Managing Hospitality Human Resources

Hospitality is a people industry, and this course shows how to manage the important human resources who provide services within a hospitality operation.


3 Months

Study Mode

Distance Learning

What is Included?

  • Study plans with flexibility of time and space.
  • Globally recognized and verifiable Certificates and qualifications.
  • Premium subscription to GPDP Learning Resources worth US$250.
  • Premium subscription of Typsy–Australia worth US$96. (Video Training Courses)
  • Premium subscription to Internships & Placements Program to build your resume, and prepare for job interviews, with our AI-based video interviewing platform to land the job you want.
  • Lifetime membership of COTHM Community of Hospitality Students & Professionals.
  • Lifetime access to Online Events Portal to attend webinars and talks by industry experts
  • Career Pathway & Education pathway counseling


Am I eligible for this progamme?

This course is most suited to individuals who are at least 16 years old, have a high school education.

English Proficiency

Candidates who do not have English as a first language will have to demonstrate competence in reading, writing, and listening skills in English.

About this Course​

Hospitality is a people industry, and this course shows how to manage the important human resources who provide services within a hospitality operation. You’ll learn how to fulfill the requirements of U.S. employment and workplace laws, and discover the latest strategies for attracting employees, minimizing turnover, and maximizing productivity.

Education Path

After successful completion of this professional qualification any of below certification path:

  • Continues to gain more Hospitality Certifications
  • Continue with Hospitality Specializations
  • Continue with  Hospitality Fundamentals Program
  • Continue with Hospitality Management Diploma

Career Path

Getting certified gives you the skills needed to prepare you for the wide-open world of hospitality. Once you have graduated, you can take several paths to apply your degree.

  • Food and Beverage Management
  • Rooms Division Management
  • Marketing Management
  • Destination Management
  • Human Resources
  • Resort Management
  • Club Management
  • Travel and Tourism Management

This certification can help you grow faster in your existing career as well can open new career opportunity  in the following industry  sectors:

  • Hotels
  • Motels
  • Restaurants
  • Fast Food Chains
  • Café
  • Catering Companies
  • Event Management Companies
  • Travel & Tour Operators
  • Airlines
  • Clubs
  • Cruise Ships


Proctor Required: Yes
Number of Examinations:
Number of Questions per Course: 200
Time Allowed per Course: 240 minutes
Passing Score: 70%

  • A moc exam is provided before the candidate appears in the final examination
  • A one week notice is required to schedule the final examination
  • All examination are held invigilated by COTHM administration

Awarding Body

Upon successful completion, the candidate will be awarded with:

  • Certification by American Hotel & Lodging Educational Institute.


Chapter 1: Employment Laws and Applications

1. Defining Discrimination
a. Equal Employment Opportunity Commission
b. Departments of Labor and Homeland Security
c. Equal Employment Opportunity and Affirmative Action
d. The Pros and Cons of Affirmative Action
2. Evolution of EEO Legislation
a. The Equal Pay Act of 1963
b. Title VII of the Civil Rights Act of 1964
c. Age Discrimination in Employment Act of 1967
d. Vocational Rehabilitation Act of 1973
e. Acts Affecting Veterans
f. Pregnancy Discrimination Act of 1978
g. Retirement Equity Act of 1984
h. Immigration Reform and Control Act of 1986
i. Employee Polygraph Protection Act of 1988
j. Drug-Free Workplace Act of 1988
k. The Civil Rights Act of 1991
l. Family and Medical Leave Act of 1993
3. Other Employment Laws and Court Interpretations
a. Executive Orders and Affirmative Action
b. Major Cases and Interpretations
c. State Employment Laws
4. Major Areas of Abuse and Litigation in Hospitality Operations
a. Recruitment and Selection
b. Age Discrimination
c. Reverse Discrimination
d. Employee Benefits and Sex Discrimination
e. Religious Discrimination
f. Seniority
g. Recruitment Advertising
h. Wrongful Discharge
5. Issues in a Social Context
a. Women in the Hospitality Work Force
b. Overtime Work Laws
c. Impact of Unethical Business
d. The Aging Work Force
e. Employment Practices Liability Insurance
f. Continuing Education
g. Avoiding Lawsuits (and Unionization)
h. Using Credit Reports as Employment Checks
6. Americans with Disabilities Act
a. Background
b. Defining Disability
c. Qualifying for Work
d. The ADA’s Impact on the Hospitality Industry
e. Communicable Diseases

Chapter 2: Job Analysis and Job Design

1. Job Analysis
a. Select Jobs for Analysis
b. Determine What Information to Collect
c. Determine How to Collect the Information
d. Determine Who Collects the Information
e. Process the Information
f. Write Job Descriptions and Specifications
2. Job Design
a. Legal Issues
3. Classifications of Employees
4. Staffing Guides
a. Set Productivity Standards
b. Determine the Total Anticipated Sales and Guest Volume
c. Determine the Number of Employees Required
d. Determine the Total Labor Hours
e. Estimate the Labor Expense
5. Forecasting Sales Volume
a. Trend Line Forecasting
b. Moving Average Forecasting
c. Seasonality
d. Other Methods of Forecasting

Chapter 3: Planning and Recruiting

1. Planning Human Resources
a. External and Internal Factors Influencing Supply of and Demand for Employees
2. Forecasting Demand
a. Trend Analysis
3. Forecasting Supply
a. The Internal Supply
b. Skills Inventories
c. Promotions, Layoffs, and Retirements
d. Replacement and Succession Charts
e. Succession Planning
4. Recruitment
a. The Pre-Recruitment Process
b. Internal Recruiting
c. External Recruiting
5. Recruitment Sources
a. Internal Sources
b. External Sources
c. Creative Recruiting Tactics
d. Online Recruiting
e. Advertising
f. Evaluating Recruitment Methods
6. Recruiting from the Applicant’s Viewpoint
a. What Recruiters Look For
b. Preparing for Recruitment Interviews
c. What Recruiters Ask
d. Applicants Are Doing Their Homework, Too
7. Human Resource Information Systems (HRISs)
a. System Errors

Chapter 4: Selection

1. Does Selection Really Work?
a. Reliability
b. Validity
c. A Reminder
2. Selection Steps
a. Multiple Hurdles Strategy
b. Compensatory Strategy
c. Necessary vs. Sufficient Qualifications
3. Selection Techniques
a. Application Blanks
b. Pre-Employment Tests
4. Reference Checks and Recommendations
a. What Type of Information to Release
b. Credit Reference Checks
c. Third-Party Reference Checks
d. Negligent Hiring
e. Methods of Collecting Reference Information
f. The Right to Privacy
5. Employment Interviews
a. Problems with Interviews
b. Preparing for Interviews
c. Types of Interviews
d. Approaches to Interviewing
e. Making the Right Impression

Chapter 5: Orientation, Socialization, and Culture

1. Orientation Planning and Goals
2. Orientation Programs
a. General Property Orientation
b. Specific Job Orientation
c. Approaches to Take
d. Approaches to Avoid
e. Orientation Follow-Up
3. Socialization and Culture
a. Planning Socialization and Culture Programs
b. Approaches to Socialization and Culture
c. Who Should Socialize Newcomers?

Chapter 6: Training and Development

1. Training Expenditures Today
2. The Training Cycle
3. Developing Needs Assessments
a. Organizational Analysis
b. Task and Behavior Analysis
c. Individual Analysis
4. Conducting Needs Assessments
a. Advisory Committee
b. Job Descriptions and Job Specifications
c. Work Sampling
d. Job Performance Measurements
e. Attitude Surveys
f. Performance Appraisals
g. Skills Tests
h. Performance Documents
i. Guest Feedback
j. Questionnaires
k. Exit Interviews
l. Critical Incidents
5. Designing the Training Program
a. Establishing Training Objectives
b. Establishing Training Criteria
c. Selecting Trainees
d. Pretesting Trainees
6. Choosing Training Methods
a. Training for Managers
b. Training for Nonmanagers
c. Training for All Employee Levels
7. Implementing the Training Program
a. Anticipate Resistance to Change
8. Evaluating Training
a. Measuring Change
b. Identifying the Cause
c. Troubleshooting Program Failures
d. The Training Payoff
9. Career Development for Managers

Chapter 7: Evaluating Employee Performance

1. Functions of Performance Appraisals
a. Performance Feedback
b. Employee Training and Development
c. Decision-Making Tool
d. Evaluation of Training, Policies, or Programs
e. Validation of the Selection Process
2. Potential Problems with Performance Appraisals
a. Validity and Reliability Problems
b. Bias
c. Other Reasons for Inaccurate Appraisals
3. Principal Appraisal Rating Systems
a. Trait-Based Ratings
b. Behavior-Based Ratings
c. Results-Based Ratings
4. Methods of Appraising Performance
a. Ranking Methods
b. Forced Distribution
c. Graphic Rating Scale
d. Behaviorally Anchored Rating Scales (BARS)
e. Behavioral Observation Scales (BOS)
f. Narrative Essays
g. Critical Incidents
h. Management by Objectives (MBO)
5. Who Should Evaluate Performance?
a. Peer Evaluations
b. Staff Evaluations of Managers
c. Self-Appraisal
d. Guest Appraisals
e. Multiple Rater Evaluation Systems
6. Performance Appraisal Training
a. Special Training Considerations
7. Frequency of Performance Appraisals
8. Appraisals and the Law
9. Final Thoughts on Evaluating Employee Performance

Chapter 8: Compensation Administration

1. Major Influences of Compensation Plans
a. Cost of Living
b. Labor Market Influences
c. Union Influences
d. Government Influences
2. Motivating Employees
a. Content Theories
b. Process Theories
3. Determining Job Worth
a. External and Internal Equity
b. Job Evaluation Methods
4. Establishing Pay Structures
a. Competitive Pay Policies
b. Pay Grades
c. Determining Pay Within Grades
d. Two-Tier Wage System
e. Skill-Based Pay
f. On-Call Pay
g. Team-Based Pay
5. Current Issues in Compensation Administration
a. Pay Secrecy
b. Wage Compression and Expansion
c. Comparable Worth
d. Wage and Hour Audits
Chapter 9: Incentive and Benefits Administration
1. Effective Incentive Programs
a. Advantages of Incentive Programs
b. Individual vs. Group Systems
2. Individual Incentive Programs
a. Piecework Incentive Programs
b. Standard Hour Programs
c. Commissions
d. Bonus Plans
e. Pay for Knowledge
f. Merit Pay
g. Disadvantages of Individual Incentive Programs
3. Group Incentive Programs
a. Cost-Saving Plans
b. Profit-Sharing Plans
c. Employee Stock Ownership Plans
d. Which Works Best: Money or Merchandise?
e. Disadvantages of Group Incentive Plans
4. Employee Benefits
a. Mandatory Benefits
b. Voluntary Benefits
c. Pension and Retirement Benefits
d. Other Benefits

Chapter 10: Labor Unions

1. Statistics and Trends
2. Legislation Affecting Labor Relations
a. Wagner Act of 1935
b. Taft-Hartley Act of 1947
c. Landrum-Griffin Act of 1959
d. Civil Service Reform Act of 1978
e. Worker Adjustment and Retraining Notification Act of 1991
3. Union Structures and Organization
a. Organizing Drive
b. Elections
c. Decertification
d. Employer Strategies
4. The Future of Unions

Chapter 11: Negotiation and Collective Bargaining

1. Issues in Bargaining
a. Mandatory Issues
b. Voluntary Issues
c. Illegal Issues
2. Reasons Behind Bargaining
3. Preparing for Negotiation
4. Choosing a Negotiation Team
5. Negotiation Strategies
a. Distributive Bargaining
b. Integrative Bargaining
c. Attitudinal Structuring
d. Intraorganizational Bargaining
e. Boulwarism
6. Mediation and Arbitration
a. Mediation
b. Arbitration
c. Mediation-Arbitration
7. Strikes
a. Types of Strikes
b. Management Approaches During Strikes
c. Strikes in the United States and Around the World
8. Grievances
a. Sources of Grievances
b. The Grievance Procedure
c. Preventing Grievances
9. Concerns of Non-Union Properties
a. Establishing Non-Union-Property Grievance Procedures

Chapter 12: Health, Safety, and EAPs

1. Occupational Safety and Health Act of 1970
a. OSHA Coverage and Scope
b. Enforcement of OSHA Standards
c. Employee Rights Under OSHA
d. Hospitality and OSHA
e. Measuring Health and Safety
2. Employee Stress and Emotional Health
a. Sources of Stress
b. Stress Scores of Hotel Managers
c. Consequences of Stress
d. Stress Reduction
3. Employee Assistance Programs
a. Setting Up EAPs
b. Costs Saved by EAPs
4. Other Issues in Safety and Health
a. Acquired Immune Deficiency Syndrome
b. Depression Among Employees
c. Wellness Programs
d. Smoking in the Workplace
e. Work Life/Home Life Issues

Chapter 13: Turnover, Discipline, and Exits

1. The Turnover Problem
a. Determining Turnover Rates
b. Major Findings of the AH&LEF Study on Turnover
c. The Costs of Turnover
d. Causes of Turnover
e. Retention Programs: Turnover Remedies
f. The Impact of Diversity on Turnover
2. The Use of Discipline
a. Laying the Groundwork
b. Approaches to Administering Discipline
c. Appeals Mechanisms
3. Discharge: A Last Resort
a. Wrongful Discharge
b. Employment at Will
c. Public Policy
d. Discharge Interviews
4. Exit Interviews
a. Guidelines for Conducting Exit Interviews
b. What You Should Say In an Exit Interview
Chapter 14: Social Responsibility and Ethics
1. Philosophical Perspectives on the Social Responsibility of Business
a. Traditional Philosophy
b. Stakeholder Philosophy
c. Affirmative Philosophy
2. Business Responses to the Call for Social Responsibility
a. The Pros of Social Responsibility
b. The Cons of Social Responsibility
3. Social Responsibility and the Hospitality Industry
a. Conducting a Social Responsibility Audit
4. Ethical Issues in Business
a. Assessing Ethical Behavior in Organizations
b. Recent Ethical Issues in American Business
c. Ethical Issues in Human Resources Management

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