Human resource development in the Irish hotel industry: the case of the small firm

Abstract

Presents an examination of human resource development (HRD) in the Irish hotel industry and focuses primarily on the case of the small firm as part of a larger study examining best practice HRD within the Irish hotel sector. HR utilisation has clearly become a critical feature for those firms where HRs are potential assets in the search for competitive advantage; this is particularly pertinent for the hotel industry. Almost every hotel firm claims to be people‐oriented and to believe in HRD. In practice, however, a much smaller number follow through on these claims. All in all, it is clear that many employers in the hotel industry still have to be convinced of the benefits to be derived from HRD. Current research suggests that small hotel firms tend to favour informal training methods and usually value training which is specific to the job in question. In addition, HRD activity is almost exclusively directed at the solution of immediate work problems rather than the long‐term development of people. Where a more strategic HRD approach is adopted, the most significant driving force is the importance placed on training and learning by owner‐managers. Their positive attitude and belief in staff development is a key feature. Concludes that until the connection between sound HR practices and organisational success is firmly rooted in the mindset of the hotel industry, HRD will not gain the status it deserves.

Human resource development in the hotel industry of Mauritius: myth or reality?

“…HRD also plays an important role in improving employees' attitude, teamwork, selfawareness, and job satisfaction (Roel & Swerdlow, 1999), resulting in improved competitiveness (Frabotta, 2000;Davies, Taylor & Savery, 2001;Nolan, 2002). However, these outcomes can be readily observed if a capability-driven HRD approach is adopted, in which human behaviour is perceived as a critical source of sustained competitive advantage (Luoma, 2000).…”

“…However, in the hospitality sector, HRD is almost exclusively related with provision of solutions for immediate work problems rather than the long-term development of people and the creation of a learning organisation (Nolan, 2002). As a result, this can explain differences in outcome associated with HRD practices in the hospitality sector and manufacturing firms.…”

“…Generally, hotels tend to be people oriented and believe in HRD practices (Nolan, 2002). The value of HRD in the hospitality industry is closely associated with the positive outcomes it generates for the organization.…”

“…For example, Chand and Katou (2007) showed a positive and high correlation between staff training and development (induction and needs based training) and good service quality in the Indian hotel industry. However, this link between staff training and increased productivity and service quality may not always be clear (Nolan, 2002) given that such consequences of training may only materialise over a number of years while the cost of staff training and development has to be justified on a yearly basis.…”

“…(Nolan, 2002;Davidson, McPhail & Barry, 2011;Kalargyrou & Woods, 2011) mostly focus on three aspects of HRD: i) the identification of core competencies required to meet present and future needs of the organization; ii) selection of the best delivery systems to enhance HR competencies; and iii) the management and delivery of training activities. Nolan (2002) notes the ad-hoc and reactive nature of HRD in the hospitality industry. Luoma (2000) describes this occurrence as 'need-driven' HRD -developmental activities are launched when a performance gap or training need is identified (see Table 1).…”