Human Resource Management and Performance in the UK Hotel Industry

Hoque, Kim

doi:10.1111/1467-8543.00135

Cited by 220 publications

(229 citation statements)

References 25 publications

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“…Guest et al, 2003;Wood and de Menezes, 2008). Other aspects of job security, such as the expectation that all employees will stay until retirement, are important elements of previous studies and can indicate the presence of internal labour markets (Hoque, 1999;Mackay and Boxall, 2007). Whilst this variable here is statistically significant and associated with lower quit rates, the broader model, of which it forms a part, is not a good fit for the data.…”

Section: Quit Ratesmentioning

confidence: 99%

“…Overall, there is evidence from developed countries to support a link between highperformance HR practices and beneficial workplace outcomes (Combs et al, 2006;Guthrie et al, 2009;Hoque, 1999;Huselid, 1995;Ichniowski et al, 1997;Koch and McGrath, 1996;Wood and de Menezes, 2008). However, the majority of the extant research has been conducted on firms or establishments in developed economies, often the US (Tüselmann et al, 2007).…”

Section: Literature Reviewmentioning

confidence: 99%

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High performance HRM and establishment performance in Pakistan: an empirical analysis

Ahmad

Allen

2015

Employee Relations

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Purpose: Despite a growing literature on human resource management in emerging economies, evidence from Pakistan is limited. There is scant information on both the HR practices that indigenous workplaces adopt and their associations with HR-related outcomes.This paper fills that gap by examining whether universalistic assumptions about the applicability of 'high performance' HR practices are valid in Pakistan, a country with religious values and organizational traditions that differ to those in the West.Design/methodology/approach: This study draws on the, to date, most comprehensive survey of indigenous establishments in Pakistan. The data were analysed using logistic regressions.Findings: Workplaces, in general, adopt several 'high performance' HR practices, such as extensive training, career breaks, rigorous pre-employment candidate assessment, and the sharing of strategic information with employees. Attitude surveys and the provision of training in a variety of jobs to non-managerial employees are consistently associated with better HR-related outcomes (absenteeism, quit rates, and labour productivity). Overall, the paper finds some limited support for the applicability and efficacy of high-performance HRM practices in Pakistan. Such practices conform to Islamic principles. The results also indicate, however, that cultural traits play a role in how those practices are implemented. Existing research either focuses on a relatively small number of firms, assesses HR in MNC subsidiaries, or examines a limited range of HR practices. Understanding the HR practices that are (and are not) adopted and their associations with performance outcomes will not just enhance our knowledge of HR in emerging economies, but also provide insights into how establishment performance and economic growth rates might be improved.

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Section: Quit Ratesmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

High performance HRM and establishment performance in Pakistan: an empirical analysis

Ahmad

Allen

2015

Employee Relations

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“…Firms have used human resource practices to achieve their performance, particularly in relation to retention. The impact that human resource practices have on firm performance are apparent, as many researchers have shown in their studies from the United States and Europe [1], [2] to Asia [3], [4] and Africa [5]. Human resource management practices consist of many policies and practices that are used by managers to recruit, select, develop, utilize, reward, and maximize the potential of human resources in organizations [6].…”

Section: A Human Resource Management Systemmentioning

confidence: 99%

HRM Practices and Employee Retention in Thailand—A Literature Review

Tangthong¹,

Trimetsoontorn²,

Rojniruntikul³

2014

IJTEF

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Abstract-An empirical study is conducted to investigate the effects of HRM practices on employee retention in Thailand's FDI manufacturing industry. HRM practices that will be covered in this research consist of compensation & benefits management and reward system, and training & development. HR Intervening, which acts as the mediating variable, will be employee engagement. As the dependent variable and an observed variable, is employee retention. Thus, the conceptual model created for this study will comprise of two independent variables, one mediating variable and one dependent variable. A total of 5 theoretically-based hypotheses are developed, indicating possible positive and negative relationships among the variables of the model. Input consists of 400 top management, human resources managers/leaders and line managers of Thailand FDI's key industrial zone in Rayong province. The proposed model is empirically tested by using AMOS of a Path Analysis modeling approach. It is hoped that this study will help both academics and those managing human resource to realize, understand and see the influence of HRM practices and employee retention.need to be provided with training & development to develop their skills and perform better at work. Training and development can lead to superior knowledge, skills, abilities, attitudes, and behavior of employees, thereby enhancing excellent financial and non-financial performance of the organizations [10]. As for firm performance, employee retention is chosen as the observed variable since previous studies have shown how it has been related to effectiveness as a human resource outcome [11]. While there have been many studies on the relationship between human resource practices and firm performance, there are also studies that have managed to identify other factors that could have an impact on the relationship between HRM practices and organizational performance [12]. These factors are the HR Intervening, which mediate the relationship between HRM practices and firm performance. Employee engagement is chosen as the HR Intervening in this study, so as to gain a better understanding of the nature and the impact that employee engagement has on compensation & benefits management and reward system, and training & development as the two HRM practices, and employee retention, as the observed variable of firm performance. Thus, by understanding the relationship between HRM practices and firm performance, it would serve as a platform for managers in organizations by assisting them to achieve better performance. II. LITERATURE REVIEW AND HYPOTHESESThis section will focus on prior literature involving HRM practices and their interactions with employee engagement and employee retention as well as the literature surrounding the hypotheses that have been formulated for this study. It will focus, in particular, on the relationships between compensation & benefits management and reward system, and training & development as the two HRM practices, employee engagement as the HR Intervening and e...

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“…Following this approach, we evaluated internal flexibility with an indicator used by Hoque (1999) to measure workforce skill in moving between tasks and jobs. For external flexibility, following Cappelli and Neumark (2004), we analyse external flexibility as the result of the external churning of employees.…”

Section: Methodsmentioning

confidence: 99%

Does quality management drive labour flexibility?

Tena

Llusar

Roca‐Puig

et al. 2012

Total Quality Management & Business Excellence

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This study aims to shed light on the contribution of quality management (QM) to labour flexibility by analysing the influence that QM has on internal and external labour flexibility. The study presents pioneer research in the empirical analysis of how QM impacts on labour flexibility. The hypotheses put forward are tested in an empirical study carried out on a sample of Spanish service companies. Structural equation modelling was used to analyse the data. The results indicate that QM is shown to have a positive effect on internal flexibility, as it promotes training or job enrichment. However, QM fosters job security with a negative effect on external flexibility.

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Human Resource Management and Performance in the UK Hotel Industry

Cited by 220 publications

References 25 publications

High performance HRM and establishment performance in Pakistan: an empirical analysis

High performance HRM and establishment performance in Pakistan: an empirical analysis

HRM Practices and Employee Retention in Thailand—A Literature Review

Does quality management drive labour flexibility?

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