Human resource management - practices, performance and strategy in the Italian hotel industry (original) (raw)
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Human Resource Management – Practises, Performance and Strategy in the Italian Hotel Industry
The aim of this paper is to study the relationship between human resource management (HRM) and organisational performance in the Italian hospitality sector. In particular, it investigates the extent of adoption of HRM practices, the existence of formal HR strategies, and the degree of development of the HR function, in the Italian hotel industry. The findings aim to verify whether the effectiveness of HRM is contingent upon the approach to adopted business strategies and whether the hotels, which strategically formally apply HRM practices, outperform those with HRM practices outside a formal organisational strategy. The research finally expands on the underlying factors and managerial implications of the findings to conceptually interpret phenomena and prescribe actions.
The aim of this paper is to study the relationship between human resource management (HRM) and organisational performance in the Italian hospitality sector. In particular, it investigates the extent of adoption of HRM practices, the existence of formal HR strategies, and the degree of development of the HR function, in the Italian hotel industry. The findings aim to verify whether the effectiveness of HRM is contingent upon the approach to adopted business strategies and whether the hotels, which strategically formally apply HRM practices, outperform those with HRM practices outside a formal organisational strategy. The research finally expands on the underlying factors and managerial implications of the findings to conceptually interpret phenomena and prescribe actions.
Strategic human resource management: Insights from the international hotel industry
International Journal of Hospitality Management, 2015
In the strategic human resource management (SHRM) field three approaches have dominated, namely, the universal or best-practice, best-fit or contingency and resourcebased view (RBV). This study investigates evidence for the simultaneous or mixed adoption of these approaches by eight case study firms in the international hotel industry. Findings suggest there is considerable evidence of the combined use of the first two approaches but that the SHRM RBV approach was difficult to achieve by all companies. Overall, gaining differentiation through SHRM practices was found to be challenging due to specific industry forces. The study identifies that where companies derive some competitive advantage from their human resources and HRM practices they have closely aligned their managers' expertise with their corporate market entry mode expertise and developed some distinctive, complex and integrated HRM interventions, which have a mutually reinforcing effect.
Human Resource Management and Performance in the UK Hotel Industry
British Journal of Industrial Relations, 1999
Using data from a sample of 145 UK call centres, the authors test the core propositions of the strategic human resource management (SHRM) approach that: (a) there are coherent links through the SHRM chain from strategy, through operational requirements, to work design and human resource management, and (b) the fit between the human resource practices and market factors determines organizational performance. Little support for these hypotheses is found as only (a) a few direct relationships between the elements of the SHRM chain are found, and (b) direct relationships, rather than those moderated by market factors, are found between human resource practices and performance. But key operational requirements are linked to work design, which is itself related to a limited number of human resource practices. The direct effects of work design on key performance indicators are more pronounced than those of human resource practices.
Strategic human resources management and hotel performance
Tourism & Management Studies
This study aims to verify the influence of Strategic Human Resources Management in hotel performance, analysing hotels located in Greater Florianópolis, Brazil. The study conducted bibliographical research, presenting a theoretical basis to support the discussion, and, in terms of methodology, adopted a descriptive (in the positivist paradigm) approach. The study proposed a model analysed by exploratory factor analysis, confirmatory factor analysis, and structural equations modelling. The sample consisted of 70 hotel managers and the instrument for data collection was a closed questionnaire. As the main results, it is noteworthy that of the 32 variables studied, 13 variables are connected to high performance in medium-sized hotels in Greater Florianópolis. The research confirmed the proposed model in which Strategic Human Resources Management is directly related to hotel performance. The study showed that employee training and development, as well as structuring the workplace, are essential Strategic Human Resources Management practices to obtain high performance.
Tourism and hospitality management, 2021
Purpose – Validation of the Human Resource Management (HRM) practices used by Portuguese hotels, their degree of importance, and the alignment between their strategic dimension and their operational implementation. Design – The study was developed using quantitative analysis, supported by a questionnaire shared with top managers of hotel companies in the Portuguese Hotels national register. Methodology – The HRM practices integrated in the study were the result of those identified in the literature review, the global HR barometer developed by the Michael Page company, and the HRM practices integrated in the Label Pro HR project, developed by the Mediterranean Federation from Human Resources in association with HRM Associations and European higher education institutions. Findings – In Portugal, HRM in the hotel industry is beginning to be understood as a way to achieve competitive advantage. 92,7% of the top managers in our sample reported that the existence of an HR department grant...
Human resource management and performance in the Barbados hotel industry
This article measures the effect of human resource management (HRM) on performance in the hotel industry in Barbados. It used a quantitative survey covering 46 hotels out of a population of 75 hotels. The respondents were hotel's management, being either a general manager, human resource (HR) manager or line manager. Similar to Hoque's study of UK hotels, the impact of internal and external fit and the universal relevance of HRM were tested. The findings showed no major support for external fit, universal relevance and internal fit in the Barbados hotel industry. All the hotels perceived themselves as performing well, given the focus on quality and targeting high spending tourists. A quest for high service pushes the industry more towards best-practice 'HRM' rather than best fit. r
Adoption of HRM Practices: A Practical Model- Case Study of a hotel
IOSR Journal of Business and Management (IOSR-JBM), 2019
Enterprises play an important role in India's economic process. Human resource efficiency and performance are the most significant reasons for any enterprises to be successful. This study was carried out to understand the Human Resource (HR) practices followed in the one single Hotel industry. There are four top models of HRM such as the Fombrun, Tichy, and Devana Model, the Harvard Model, the Guest Model, and the Warwick Model. Out of these models, the Fombrun, Tichy, and Devana Model of HRM have been adopted for this study. A case study approach was adopted wherein the HR practices of a hotel engaged in service activity was captured. In-depth interviews were held with the managers (HR manager, managerial staff etc). Similarly, matters such as incentives, challenges in the staff retention field bounds a huge crisis in the industry were observed. Information was sought about the existence of HR practices at their unit. Literature review helped to identify the framework (Fomburn, C.J., Tichy, N.M., &Devanna, M.A. 1984), this model was taken/identified as a tool to test whether the same works in the HR practices of the unit under study.The paper offers insights into what are the major difficulties faced by the Hotel industry with respect to their HR Practices.This paper is based on the findings from analyzing a single service industry in Dehradun (Uttrakhand).This paper is useful for both researchers and HR practitioners because it identifies the HR practices area in the Indian hotel industry.
Investigating Hotel Employee Involvement in Strategic Human Resources Management
The aim of this study is to investigating participation levels of hotel employees in the dimensions of strategic human resources management. To achieve this, we present to what extent hotel employees participated in the dimensions of strategic human resources management. The success of hotel business in undertaking the wishes and expectations of its employees will motivate them and will contribute to the managers and companies. The research data was derived from employees working full-time shifts in a five-star hotel. At the end of the research, it's stated that most of the employees participated in the dimensions of strategic human resources management. However, it's determined that most of the employees had a middle level participation according to the statements that produce the dimensions strategic human resources management. As a result, it's deduced that employees in hotels care about the dimensions of strategic human resources management and participate in them. The fact that the data was gathered from only one five-star hotel is an important constraint of this study.
This study examines one of the important topics in the hotel services sector, that is human resources and the extent of their influence on the organizational performance in five-star hotels in the Capital City of Amman in Jordan. The study dealt with (170) workers in these hotels to underline the influential relationship between human resources management practices (HRMP) and organizational performance. Reliability analysis, descriptive statistics, and multiple regression analysis were performed. The study concluded that a large portion of changes in performance are ascribed to practices of human resources management of Jordanian hotels. The most influential dimensions in the organizational performance were: selection and placement policy, performance appraisal, and finally the work teams' policy. Meanwhile, the influences of other human resources practices varied proportional to the performance indicators duly established for this study.