Human Resource Practices System Differentiation: A Hotel Industry Study

Ahmad, Rozila; Solnet, David; Scott, Noel

doi:10.1375/jhtm.17.1.72

Cited by 21 publications

(22 citation statements)

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“…This research employs the qualitative research methodology, the philosophy of which is appropriated for investigating issues that are dynamic and contemporary (Perry, 2001;Dul & Hak, 2008;Ahmad et al, 2010). In this study, a combination of qualitative approaches and survey data collection will be carried out at SPH in Nakhon Pathom, Thailand via the primary data source.…”

Section: Methodsmentioning

confidence: 99%

“…Operating with 43 rooms, SPH shares a similar Human Resource Management (HRM) strategy as a small-to medium-scale hotel in terms of recruiting, training, and motivating people. Smaller size hotels usually have to employ staff who have limited qualifications (Ahmad, Solnet, & Scott, 2010;Young-Thelin et al, 2012) compared with the top hotel brands. However, in contrast to the small-to medium-scale hotels, which experience high staff turnover, SPH turnover rate is considered not significant due to the job security that the organization provides along with the high reputation of its parent institute.…”

Section: Sph and Challenges On The Two-role-facetmentioning

confidence: 99%

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Increasing Performance of the Two-Role Work Strategy: A Study of the International College Hotel and Training Center in Thailand

Dhevabanchachai¹,

Wattanacharoensil²

2013

IES

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This research paper aims to identify the factors that will increase the performance and professionalism of the associates by using the study of the Salaya Pavilion Hotel Training Center (SPH) in Thailand as a case sample. In the study, staffs with two roles, called associates, were assessed for their job performance and motivation. Employing qualitative methodology, the assessment of associate performance was conducted with the three key stakeholders: hotel guests, intern students, and the General Manager. Furthermore, the semi-structural in-depth interviews were conducted with the associates via content analysis to reveal how they perceive their current roles and identify their motivation factors to conduct and fulfill the role effectively, by using Herzberg motivation theory as a guideline. The finding indicates that all the motivation factors of Herzberg were fulfilled in SPH. However, other important elements were found to motivate associates. Pride, which is regarded as an intrinsic factor; and the challenges from working with Generation Y students, which is an extrinsic factor, have pushed associates to strive for better performance, even though certain shortfalls remain encountered. Strategies addressing the shortfalls of performance based on the findings are proposed in the recommendation. The contributions of this study can provide insights to other hotel training centers that share similar conditions to SPH.

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Section: Methodsmentioning

confidence: 99%

Section: Sph and Challenges On The Two-role-facetmentioning

confidence: 99%

Increasing Performance of the Two-Role Work Strategy: A Study of the International College Hotel and Training Center in Thailand

Dhevabanchachai¹,

Wattanacharoensil²

2013

IES

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“…The importance of staffing issues in the hospitality industry is driven by the high dependence of hotel performance on its employees (Kusluvan et al, 2010). Empirical studies indicate a wide variety of approaches to the management of human resources (Ahmad et al, 2010;Lockyer & Scholarios, 2004) influenced by the strategic response to the nature of the internal and external environment (Davidson et al, 2006;Wilton, 2006). Companies may adopt strategies of innovation, quality enhancement or cost reduction (Schuler & Jackson, 1987).…”

Section: Staffing Issues In the Hospitality Industrymentioning

confidence: 99%

“…A cost reduction strategy involves producing products and services at the lowest cost. While the long term perspective requires high investment in human resources, a cost reduction approach to hospitality services reduces investment in human resources and results in various problematic staffing issues (Ahmad et al, 2010;Davidson et al, 2006;Kusluvan et al, 2010).…”

Section: Staffing Issues In the Hospitality Industrymentioning

confidence: 99%

“…The importance of human resource management for service quality, customer satisfaction and loyalty, competitive advantage and organizational performance is highlighted in many theories, models and empirical studies (Dimitrov, 2012;Hayes & Ninemeier, 2008;Kusluvan, Kusluvan, Ilhan & Buyruk, 2010;Solnet & Kandampully, 2008). Human resource management policies and practices directly influence employee knowledge, skills, abilities, attitude and behaviour which are crucial for firm specific advantage (Ahmad, Solnet & Scott, 2010;Kusluvan et al, 2010). Human resource practices such as training and career development seek to motivate, satisfy and retain employees (Hemdi, 2006;Whitener, 2001) and hence to result in satisfied and loyal customers (Koys, 2001;Kusluvan et al, 2010).…”

Section: Introductionmentioning

confidence: 99%

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Managing the front office department: staffing issues in Malaysian hotels

Ahmad

Scott

2013

Anatolia

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Managing the front office department: Staffing issues in Malaysian hotels This study examined hotel staffing issues with a focus on the front office department. While there are numerous studies reporting high employee turnover in the hospitality industry few have examined issues that contribute to this turnover or broader related staffing issues. To address this gap, this study conducted semi-structured interviews with fourteen front office managers from hotels with various levels of service in the northern region of Malaysia. Results identified a number of poorly studied issues that contribute to staff turnover. The findings indicate that hotel staff turnover and the consequences for hotel performance are due to a complex series of causal factors. Results may be used by hotel managers in addressing their staffing issues and improving performance.

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