英语论文网

The challenge facing employers in this sector, hospitality and catering, is to structure Human Resource measures to provide part-time, temporary and casual workers with benefits such as insurance – dental –etc., and a proportional salary increase structure. At first glance the preceding might seem represent policies that are skewed in favour of these groups, however the pragmatic side of such an approach can yield benefits to the employers as well. Putting aside for the moment, any thoughts of social responsibility as a consideration and viewing this area strictly from the employer perspective another viewpoint emerges.

By designing and putting in place a structure whereby the indicated on-permanent worker categories, part-time - temporary and casual workers, accumulate either points or some other means of personnel scoring indicative of their individual work performance, aptitude, skill level, needed or recommended skill or vocational training, experience, etc. a format for compensation can develop. Owing to the less than secure nature of these positions such employee types are, or should be, seeking more permanent or dependable work during their employment or those periods when they are not working.

And while the employer benefits in the short term from the indicated hiring methodology for these employee groups, they actually lose significant costs from such practices. The time and resulting money lost from indoctrinating employees, whether they are new to the company or returning employees, in current procedures, location of tools and equipment as well as supervisory parameters means that during the first few days of work they are re-learning or learning for the first time how to perform and get the work done.

While the actual work lost to these aspects might be minimal there is a loss of productivity, thus the cost expenditure for these periods is higher in relationship to the output. Given that these categories of employees, part-time - temporary and casual workers, tend to be available for relatively short periods of time before they find other means of employment the challenge of training and retraining for even the simplest of job functions represents a daunting task facing Human Resource managers in that the system to position these employees with the proper supervisory, training and related measures is as important as the hiring of individuals to fill these openings.

Developing social responsibility trends in this area, with regard to temporary and or seasonal workers, has seen the stance in Switzerland whereby this category of employees are provided with the same legal rights as full or part time workers. The downside is of course the additional expense associated with providing these employees with the proportional benefits based upon the number of hours worked. The upside however, is that as a result of this practice these employee categories, part-time - temporary and casual workers, are provided with additional motivation in terms of job/task performance, attitude towards the company and potential for full time employment as a result of the progressi本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。