Human Resource Management and Performance in the UK 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.
isara solutions, 2020
Human resources are the most powerful resources in any kind of business irrespective of the industry. Therefore, Human Resource Management is considered as a discipline that is prevalent for decades. Perhaps, researchers have always continued to investigate the various HRM practices and observed if these practices are influenced by certain demographic factors in relevance to the organizations and industries. The present study is a pursuit of identifying the impacts of HRM practices on firm’s performances. The study is carried out on selected firms in hospitality industry of Andhra Pradesh. The results suggested that key human resource (HR) practices used in the industry are recruitment and selection, training and skills development, conflict resolution, employee competencies and organizational performance. The paper also identified significant research gaps and presented theoretical and practical implications to fill these gaps.
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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.
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