Measuring the impact of human resource management practices on hospitality firms' performances (original) (raw)

EVALUATING THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON FIRMS’ PERFORMANCES - A STUDY WITH SPECIAL REFERENCE TO THE FIRMS IN HOSPITALITY INDUSTRY

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.

The impact of human resource management practices on job satisfaction in hotel industry

2013

This study comprehensively evaluated the links between systems of High Performance Work Practices and firm performance. Results based on a national sample of nearly one thousand firms indicate that these practices have an economically and statistically significant impact on both intermediate employee outcomes (turnover and productivity) and short-and long-term measures of corporate financial performance. Support for predictions that the impact of High Performance Work Practices on firm performance is in part contingent on their interrelationships and links with competitive strategy was limited. The impact of human resource management (HRM) policies and practices on firm performance is an important topic in the fields of human resource management, industrial relations, and industrial and organizational psychology (Boudreau, 1991; Jones & Wright, 1992; Kleiner, 1990). An increasing body of work contains the argument that the use of High Performance Work Practices, including comprehensive employee recruitment and selection procedures, incentive compensation and performance management systems, and extensive employee involvement and training, can improve the knowledge, skills, and abilities of a firm's current and potential employees, increase their motivation, reduce shirking, and enhance retention of quality employees while encouraging nonperformers to leave the firm (Jones & Wright, 1992; U.S. Department of Labor, 1993). I am very grateful to Brian Becker for his many helpful comments on this article and for his direction and guidance on the dissertation on which it is based. I would also like to thank

Human Resource Management in the Hospitality Industry

1996

An enterprises human assets or, put more conventionally, its human resources tend to be one the most significant costs for most hospitality enterprises. In most hotels the payroll is the single biggest cost item, whilst in restaurants and bars it is usually second only to material costs. Furthermore, human resources are usually the first point of contact between an enterprise and its customers. The effective management of these human resources is therefore vital to the success of the enterprise.

Human Resource Management Practices on Food and Beverage Performance a Conceptual Framework for the Jordan Hotel Industry

Journal of tourism and hospitality, 2013

This study reviews the human resource management practices of food and beverage services. The performance is measured by the turnover rate for managerial and non-managerial employees, labor productivity, and its return on assets. This paper aims to review existing literature on HRM practices in the F&B departments of hotels analyzing, the impacts of the framework of HRM practices. This paper discusses the HRM practices model, and explains Cho`s HRM item`s framework of HRM practices in the area of F&B and its application to Jordanian hotels. The conceptual model suggests applications of the HRM practices in the F&B department and encourages hotels to improve its management to better satisfy their employees.

Practices in Human Resources and Employee Turnover in the Hospitality Industry

Advances in Social Science, Education and Humanities Research, 2021

In the hospitality sector, attrition of employees is a big global concern. The intentions of employee sales are the proxy for the current turnover of employees. The management of shifting working ties is one of the daunting challenges facing hospitality organizations. The hotel sector uses its human capital to gain its strategic edge in the consumer services market. Experts stress that the hospitality industry is a highly guest-based market that determines the enterprise's performance through meetings between staff and visitors. This analysis uses qualitative literature studies in the collection of the related data.

A Study on Impact of Human Resource Practices on Employee Retention in Hotel Industry

IAEME PUBLICATION , 2020

In today's competitive business climate, retention of employees is one of the most discussed issues, and it can be critical to recognize the causes of employee attrition and to implement appropriate strategies for the maintenance of employees. Both organizations therefore require workers to have a lower turnover at the highest possible stage. The aim of this research is therefore to analyze the impact of human resource management practices on the retention of employees in the hotel sector in Hyderabad. The hotel industry is considered to be a developing sector in Hyderabad and the sector is well established as an under-researched region. This study is important because such research initiatives have been rare in the sense of Hyderabad and, in order to fill this vacuum, this analysis has been carried out for two categories of hotel segments, i.e. 5 and 4 Star hotels. The study examined the impact of four human resource practices on employee retention. The study examined the relationship between key practices and the Bivariate Correlation and the result showed that Recruitment & Selection, Training and Development, Salary and Monetary Benefits and Work Environment have a significant relationship with Employee Retention. The study measured the impact of HR practices on the retention of staff in the hotel industry. The study applied the structural equation model and the result stated that Recruitment & Selection had a significantly high effect on employee retention. This paper is useful for the hotel industry, the service sector, human resource management personnel, consultancy service providers and research scholars.

The Impact of Human Resources Management Practices on Employees' Productivity in the Hotel Industry

2018

Human Resources Management Practices (HRMPs) have been recognized as a key function in enhancing organisational productivity and sustaining competitive advantage for organisations. It has been noticed that most of studies that based on the financial measures of productivity in hotels hide an important part of the measurement that tells the hoteliers about factors to concentrate on in case of poor productivity. There is a lack of studies to measure Employee Productivity (EP) in hotels based on the non-financial measures of EP, because of the unique characteristics of hotel services and the high importance of involving customer outputs (e.g. service quality) when evaluating EP.This research considers the outputs comes from both customers and employees (e.g. quality of service, service attitude) in the EP model to see its relationship with HRMPs in the Egyptian hotels in general and the five-star hotels based in Cairo in particular as a multiple case study. Therefore, this study depend...

Increasing the efficiency of using human resources in hotel business

Bulletin of "Turan" University

The purpose of this research is to find out whether HRM implementations actualized by businesses affect organizational performance. HRM is a strategic approach towards finding human resource that is the key source of the organization for gaining and increasing performance. In this research the relationship between HRM and performance of an organization has been analyzed in relation with HRM functions, i.e. labour force planning, recruitment and placement, in-service training performance assessing, and charging, awarding. HRM is implementation of plans, programs and strategies revealed in line with the purposes and objectives of an organization to find the human resource needed. The more concordance of HRM with the organization and the best implementations in HRM are applied the more the organizational performance indicators. HRM contributes for organizational success combining human and information source. Effective HRM implementations provide competitive advantage as well. The article states that strategic, well-planned HRM has been observed to positively affect organizational performance, as HRM practices affect extremely important organizational outputs for organizational performance such as financial performance, labor turnover and productivity. The article also states the increase in in-service training programs contributes significantly to the achievement of organizational goals and increasing labor productivity in organizations with low productivity.

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