Human resource management in the Bulgarian hotel industry: from command to empowerment?

New approaches to HRM in the UK hotel industry

“…The results so far endorse the positive conclusions of the more recent research conducted by Anastassova and Purcell (1995), Buick and Muthu (1997), Gilbert and Guerrier (1997), Harrington and Akehurst (1996) and Watson and D'Annunzio-Green (1996). The evidence would seem to con¯ict with Lucas's claims that `a strategic approach to managing employee relations, expressed through an HRM strategy, is unlikely to be a prominent feature' (Lucas, 1995: 28).…”

New approaches to HRM in the UK hotel industry

“…The results so far endorse the positive conclusions of the more recent research conducted by Anastassova and Purcell (1995), Buick and Muthu (1997), Gilbert and Guerrier (1997), Harrington and Akehurst (1996) and Watson and D'Annunzio-Green (1996). The evidence would seem to con¯ict with Lucas's claims that `a strategic approach to managing employee relations, expressed through an HRM strategy, is unlikely to be a prominent feature' (Lucas, 1995: 28).…”

From public to private: Has employment practice changed in Bulgarian hotels?

“…In contrast with earlier findings reporting the lack of strategic management and the development of more modern techniques for managing labour (Anastassova and Purcell, 1995;Minkovski, , 2002a there is widespread recognition of the need for greater strategic orientation and change because HR strategy is perceived as important. HRM is taken more seriously in that managers state they are taking a more professional and quality enhancing approach and place greater focus on service quality (Hoque, 1999;Alleyne et al, 2006).…”

“…Observed discrepancies between HRM rhetoric and practice highlighted in our study suggest that expectations grounded in assumptions that HRM in Bulgaria should become more 'western' (Anastassova and Purcell, 1995;Vatchkova, 2000;Vachkova and Gaidarov, 2001;Minkovski, 2002a,b) may be misplaced. The position of HRM is emerging but remains somewhat blurred or confused by the different cultural and economic background from that in which the Anglo-Saxon HRM models have been implemented .…”

Approaches to HRM in the Barbados hotel industry

“…Forte Hotel Group, Erstad, 2001; Fivestar Hotel, Haynes and Fryer, 2000). Several other studies conducted in the hospitality industry support this and have highlighted good HRM practices of appraisal systems, training, top quality management, empowerment, team working and a shift from an autocratic to a more consultative management style (Watson and D'Annunzio‐Green, 1996; Anastassova and Purcell, 1995; Buick and Muthu, 1997). Set against this positive impact, the management of people in hotels and catering in the UK has traditionally been regarded as poor, with considerable evidence of low employee discretion, low pay, an autocratic management style with no consultation, unsocial hours of work and poorly rewarded work (Price, 1994; Lucas, 1996; Haynes and Fryer, 1999).…”

New approaches to HRM in the UK hotel industry

“…The results so far endorse the positive conclusions of the more recent research conducted by Anastassova and Purcell (1995), Buick and Muthu (1997), Gilbert and Guerrier (1997), Harrington and Akehurst (1996) and Watson and D'Annunzio-Green (1996). The evidence would seem to con¯ict with Lucas's claims that `a strategic approach to managing employee relations, expressed through an HRM strategy, is unlikely to be a prominent feature' (Lucas, 1995: 28).…”

From public to private: Has employment practice changed in Bulgarian hotels?

“…In contrast with earlier findings reporting the lack of strategic management and the development of more modern techniques for managing labour (Anastassova and Purcell, 1995;Minkovski, , 2002a there is widespread recognition of the need for greater strategic orientation and change because HR strategy is perceived as important. HRM is taken more seriously in that managers state they are taking a more professional and quality enhancing approach and place greater focus on service quality (Hoque, 1999;Alleyne et al, 2006).…”

“…Observed discrepancies between HRM rhetoric and practice highlighted in our study suggest that expectations grounded in assumptions that HRM in Bulgaria should become more 'western' (Anastassova and Purcell, 1995;Vatchkova, 2000;Vachkova and Gaidarov, 2001;Minkovski, 2002a,b) may be misplaced. The position of HRM is emerging but remains somewhat blurred or confused by the different cultural and economic background from that in which the Anglo-Saxon HRM models have been implemented .…”

Approaches to HRM in the Barbados hotel industry

“…Forte Hotel Group, Erstad, 2001; Fivestar Hotel, Haynes and Fryer, 2000). Several other studies conducted in the hospitality industry support this and have highlighted good HRM practices of appraisal systems, training, top quality management, empowerment, team working and a shift from an autocratic to a more consultative management style (Watson and D'Annunzio‐Green, 1996; Anastassova and Purcell, 1995; Buick and Muthu, 1997). Set against this positive impact, the management of people in hotels and catering in the UK has traditionally been regarded as poor, with considerable evidence of low employee discretion, low pay, an autocratic management style with no consultation, unsocial hours of work and poorly rewarded work (Price, 1994; Lucas, 1996; Haynes and Fryer, 1999).…”

New approaches to HRM in the UK hotel industry

“…The results so far endorse the positive conclusions of the more recent research conducted by Anastassova and Purcell (1995), Buick and Muthu (1997), Gilbert and Guerrier (1997), Harrington and Akehurst (1996) and Watson and D'Annunzio-Green (1996). The evidence would seem to con¯ict with Lucas's claims that `a strategic approach to managing employee relations, expressed through an HRM strategy, is unlikely to be a prominent feature' (Lucas, 1995: 28).…”

From public to private: Has employment practice changed in Bulgarian hotels?

“…In contrast with earlier findings reporting the lack of strategic management and the development of more modern techniques for managing labour (Anastassova and Purcell, 1995;Minkovski, , 2002a there is widespread recognition of the need for greater strategic orientation and change because HR strategy is perceived as important. HRM is taken more seriously in that managers state they are taking a more professional and quality enhancing approach and place greater focus on service quality (Hoque, 1999;Alleyne et al, 2006).…”

“…Observed discrepancies between HRM rhetoric and practice highlighted in our study suggest that expectations grounded in assumptions that HRM in Bulgaria should become more 'western' (Anastassova and Purcell, 1995;Vatchkova, 2000;Vachkova and Gaidarov, 2001;Minkovski, 2002a,b) may be misplaced. The position of HRM is emerging but remains somewhat blurred or confused by the different cultural and economic background from that in which the Anglo-Saxon HRM models have been implemented .…”

Approaches to HRM in the Barbados hotel industry

“…Forte Hotel Group, Erstad, 2001; Fivestar Hotel, Haynes and Fryer, 2000). Several other studies conducted in the hospitality industry support this and have highlighted good HRM practices of appraisal systems, training, top quality management, empowerment, team working and a shift from an autocratic to a more consultative management style (Watson and D'Annunzio‐Green, 1996; Anastassova and Purcell, 1995; Buick and Muthu, 1997). Set against this positive impact, the management of people in hotels and catering in the UK has traditionally been regarded as poor, with considerable evidence of low employee discretion, low pay, an autocratic management style with no consultation, unsocial hours of work and poorly rewarded work (Price, 1994; Lucas, 1996; Haynes and Fryer, 1999).…”