Human Resource Management in the Hotel Industry: Strategy, Innovation and Performance (Routledge Research in Employment Relations)

Hoque, Kim

ISBN 10: 0415208092 / ISBN 13: 9780415208093

Published by Routledge, 1999

About this Item

This book is essential reading for students and researchers with a specific interest in the hotel and catering industry, but will also be of interest to researchers with a wider interest in HRM issues. Series: Routledge Research in Employment Relations. Num Pages: 188 pages, 18 black & white tables. BIC Classification: KJMV2; TTVC; WTHH. Category: (UP) Postgraduate, Research & Scholarly; (UU) Undergraduate. Dimension: 216 x 140 x 19. Weight in Grams: 340. . 1999. 1st Edition. hardcover. . . . .

Seller Inventory # V9780415208093

Bibliographic Details

• Title: Human Resource Management in the Hotel Industry: Strategy, Innovation and Performance (Routledge Research in Employment Relations)
• Publisher: Routledge
• Publication Date: 1999
• Language: English
• ISBN 10: 0415208092
• ISBN 13: 9780415208093
• Binding: Hardcover
• Edition: 1st Edition
• Condition: New

About this title

Synopsis

Over the last decade, human resource management has come to be viewed as the dominant paradigm within which analyses of the world of work have been located. This volume examines the nature and assesses the impact of HRM within a highly under-researched division of the service sector, namely the UK hotel industry. Common perceptions of management practices in the hotel industry typically include work intensification, high labour turnover, lack of training and poor career prospects, and casualised terms and conditions of employment. Using data from a survey of over 200 hotels, this book challenges such stereotypes by demonstrating that this part of the service sector is just as likely to have experimented with new approaches to HRM as the manufacturing industry. It suggests that primary influences on managerial decision-making in the hotel industry are no different from the primary influences affecting decision-making elsewhere, countering the argument that mainstream management theories are inapplicable within the hotel industry. Furthermore, where hotels emphasise the importance of service quality enhancement and where they introduce HRM as an integrated, mutually supporting package of practices, a strong relationship between HRM and organisational performance is proposed.

About the Author

Kim Hoque is Lecturer in HRM at Cardiff Business School. He has published widely in the field of human resource management, having conducted research on greenfield site establishments, foreign-owned establishments, the nature and impact of the personnel function and ethnic minorities in employment, as well as conducting research into the hotel industry. He is also the coordinator of Cardiff Business School's Equality and Diversity Research Unit.