CSR-based model for HRM in tourism and hospitality

Abstract

Purpose -The purpose of this paper is to establish a new model of managing human resources in the service industry. The authors aim to raise awareness of the failing effects of human resource management (HRM) so far and indicate possible solutions to long-lasting labour issues. Design/methodology/approach -The authors aim to outgrow the current personnel management concepts by approaching the employment management problem requisitely holistically. By combining the concepts of systems thinking, requisite well-being and social responsibility, the authors aim to introduce a new model for managing human resources. An analysis of the relevant HRM models and a perusal of identified issues concerning labour enabled the development of the new HRM model. Findings -Under-investment in human capital in service industries has resulted in high staff turnover and negative attitudes towards service occupations. Recognition of the need for an improved approach to human resources management brings about substantial changes in the strategic management both on the industry-and the organizational levels.Research limitations/implications -Research is theoretical with indirect empirical impact. The proposed model will meet the requirements of systems thinking principles as well as socially responsible corporate behaviour. Practical implications -Improved understanding that human talent and their well-being should be in the centre of business strategies. Originality/value -The value of the paper is in the raised awareness of the need for more innovative and flexible labour market policies. The proposed model is in accordance with the formal corporate pledge to act socially responsible and can be applied in tourism and hospitality organizations.

An Analysis of the Corporate Social Responsibility and the Industry 4.0 with Focus on the Youth Generation: A Sustainable Human Resource Management Framework

“…The section shows two proposals that were developed through the literature review. The topics of hospitality [53][54][55], information technology [35,56,57], and health [35,50,58] were highlighted in at least three of the major search equations. The digital era and the 21st century have been the subject of studies as well as educational programs involving the information technology field.…”

Talent management in hospitality and tourism: a systematic literature review and research agenda

“…Talent management is an organisational mindset that seeks to assure that the supply of talent is available to align the right people with the right jobs at the right time, based on strategic business objectives." (Baum, 2008, p. 720) Deery and Jago (2015), DiPietro et al (2019); Guzeller and Celiker (2019), Rok and Mulej (2014) "Activities and processes that involve the systematic identification of key positions which differentially contribute to the organisation's sustainable competitive advantage, the development of a talent pool of high potential and high performing incumbents to fill these roles and the development of a differentiated human resource architecture to facilitate filling these positions with competent incumbents and to ensure their continued commitment to the organisation." (Collings and Mellahi, 2009, p. 205) Baum ( 2019), Bratton and Watson (2018) "Systematic utilisation of human resource management (HRM) activities to attract, identify, develop and retain individuals who are considered to be 'talented' (in practice, this often means the high-potential employees, the strategically important employees, or employees in key positions)."…”

National Vocational Qualifications in the Tourism and Hospitality Industry of Slovenia

“…Although the growth of the tourism sector has been constantly accompanied by the demand for the qualified workforce, the lack of unskilled and skilled workers persists. As a highly labour intensive industry THI depends on the good quality personnel in order to perform good quality service (Rok and Mulej, 2014). Moreover, providing high-quality service to customers requires competent, motivated and devoted employees.…”