Hotel Recruitment and Selection Practices: The Case of the Greek Hotel Industry

Chytiri, Alexandra-Paraskevi; Filippaios, Fragkiskos; Chytiris, Leonidas

doi:10.33844/ijol.2018.60465

Cited by 14 publications

(11 citation statements)

References 47 publications

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“…All of the employees who have less or no qualifications and are working in this industry based on their extensive experience are loyal to the organization and do not want to leave, but most of the newly hired employees who join this industry leave after 6 months (approximately) and start looking for better opportunities. This shows that these organizations should consider compensation as the most important factor in the recruitment process, and for employee retention; on the other hand, salary is an important factor only at the beginning [82,83]. After some time, employees consider other factors as well, such as career development, the working environment, opportunities for growth, and learning and development.…”

Section: Discussionmentioning

confidence: 99%

Challenges and Strategies for Employee Retention in the Hospitality Industry: A Review

et al. 2022

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Despite the issues that the hospitality industry encounters in retaining talented employees, little attention has been paid to the development of retention strategies, resulting in poor organizational performance and sustainable growth. The current study, therefore, aims to review and discuss the employee retention strategies in the hospitality industry in order to keep talented employees for a longer period of time. The study is based on past literature and peer-reviewed articles published between 2010 and 2020. The databases Web Knowledge, Emerald, Google Scholar, and Science Direct were used to find the relevant papers using the key words such as “Hospitality Industry”, “employee retention”, “employee turnover”, and “employees”. The findings of this study suggest that employee retention is contingent on employee satisfaction, which is comprised of four factors: sustainable positive work environment; sustainable growth opportunities; sustainable & effective communication; and sustainable & effective recruitment and selection practices. The paper contributes to a comprehensive review of the literature on employee retention strategies in the hospitality context. The study proposes a model for the hospitality industry to revamp its recruitment and selection practices in order to retain its employees. Furthermore, the study provides a focused directions that will aid in the establishment of employee retention strategies and practices. It was concluded that satisfied employees are less likely to leave their current job, while unsatisfied employees are expected to leave their current job for a better career opportunity. Managerial implications were also discussed.

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Section: Discussionmentioning

confidence: 99%

Challenges and Strategies for Employee Retention in the Hospitality Industry: A Review

et al. 2022

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“…The selection tools have to be customised to the needs of each particular hotel (Basak and Khanna, 2017). The interview appears to be the most-used selection tool in hotels (Chytiri et al, 2018). However, Su et al (2015) asserted that many studies have stated the limitations of the interview.…”

Section: Employee Selection Challenges and Methodsmentioning

confidence: 99%

An Evaluation of the Relationship Between Human Resource Practices and Service Quality: An Empirical Investigation in the Canadian Hotel Industry

Khassawneh

Mohammad

2021

Journal of Business Strategy, Finance and Management

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Human resource (HR) practices have been recognised as a key function in enhancing organisational productivity and competitive advantage. It has been noted that most studies that are based on the relationship between HR practices and performance indicators (e.g., service quality) in hotels hide an important element that tells hoteliers which factors to concentrate on in cases of poor performance. Our study aimed to examine the influence of HR practices on service quality in the Canadian hotel industry. This study seeks to investigate how HR practices (recruitment and selection, training, rewards and incentives, and internal career opportunities) help to improve the service quality. We used a qualitative method by establishing three sets of semi-structured interviews to obtain data from the top to the bottom of the hierarchy within hotels. We found that HR practices help in delivering high service quality. A key contribution of this study that it offers a workable definition of service quality and then a robust model for the relationship between HR practices and service quality that contributes to enhance knowledge of the causal relationship between them. In addition, our study contributes by identifying which HR practices a hotel could adopt to gain a service quality advantage in the marketplace. The data gathered for the proposed study may limit the findings' applicability to independent hotels that are not affiliated with international hotel chains. However, because of the low number of empirical research and the need to get a deeper knowledge of the link between HR practices and service quality, generalisation of the findings from the current descriptive-qualitative study is not a concern. Further research may include some control and context variables (e.g., hotel ownership type, position level, gender) that we did not include in this investigation. In addition, in the future, we recommend using mixed method (quantitative and qualitative) in order to come up with more generalisable results.

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“…Recruitment and selection are a set of activities designed to recognize and attract potential workforce while the selection is also set of pre-defined activities through which the best possible resource for the job is selected and appointed on the job (Chytiri, Filippaios, & Chytiris, 2018). Training and development programs are designed by human resource managers to provide the knowledge, skills and abilities about the responsibilities.…”

Section: Literature Review Hr Bundlesmentioning

confidence: 99%

Achieving Organizational Innovation Through HR bundling: A Contingency and Contextual Perspective in the Oil Marketing Sector of Pakistan

Sohail¹,

Akhtar²

2020

GSSR

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This paper empirically investigates the impact of the HR bundle on organizational innovation with the mediation effect of talent management in the oil marketing sector of Pakistan. The paper undertakes the quantitative analysis through a stratified random sample of 250 respondents, which undergone through various statistical analysis techniques. Finding depicts the positive significant relation of HR bundle on organizational innovation with the mediation effect of talent management. The findings allow managers to attain organizational innovation by contextual and contingency base HR bundling and talent management. The results contribute to the selection of relevant bundle that enables them to be innovative in the oil marketing sector of Pakistan. The major limitation of the paper is, it only considers the oil marketing sector but providing the theoretical foundation for future researches in another sector as well.

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Hotel Recruitment and Selection Practices: The Case of the Greek Hotel Industry

Cited by 14 publications

References 47 publications

Challenges and Strategies for Employee Retention in the Hospitality Industry: A Review

Challenges and Strategies for Employee Retention in the Hospitality Industry: A Review

An Evaluation of the Relationship Between Human Resource Practices and Service Quality: An Empirical Investigation in the Canadian Hotel Industry

Achieving Organizational Innovation Through HR bundling: A Contingency and Contextual Perspective in the Oil Marketing Sector of Pakistan

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