Professional Documents
Culture Documents
CITATIONS
READS
1,134
2 AUTHORS, INCLUDING:
Karla Aileen Boluk
Ulster University
5 PUBLICATIONS 15 CITATIONS
SEE PROFILE
To cite this article: Lorna Young-Thelin & Karla Boluk (2012): A Case Study of Human Resource
Practices in Small Hotels in Sweden, Journal of Human Resources in Hospitality & Tourism, 11:4,
327-353
To link to this article: http://dx.doi.org/10.1080/15332845.2012.690683
KARLA BOLUK
Downloaded by [Hogskolan Dalarna] at 12:06 19 February 2013
INTRODUCTION
Hiring, training, and performance evaluation systems all play major roles
in almost all formal organizations. They have been strategically designed
to meet corporate objectives and ensure business continuity. This does not
however, imply that the other areas are less important. In fact, organizational
development and competency profiling are two of those areas that are highly
complex in nature and have constantly been developed and studied in recent
years.
Address correspondence to Karla Boluk, PhD, Department of Human Geography,
School of Technology and Business Studies, Dalarna University, SE-791, Borlange, Sweden.
E-mail: kbl@du.se; Lorna Young-Thelin, Droverksvagen 21, 771 92 Ludvika, Sweden. E-mail:
la.thelin@yahoo.com
327
328
LITERATURE REVIEW
Concepts of HRM
HRM is comprised of practices and processes that shape the behaviors and
experiences of employees to encourage higher performance levels (Cabrera & Bonache, 1999). Such practices are expected to positively influence
the quality of service (Consten & Salazar, 2011; Heskett, Jones, Loveman,
Sasser, & Schlesinger, 1994). YoungThelin (2011) suggests that HR has the
potential to directly affect an organizations business operations enhancing performance and ultimately increasing profitability. Although HRM has
evolved from a traditional/integrative approach to a more strategic approach,
Hughes (2002) and Nankervis (2000) still encourage the need for systems and
329
Functions of HRM
Huang (2001) suggests that high-performing organizations pursue innovative
HR practices by placing emphasis on recruitment, broad and updated job
descriptions, extensive employee interaction, training and development, and
the use of performance appraisals. The quality of these practices directly affect the motivation level of the organization and its workforce (Hughes, 2002)
especially when employees perceive the HR practices as distinctive, relevant,
legitimate, and internally consistent (Sanders, Dorenbosch, & Reuver, 2008).
Harrison (1993) best illustrated the role and methods of HRM (see below in
330
Figure 1). He (1993) concurs with Harrisons (1993) model purporting that
regardless of the size of the organization, the type of environment it operates
in and the nature of business it has, the organization needs to perform these
three HRM functions in order to survive, become competitive, and adopt the
best practices.
The best practice concept started in the early models of HRM. Accordingly, organizations are challenged to analyze and identify the best HR
practices that might suit the organization. While there is no hard and fast
rule on HRM, the principle of best practices is to implement processes that
will yield high performance while ensuring that these processes are aligned
and consistent with the organizations strategy (Cho, Woods, Jang, & Erdem, 2006; Baum & Odgers, 2001; Bamberger & Meshoulam, 2000). The
term high-performance is usually interchanged with terms like high commitment and high involvement (GouldWilliams, 2004). Studies in highperformance challenge the organizations to identify a set of best practices in
the industry through the process of benchmarking (Farndale, HopeHailey,
& Kelliher, 2011; Whitener, 2001; Yasin, 2002). Boxal and Purcells (2000)
study provides a best practice model stressing the importance of improving
employee capability through good recruitment, training, and understanding
the role of rewards through performance management. Alleyne, Doherty,
and Greenidge (2006) and Pfeffer (1998) both support the notion that selective hiring, extensive training, and performance related pay should be part
of the best HR practices.
High-performance HRM requires a long-term employee relationship. It
enhances employees skills and their motivation improving productivity (Sun,
Aryee, & Law, 2007). This however does not discount the need to change
or adjust HR practices depending on the current development stage of the
organization of formation, growth, maturity, or decline (Hughes, 2002).
331
332
FIGURE 2 Matching the job description with the job applicant (YoungThelin, 2011, p. 7).
employees with the skills and competencies in handling the current job
functions. It is also an avenue to prepare an employee for duties and responsibilities expected at a higher position. T&D also ensures that the absence
of required skills is acquired through learning programs which demonstrates
the organizations commitment to its workforce of self improvement and
career development. Employees who are given the opportunity to acquire
new skills as part of their job often perceive this as organizational support.
Hence, they have stronger attachment, commitment, and loyalty to their
organizations (Kyriakidou & Maroudas, 2010; Spector, 1997).What differentiates training from development is training focuses on the short-term needs
and is administered to solve existing problems, while development has a
longer-term focus such as increasing the knowledge and skills or building
new competencies to prepare an employee for duties and responsibilities
of a higher position (Bogardus, 2004; Lundy & Cowling, 1996). T&D fosters
communication, leadership, actions, and behaviors in an organization. All of
which are essential in developing human assets. T&D often takes place in
a supportive environment where there is a clear link between T&D and the
organizations strategy (Kyriakidou & Maroudas, 2010).
Bogardus (2004) claims that in order for T&D programs to be effective
they should be able to address the needs of the employee through a training
needs assessment (TNA). Iqbal and Khan (2011) describe this as an initiative
in analysing and diagnosing the organization, task, and person to determine
the best intervention and produce the desired results. TNA encompasses
the areas of training plans, goal setting, employee development, managing change, career development, knowledge, skills, and attitude, learning
motivation, cost effectiveness, and performance appraisal (Iqbal & Khan,
333
334
335
Hotels play a major role in the tourism industry. The very nature of the
industry is to provide hospitality which involves the provision of food, drink,
and accommodation. It requires the use of HR in delivering these goods and
services (Page, 2007). It is said that the competitiveness of the hotel is often
based on the quality of its employees (Locker & Scholarios, 2004). Hence,
the development of effective HRM becomes a major concern. According to
Hoque (1999), in order for the hotel to maintain its competitive advantage,
the quality of service is crucial, which requires skilled employees that can
meet the expectations of the customers.
The story of successful tourism enterprises is one that is largely about
peoplehow they are recruited, how they are managed, how they are
trained and educated, how they are valued and rewarded, and how
they are supported through a process of continuous learning and career
development (Failte Ireland, 2005, p. 10).
The irony is, Human Resource Management systems are not fully developed in the hotel industry and very little effort is put into ensuring their
development. In spite of the numerous studies on tourism development,
the presence of systematic HRM processes, policies, and procedures are not
common in most hotel organizations (Baum, 2007; Liu & Wall, 2006; Goldsmith, Nickson, Sloan, & Wood, 1997; Locker & Scholarios, 2004; Schneider
& Bowen, 1995). A lack of attention is apparent in the absence of HR procedures (Powell, 2009).
This perspective is justified by Redman and Wilkinson (2009) through
a description of the economic and social pressures that the hotel industry is
faced with. The hotel industry operates in a labor market whereby there are
shortages of qualified candidates coupled with strong competition. Hence,
especially for smaller hotels, they will have difficulty competing with bigger
hotels which have more resources. The limited number of quality applicants
due to the generally perceived poor image as an employer, forces smaller
hotels to use more informal methods in recruiting people. Thus, smaller
hotels usually end up with employees who are less qualified. The poor
image emanates from the general practice of low salary, low job/position
status, poor prospects in terms of career development, unstable, seasonal
employment, anti-social working hours, hard word and isolated locations
(Redman & Wilkinson, 2009, p. 103). This stigma is one of the contributing
factors for high turnover rates in the context of hotels (Wildes, 2007). Failte
Ireland (2005, p. 66) believes that good HR practices will be adopted because they deliver bottom line profitability. These practices include, among
others, performance management, recognition and learning and development. Thus, the question is, does this premise hold true to smaller hotels? A
336
study by Enz and Siguaw (2000a; 2000b) noted the best practices in the hotel industry. It was revealed that regardless of the size and market segment,
there are commonalities in HR practices. Among others, selection, training,
and performance appraisal are included (Hughes, 2002).
337
338
and the organization. Below are some of the more common PM&A practices
in the hotel industry.
1. Employees do not see the link between their performance and the salary
they receive (Alleyne et al., 2006).
2. There is failure or an obvious neglect of even the basic steps of performance appraisal and reward systems which have an impact on the
motivation and retention of employees. This type of management does
not allow employees to understand their role and contributions to the
organization which causes job dissatisfaction (Olsen, CrawfordWelch, &
Tse, 1990). This creates the impression among employees that the industry
is practicing poor employment tactics since salaries and benefits are not
based on performance appraisals (Powell, 2009).
3. Smaller hotels always face high risk situations or failures due to high operational costs. Hence, there is a strong tendency to engage in fire-fighting
activities such as the termination of poor or below average performing
employees without the benefit of performance appraisal (Nolan, 2002).
In the absence of the performance appraisal, the hotel industry does
not provide employees the motivation to perform better and the ability to
design their career. At saturation point, employees seek bigger hotels that
could provide new challenges (Baum, 2007). Small hotels are often faced
with financial difficulties. Performance reviews have a close association with
salary and rewards which are deterrents for managers and as such they often
avoid this process as this might put them in an uncompromising position.
Smaller hotels do not have room for sub-standard or poor performances as
these significantly affect their business operations. However, small hotels
do not choose to hire permanent employees and spend time on reviewing
performances but rather rely on the use of temporary employees who can
be easily replaced or terminated; especially during peak seasons. Thus, the
PM&A is seen to be insignificant to the business.
339
METHODOLOGY
We decided that a qualitative method would be best to address our aim of
this study of investigating the HR practices in six small hotels in Sweden.
Veal (2006) suggests that qualitative research provides an opportunity for a
more in-depth understanding of the themes being studied. The selection of
hotels took into consideration time and cost constraints as such convenience
sampling was employed. The researchers contacted a total of 13 hotels in
a 50 km radius covering the areas of Borlange, Fagersta, Grangarde, Ludvika, Smedjebacken, and Soderbacke in south central Sweden. Initially, hotel
managers were contacted by email which was followed by telephone calls.
Of the 13 hotels which were contacted six agreed to participate in this study.
The research sample is contained to small hotels and is specifically interested
340
in those involved in the process of HRM. Although there are several categories of small hotels, this research is using United Kingdoms Department
of Employments category review (Harrison, 1993) stating that small firms
are those with less than 20 people.
An interview guide was prepared to ensure the effectiveness of the
data collected. All interviews were recorded and transcribed. The interview
guide covered the three themes including R&S, T&D, and PM&A. Specifically, the researchers asked about the hotels recruitment methods, formal recruitment policies, training systems, employee training, and questions
about performance appraisals. A purposeful sampling technique was used
in determining the respondents by interviewing persons who are responsible for the HR functions. All of the interviews were carried out on each
of the participating hotel sites in the managers/owners offices providing a
familiar and comfortable environment for each of the participants. Each indepth interview lasted approximately 45 minutes. To guarantee anonymity
letters AF were used to denote the 6 hotels. The letters assigned to a
particular hotel were done at random and do not follow any particular
chronology.
RESULTS
Table 1 provides some information regarding the demographic characteristics
of the participating hotels in terms of the formal role of the respondents in
the organization, the number of rooms and employees, average occupancy
level during a 1-year period, and employee to room ratio.
Hotel B
Hotel C
Hotel D
Hotel
Hotel
Hotel
Owner
manager
manager
manager
92
52
97
20
15
14
7
2
Hotel E
Hotel F
47%
49%
35%
15%
30%
48%
1:6.13
1:3.71
1:13.85
1:10.00
1:6.75
1:18.00
341
which are more complex while small organizations should fill the vacancy
as quickly as possible to ensure the continuity of the operations.
The use of job descriptions as a tool in selection was also found to
be inappropriate by Hotels D, E, and F. These hotels felt that it was not
necessary and the assessment of the skills of the candidate/s could be done
during the orientation period. A subjective experience was expressed by
some of the managers who referred to relying on a good feeling regarding
a specific candidate and if they could handle the job. Only then would
a job offer be made. The basis for hiring was described differently by the
informants and involved factors such as: interest in the candidate, personality,
and individuals who could easily fit into the family.
Internal announcement of vacancies were carried out in four hotels. Although this is not a formal process, internal recruitment is always considered.
Respondents explained that because everybody knows everybody, employees openly discuss issues both in formal and informal meetings. Hence,
even without formal announcements, employees are aware of the existing
vacancies. If there were no qualified internal applicants for the vacancy, the
use of other recruitment methods may be considered. There seemed to be a
significant reliance on walk-in applicants which was the general practice in
five hotels, followed by advertising in the government employment agency.
Referrals were also considered by Hotels C, D, and E. Even with enough
candidates, hotels found it difficult to find the best candidates. Hotels A
and B use printed media such as newspaper advertisements whenever higher
level positions were required. Other hotels use the corporate website, central
recruitment file, and schools in searching for candidates.
ON
R&S
342
I try to get good people [. . .] its very hard [. . .] we look for the best man
for the job. The personal behavior is more difficult to change or develop.
Before they [applicants] are employed, they have to be liked by my staff
as well. He should be able to work for the entire team.
Hotel A
Hotel B
Hotel C
1
1
Hotel D
Hotel E
Hotel F
1
1
1
1
1
school
1
1
1
1
1
1
343
T&D PRACTICES
Four hotels admitted to regularly training their employees. Hotel D revealed
that they were unable to offer regular employment thus they could not justify
training. Hotel F, managed single-handedly by the owner, did not find this
issue applicable in his organization.
Although training programs were offered to employees and the objectives for training were clear, only two hotels followed a systematic method
of determining the needs of its employees. Hotel A and B carry out an individual development plan for its employees to ensure that the employees
attend training programs that would address their poor performance or prepare them for higher responsibilities. Hotels D and E administer training
programs based on how they feel and how they perceive employees interests. These hotels feel that training should be given to employees who
show interest in their jobs and are willing to be trained.
RESPONDENTS OVERALL PHILOSOPHY
ON
T&D
Participating hotels understand the importance of T&D. Hotels that are part
of the chain ensure that employees go through training during the year. Hotel B has training targets in terms of the number of training days, while Hotel
As employees undergo safety training once a year which is an indication of
regularity in training employees. Hotel A exerts effort in ensuring that everybody is trained when she said: When we train, we train them [employees]
all. If we pick out one person, its for a special reason. Otherwise, we train
everybody. This is aligned with Hotel Bs philosophy when he said: We
try to be as fair as possible [. . .] we try not to send the same persons [employees] on the same type of education. Unfortunately, this does not hold
true for hotels managed by the owners and/or partners. Reasons for training
seem to depend on how the hotel owners feel which can be described when
Hotel D said: I train him [employee] because I want him to be better and
I like his personality very much. Decisions on training depend on how the
hotel assesses the interest and the personality of the individual employee
as reflected in Hotel Es comment: The person [employee] must have the
heart . . . you [employee] must have that feeling of joy. If you want to grow,
you have to show interest. Hence, training becomes more of an employee
responsibility rather than a management role.
The use of coaching or informal methods in training was found to
be common among participating hotels specifically in Hotel C when the
informant said: We use written instructions and [the employees] learn by
walking beside. All employees are required to understand and be able to
work in all areas of the business. This is justified by the fact that business
operation should not be suspended because of a shortage in employees.
There is however a tendency to forget the formal TNA process and focus
training on employees that do not perform well when Hotel B said: I think
344
its very common to forget those who are good enough because they are
doing their best already. Its a lot easier to find those who dont fit the
profile.
Hotels A, B, and C demonstrated an established T&D policy, however,
Hotels A and B preferred the individual development plan that ensures
a systematic process so that training programs address the needs of each
employee. Hotels managed by owners and/or partners base their training
decisions on the interest elicited by the employee (Hotel E) or his personality (Hotel D). Hotels A, B, C, and E expressed an interest in training
their employees but only Hotel B demonstrated a commitment to training
through an established training objective and had a number of training days
per employee. Most hotels rely on informal training such as coaching and
orientation. Almost all hotels believe in T&D and understand the impact it
has on the performance of the organization.
ON
PM&A
Participating hotels which are part of the chain see the value of the PM&A
system. Performance reviews are based on the job description and followed
by the performance objectives. This type of goal-setting is described by Hotel
345
B when he stated: The owners give our objectives for the year [. . .] economic goals and our values. Everything [performance] is based on the job
description. The formality is indicated with the signing of the job description
by every employee. Although there are no indications of automatic salary
increases for good performers, the respondents indicated their belief in rewarding good performers. Most of the respondents provide rewards that are
simple but appreciated as described by Hotel B when he said: They [good
performers] could have a weekend in one of our hotels or something small
but often very appreciated. Another way of acknowledging and inspiring
employees was described by Hotel A when she said: Its inspiring for our
staff to see that when they do something special we notice. People tend to
put an extra effort into the work. For hotels with fewer employees, rewards
were given on the basis of organizational performance.
Hotel E, however, described rewards as a form of de-motivation to
employees who do not perform well and justified this by saying that it is
likely that people who do not perform well have unsettled personal issues
and should be supported by creating an environment of equality specifically
when he said: Rewarding good performance would never encourage the
person [employee] struggling to be better [. . .] like those with personal problems at home. Hotel E felt that this process is purely bureaucracy and a
waste of time and is only applicable to bigger organizations.
Some hotels did not have formal PM&A systems and review of performance was neglected. This process was not found useful or applicable by
hotel managers running small hotels although performance was informally
reviewed. For example, Hotel E said: We [Owner, partner, and employees] eat together. This sentiment was also reiterated by Hotel D when she
stated: We are so small [. . .] we do it over a coffee. But we dont have people
[employees] who are staying here very long. Hence, the formal review of
performance is found unnecessary when owners could remind employees of
their poor performance or confirm their good efforts in casual settings. Only
one, Hotel C linked performance to continuous employment when he said:
One need(s) to improve to achieve happy visitors then they recommend to
others and new visitors provide jobs.
Overall, the PM&A process is widely neglected in the participating hotels. Only Hotels A and B consider this as part of their management role.
Those hotels which understood the importance of PM&A have an established
systematic process. Table 4reveals that those hotels with performance policy
in place, regularly review the performance of its employees which are based
on the job descriptions and set objectives. Rewarding good performance differed among hotels. Hotels which are part of the chain rewarded individual
employees for exemplary performance, while hotels managed by owners or
partners extended rewards to all employees based on organizational performance. While rewards were generally seen as a positive reinforcement,
Hotel E found it to be de-motivating.
346
DISCUSSION
HR systems in hotels covered in this study depend heavily on the background
of the hotel manager, their available resources, and finances. Although the
respondents confirmed the importance of HR systems, it is ironic that little
effort was exerted to ensure its development. Hotels justified the absence or
neglect of the HRM functions with the size of the organization. Smaller hotels
with limited financial resources claimed to be restricted in developing and
implementing HR systems comparable to bigger hotels. While hotel managers/owners and/or partners have appreciation for the need for HRM, the
lack of professional skills in HR did not allow them to implement systematic
HR processes and understand the impact it has on the organization.
The research findings reveal that leading hotels understand the importance of hiring the best employees through a more systematic R&S process
(Baum, 2007). Those hotels that do not have the ability or neglect the use of
relevant methods in hiring are forced to spend more time in recruiting and
selecting candidates (Cho et al., 2006). Hotel managers who are not willing
or cannot afford to invest in the recruitment processes hire candidates even
though they do not have the right skills and competencies to simply meet
their hiring needs (Chan & Kuok, 2011). The R&S process in smaller hotels
managed by the owners (Hotels D and E), depends on the attitudes of the
owners (Nolan, 2002). The erratic and unpredictable volume in the industry also forces the hotels to engage in a flexible (Baum, 2007) headcount
through the use of casual and contractual employees (Hoque, 1999).
The more common R&S methods demonstrated a reliance on walk-in
applicants and referrals and the use of the government employment agency
(refer to Table 2). Hotels are also up-to-date with emerging technologies and
corporate websites as an avenue to recruit applicants. Most of the methods
used are those which are considered cost effective and that do not cost
the organization substantial investments. Hotels select the best candidate
which can become part of the family. On occasions when there is an
erratic increase in demand, the use of casual and contractual employees
is considered. Hotels which have access to corporate HR systems have a
systematic recruitment and selection process.
All hotels agree that employees should be trained to improve performance or develop of the employee (Table 3). Understanding the current needs and expectations of their customers is another purpose to train
employees. Other purposes of T&D are those triggered by company-wide
initiatives such as, computerization and safety programs. Two hotels have
been systematic in identifying training needs with the use of training needs
tools. However, smaller hotels are reluctant to invest time in determining
training needs-based decisions on the interests exhibited by their employees. The hotel industry has a reputation of poorly training their employees
and most of the training programs that take place are driven by legislative
347
1
1
1
1
1
1
1
1
1
requirements. This general lack of training could be due to the high training
cost, no direct return on training investment, and the formality of a training
needs assessment is seen to be burdensome (Kyriakidou & Maroudas, 2010).
The under-investment in training by small- medium-sized hotels results in
low productivity and poor performance (Ashton & Felstead, 2001).
The findings reveal that most hotels do not practice PM&A and appropriate reward scheme systems (Olsen et al., 1990). This makes it difficult for
employees to understand the meaning of good performance and how this
is linked to rewards. Employees are not motivated to perform better and
are always in constant search for other opportunities outside the organization (Alleyne et al., 2006). Hotels reward their employees in different ways
for different reasons. Rewards are mostly non-monetary but acknowledge
good performance and are generally appreciated. Accordingly such rewards
serve as an inspiration to others. However, there are hotels that use the
continuity of employment as a form of motivation. Clearly, the absence of a
348
349
collaboration efforts could also provide an opportunity for joint skill development and the training of hotel employees. Another opportunity (and
cost-saving mechanism) might be for hotels to establish connections with
hospitality and tourism schools. Such strategic collaboration could be beneficial for hotels interested in capitalizing on passionate individuals, with little
experience as such representing a blank canvas with formal training and a
wider perspective of the hotel and broader tourism industry.
Further, perhaps it would be beneficial to have hospitality training programs for hotel managerial staff. This particular study demonstrated the informal nature of the hospitality industry and the lack of planning and coordination within small Swedish hotels, as well as between hotels. Thus,
similar to networks that provide support for entrepreneurs in Sweden perhaps a network that would support hotel managers in the context of the
hospitality industry is timely. The researchers argue that hotels should at the
very least address the basic requirements of each HR process to ensure that it
is systematic, functional, and effective. To do this in a smaller scale is realistic
to every organization within the industry. Accordingly, the implementation
of the basic HR systems discussed R&S, T&D, and PM&A should to some
extent create benefits for the organizations. In the context of implementing a
hospitality network perhaps it would be of some benefit to have an auditor
demonstrate the financial imperative in the systematic implementation and
monitoring of HR practices.
The study has created opportunities for further research. The researchers
call for an investigation exploring the financial impact of HR systems. This
may help justify the importance of HR processes in organizations. Another
opportunity for further research is the study of the feasibility of shared HR
services especially designed for the hotel industry. This will assist hotels
including those with limited resources to implement HR systems through
outsourced HR services. Basic HR tools, policies, and systems can easily be
re-designed according to their needs.
REFERENCES
Alleyne, P., Doherty, L., & Greenidge, D. (2006). Approaches to HRM in the Barbados
hotel industry. International Journal of Contemporary Hospitality Management,
18(2), 94109.
Anderson, N., Lievens, F., van Dam, K., & Ryan, A. M. (2004). Future perspectives
on employee selection: Key directions for future research and practice. Applied
Psychology, An International Review, 53(2), 487501.
Armstrong, M. (2008). Strategic human resource management: A guide to action,
(4th ed.). London: Kogan Page Ltd.
Ashton, D. & Felstead, A. (2001). From training to lifelong learning: The birth of the
knowledge society? In J. Story (Ed.) Human resource management: A critical
text (pp. 165189). London: Thomson.
350
Bagri, S. C., Babu, S., & Kukreti, M. (2010). Human resource practices in hotels: A
study from the tourist state of Uttrakhand, India. Journal of Human resources
in Hospitality and Tourism, 9(3), 283299.
Bamberger, P., & Meshoulam, I. (2000). Human resource strategy: Formulation,
implementation, and impact. Thousand Oaks, CA: Sage Publications.
Baum, T. (2007). Human resources in tourism: Still waiting for change. Tourism
Management, 28, 13831399.
Baum, T., and Odgers, P. (2001). Benchmarking best practice in hotel front office.
Journal of Quality Assurance in Hospitality and Tourism, 2(3/4), 93109.
Baum, T., Amoah, V., & Spivack, S. (1997). Policy dimensions of human resource
management in the tourism and hospitality industries. International Journal of
Contemporary Hospitality Management, 9(5), 221229.
Bogarus, A. (2004). Human resources jump start. Upper Saddle River, NJ: Sybex.
Bosworth, D. (1989). Barriers to growth: The labor market. In J. Barber, J. Metcalfe,
and M. Porteous (Eds.), Barriers to growth in small firms (pp. 5886). London:
Routledge.
Boxall, P., & Purcell, J. (2000), Strategic human resource management: Where have
we come from and where should we be going? International Journal of Management Reviews, 2(2), 183203.
Breaugh, J. A., & Starke, M. (2000). Research on employee recruitment: So many
studies so many remaining. Journal of Management, 26(3), 405434.
Cabrera, E., & Bonache, J. (1999). An expert HR system for aligning organization
culture and strategy. Human Resource Planning, 22(1), 5160.
Cetinel, F., Yolal, M., & Emeksiz, M. (2008). Human resources management in smalland medium-sized hotels in Turkey. Journal of Human Resources in Hospitality
& Tourism, 8(1), 4363.
Chan, S. H., & Kuok, O. M. (2011). A study of human resources recruitment, selection,
and retention issues in the hospitality and tourism industry in Macau. Journal
of Human Resources in Hospitality and Tourism, 10(4), 421441.
Chanda, A., Bansal, T., & Chanda, R. (2010). Strategic integration of recruitment
practices and its impact on performance in Indian enterprises. Research and
Practice in Human Resource Management, 18(1), 115.
Cho, S., Woods, R. H., Jang, S. S., & Erdem, M. (2006). Measuring the impact of
human resource management practices on hospitality firms performances. International Journal of Hospitality Management, 25(2), 262277.
Collins, C. J., & Han, J. (2004). Exploring applicant pool quantity and quality: The
effects of early recruitment practice strategies, corporate advertising, and firm
reputation. Personnel Psychology, 57, 685717.
Costen, W. M., & Salazar, J. (2011). The impact of training and development
on employee job satisfaction, loyalty, and intent to stay in the lodging industry. Journal of Human Resources in Hospitality & Tourism, 10(3), 273
284.
Davidson, M. C. G., McPhail, R., & Barry, S. (2011). Hospitality HRM: Past, present
and the future. International Journal of Contemporary Hospitality Management,
23(4), 498516.
Devanna, M. A., Fombrun, C. J., & Tichy, N. M. (1984). A framework for strategic
human resource management. In M. Poole (Ed.), Human resource management:
Critical perspectives on business management (pp. 5269). London: Routledge.
351
Enz, C. A., & Siguaw, J. A. (2000a). Best practices in human resources. Cornell Hotel
and Restaurant Administration Quarterly, 41(1), 4861.
Enz, C. A., & Siguaw, J. A. (2000b). Best practices in service quality. Cornell Hotel
and Restaurant Administration Quarterly, 41(5), 2029.
Falte Ireland (2005). A human resource development strategy for Irish tourism:
Competing through people, 20052010. Dublin: Falte Ireland.
Farndale, E., Hope-Hailey, V., & Kelliher, C. (2011). High commitment performance
management: The roles of justice and trust. Personnel Review, 40(1), 523.
Gold, J. (2007). Recruitment and selection. In J. Bratton and J. Gold (Eds.), Human
resource management: Theory and practice (4th ed., pp. 239273). Houndmills,
Basingstoke, Hampshire: Palgrave Macmillan.
Goldsmith, A., Nickson, D., Sloan, D., & Wood, R. C. (1997). Human resources management for hospitality services. London: International Thomson
Business Press.
Gould-Williams, J. (2004). The effects of high commitment HRM practices on employee attitude: The views of public sector workers. Public Administration,
82(1), 6381.
Guest, D. E., Michie, J., Conway, N., & Sheehan, M. (2003). Human resource management and corporate performance in the UK. British Journal of Industrial
Relations, 41(2), 291314.
Harrison, R. (1993). Human resources management: Issues and strategies. England:
Addison-Wesley Publishing Company.
He, C. F. (1993). The study of business management and performance: A comparison
of Taiwanese-owned, American-owned, and Japanese-owned organizations in
Taiwan, MBA Thesis (Unpublished), University of Wen Huah, Taiwan.
Heskett, J. L., Jones, T. O., Loveman, G. W., Sasser, W. E., Jr., & Schlesinger, L.
A. (1994). Putting the service-profit chain to work. Harvard Business Review,
164170.
Hinkin, T. R., & Tracey, J. B. (2010). What makes it so great? An analysis of human resources practices among Fortunes best companies to work for. Cornell
Hospitality Quarterly, 51(2), 158170.
Huang, T. C. (2001). The effects of linkage between business and human resource
management strategies. Personnel Review, 30(2), 132151.
Hughes, J. M. (2002). HRM and universalism: Is there one best way? International
Journal of Contemporary Hospitality Management, 14(5), 221228.
Hoque, K. (1999). Human resource management in the hotel industry: Strategy,
innovation and performance. London: Routledge.
Iqbal, M. Z., & Khan, R. A. (2011). The growing concept and uses of training needs
assessment: A review with proposal model. Journal of European Industrial
Training, 35(5), 439466.
Janes, P., & Wisnom, M. (2010). Changes in tourism industry quality of work life
practices. Journal of Tourism Insights, 1(1/13), 107113.
Jones, D. L. (2006). Interview with Tracey Holloway, vice president of human resources for Kimpton Hotels and Restaurants. Journal of Human Resources in
Hospitality & Tourism, 5(2), 103109.
Kyriakidou, O., & Maroudas, L. (2010). Training and development in British hospitality, tourism and leisure SMEs. Managing Leisure, 15(1/2), 3247.
352
Lai, P., & Baum, T. (2005). Just-in-time labour in the hospitality sector? Employee
Relations, 27(1), 86102.
Leatherman, D. (2007). The training trilogy: Conducting needs assessments designing
programs training skills (3rd ed.). Amherst, MA: HRD Press.
Liu, A., & Wall, G. (2006). Planning tourism employment: A developing country
perspective. Tourism Management, 27, 159170.
Locker, C., & Scholarios, D., (2004). Selecting hotel staff: Why best practices does not
always work. International Journal of Contemporary Hospitality Management,
16(1), 125135.
Lundy, O., & Cowling, A. (1996). Strategic human resource management. London,
UK: International Thomson Business Press.
Lynch, D., & Worden, J. M. (2010). Its all about the people. Kappan Magazine,
92(2), 5356.
McKeena, E. & Beech, N. (2008). Human resource management: A concise analysis,
2nd edition. London, UK: Pearson Education Limited.
Nankervis, A. R. (2000). Human resource management strategies as competitive
advantage: A case example of the hospitality sector in Southeast Asia & the
Pacific Rim. Research and Practice in Human Resource Management, 8(1),
111133.
Nolan, C. (2002). Human resource development in the Irish hotel industry: The case
of the small firm. Journal of European Industrial Training, 26(2/3/4), 8899.
Olsen, M. D., Crawford-Welch, S., & Tse, E. C. Y. (1990). The hospitality industry
of the 1990s: A position statement (pp. 125) In Proceedings of the Pro. Int.
Contemporary Hospitality Management Conference, Dorset, UK.
Page, S. J. (2007). Tourism management: Managing for change (2nd ed.). Oxford,
UK: Elsevier Ltd.
Pfeffer, J. (1998). The human equation: Building profits by putting people first.
Boston, MA: Harvard Business Press.
Powell, V. (2009). What effect do formalized human resource procedures such as
contracts and appraisals have on employee motivation in the hospitality industry?
[unpublished paper] Chester Business School.
Ram, M., Marlow, A. & Patton, D. 2001. Managing the locals: Employee relations
in South Asian restaurants. Entrepreneurship & Regional Development, 13(3),
229245.
Redman, T., & Wilkinson, A. (2009). Contemporary Human Resource Management:
Text and Cases (3rd ed.). Essex, England: Pearson Education Limited.
Rossett, A. (2009), First things fast: A handbook for performance analysis (2nd ed.).
San Francisco, CA: Pfeiffer Publishing.
Sanders, K., Dorenbosch, L., & de Reuver, R. (2008). The impact of individual and
shared employee perceptions of HRM on affective commitment: Considering
climate change. Personnel Review, 37(4), 412425.
Schneider, B., & Bowen, D. E. (1995). Winning the service game. Boston, MA:
Harvard Business School Press.
Spector, P. (1997). Job satisfaction: Application, assessment, causes and consequences, Thousand Oaks, CA: Sage.
Sun, L. Y, Aryee, S., & Law, K. S. (2007). High-performance human resource practices,
citizenship behavior, and organizational performance: A relational perspective.
Academy of Management Journal, 50(3), 558577.
353
Torrington, D., Hall, L., & Taylor, S. (2008). Human resource management (7th ed.).
England: Pearson Education Limited.
Townsend, P., & Lee, C. (2010). The relevance of human resource management
theory on the management practices of hospitality providers on Phillip Island
Victoria. Research and Practice in Human Resource Management, 18(2).
Tracey, W. R. (2004), The human resources glossary: The complete desk reference
for HR executives, managers, and practitioners (3rd ed.). New York, NY: CRC
Press.
Veal, A. J. (2006), Research methods for leisure and tourism: A practical guide.
Harlow, England: Prentice Hall.
Whitener, E. (2001). Do high commitment human resource practices affect employee
commitment? A cross-level analysis using hierarchical linear modelling. Journal
of Management, 27(5), 515535.
Wildes, V. J. (2007). Attracting and retaining food servers: How internal service quality moderates occupational stigma. International Journal of Hospitality Management, 26(1), 419.
Yasin, M. (2002). The theory and practice of benchmarking: Then and now. Benchmarking: An International Journal, 9(3), 217243.
Young-Thelin, L. (2011). An investigation of the human resource practices in hotels
in Sweden. [unpublished paper] Hogskolan Dalarna, Sweden.