted for this. The penalty for this is up to 10 marks for every piece of work. If you have more than 6 marks deducted for poor referencing your work will be reviewed for a suspected breach of academic integrity (see Understanding Your Assessment Responsibilities and Section 10 of the Academic Regulations).

Feedback on Your Assessments

Feedback forms a large part of your learning experience and is vital to your personal and professional development.

Whatever your academic level, building on your feedback is vital. Noting and acting on feedback is key to independent learning, continued progress and long-term success.

https://libguides.leedsbeckett.ac.uk/skills-for-learning/building-on-feedback

Your tutor will provide written feedback for your written work via Turnitin. Your work will be assessed against the published assessment criteria and the assessment brief. Your feedback will highlight areas where you have strengths and there will also be feedback and advice on areas that need improvement. Please read and reflect on the comments as they will help you learn what you are good at and areas that need developing. Feedback for this assignment helps you identify your strengths and weaknesses in this assessment which can then be developed for other assessment.

Understanding Your Assessment Responsibilities

Extenuating Circumstances and Mitigation

If you are experiencing problems which are adversely affecting your ability to study (called ‘extenuating circumstances’), then you can apply for mitigation. You can find full details of how to apply for mitigation at: https://www.leedsbeckett.ac.uk/student-information/exams-assessments-and-awards/mitigation-and-extenuating-circumstances/.

The University operates a fit to sit/fit to submit approach to extenuating circumstances which means students who take their assessment are declaring themselves fit to do so. More information is available at the above link and here: https://www.leedsbeckett.ac.uk/student-information/exams-assessments-and-awards/examinations/

Late Submission

Without any form of extenuating circumstances, standard penalties apply for late submission of assessed work. Full details of the penalties for late submission of course work are available at https://www.leedsbeckett.ac.uk/our-university/public-information/academic-regulations/.

Academic Integrity

Academic integrity is a fundamental principle within the University and is strongly linked to good academic practice. All assessments must be submitted with due attention to issues of academic integrity, expression, and good academic practice, including clarity in grammar, semantics and syntax.

Any suspected breach of academic integrity will be investigated by the University and could have serious consequences on your studies. Breaches of academic integrity include (but are not limited to) plagiarism, self-plagiarism, collusion and contract cheating. Definitions and the potential consequences of an admitted or found breach of academic integrity are detailed in the Academic Regulations at: https://www.leedsbeckett.ac.uk/our-university/public-information/academic-regulations/.

There are a range of resources available to help you understand what is and what is not permitted and how to use other people’s ideas in your assessed work. These include the LBU Academic Integrity tutorial, which is available on Academic Integrity Tutorial for 2023/24 and the Skills for Learning website which you can access here https://libguides.leedsbeckett.ac.uk/skills-for-learning/. An Academic Integrity Factsheet for Students is available to view at: https://www.leedsbeckett.ac.uk/student-information/academic-skills-and-advice/academic-integrity/.

Your Feedback on the Module

A mid-module review will be timetabled into your module. This is an opportunity to resolve modular issues promptly early on in the module. In addition, you will have the opportunity to provide feedback formally at the end of your module-. These comments will be reviewed by your course team and some may be considered via the course monitoring and enhancement process, in which your Course Representative is involved.