2015
DOI: 10.1016/j.ijhm.2015.07.003
|View full text |Cite
|
Sign up to set email alerts
|

Performance, labour flexibility and migrant workers in hotels: An establishment and departmental level analysis

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
3

Citation Types

0
13
0

Year Published

2016
2016
2023
2023

Publication Types

Select...
9

Relationship

0
9

Authors

Journals

citations
Cited by 19 publications
(13 citation statements)
references
References 69 publications
0
13
0
Order By: Relevance
“…Multiple national and international studies have reported higher prevalence rates of mental health problems (here defined as significant depression and anxiety symptoms) among migrants compared with native-born populations (Meyer, Decker, Tol, Mar, & Robinson, 2016;Arcury, Estrada, & Quandt, 2010;Familiar, Borges, Orozco, & Medina-Mora, 2011;Park & Rubin, 2012;Qiu et al, 2011). Depression and anxiety symptoms are the most commonly reported mental health problems among migrant workers (Bhugra et al, 2014); however, physical health problems, alcohol and drug problems, low quality of life, work performance issues, absenteeism, and various forms of health risk behaviors are also reported (McCoy, Shehadeh, & Rubens, 2016;Yaduma, Williams, Lockwood, & Park, 2015). Moreover, language barriers, low levels of health literacy, and the legal status of migrants have been found to be major barriers to accessing health care services (Meyer et al, 2016;Arcury et al, 2010;Tangcharoensathien, Thwinb, & Patcharanarumol, 2017;Adhikary, Shephard, Keen &, Teijlingen, 2018), potentially escalating mild symptoms to more severe and intrusive symptoms.…”
Section: Introductionmentioning
confidence: 99%
“…Multiple national and international studies have reported higher prevalence rates of mental health problems (here defined as significant depression and anxiety symptoms) among migrants compared with native-born populations (Meyer, Decker, Tol, Mar, & Robinson, 2016;Arcury, Estrada, & Quandt, 2010;Familiar, Borges, Orozco, & Medina-Mora, 2011;Park & Rubin, 2012;Qiu et al, 2011). Depression and anxiety symptoms are the most commonly reported mental health problems among migrant workers (Bhugra et al, 2014); however, physical health problems, alcohol and drug problems, low quality of life, work performance issues, absenteeism, and various forms of health risk behaviors are also reported (McCoy, Shehadeh, & Rubens, 2016;Yaduma, Williams, Lockwood, & Park, 2015). Moreover, language barriers, low levels of health literacy, and the legal status of migrants have been found to be major barriers to accessing health care services (Meyer et al, 2016;Arcury et al, 2010;Tangcharoensathien, Thwinb, & Patcharanarumol, 2017;Adhikary, Shephard, Keen &, Teijlingen, 2018), potentially escalating mild symptoms to more severe and intrusive symptoms.…”
Section: Introductionmentioning
confidence: 99%
“…The first is the utilization of high commitment and/or high performance work systems (HPWS) (Arthur, 1994;Pfeffer, 1994;Sanders et al, 2014) by organizations, whereas the second focuses on the forms of organization that can provide firms with workforce flexibility (Kalleberg, 2001(Kalleberg, , 2003Vela-Jiménez et al, 2014;De Lastra et al, 2014;Natasaputra and Kusumastuti, 2016). Labour flexibility is a very important topic in every organization, but even more so within highly labour-intensive sectors strongly affected by seasonality, as is the case of the hotel industry (Knox and Walsh, 2005;Hoque, 2013;Duncan et al, 2013;Yaduma et al, 2015).…”
Section: Introductionmentioning
confidence: 99%
“…The hotel industry has always shown a special concern for labour flexibility and its repercussions on productivity; although most studies have focused on numerical flexibility and its benefits (Lucas, 1995;Hoque, 2013;Yaduma et al, 2015). Adding the fact that a labour surplus exists in this industry, it comes as no surprise to find that numerical flexibilityalong with the people management approach (Marco-Lajara and Úbeda-García, 2013)have traditionally been the formulas preferred by HR management in this sector.…”
mentioning
confidence: 99%
“…While it has been associated with some undesirable outcomes, such as higher employee anxiety and poorer quality of work (e.g., Bates, 2013; O'Connor and Dugan, 2017), evidence for this has largely been anecdotal. A notable exception is the study by Yaduma et al (2015), who found that functional flexibility in departments within hotels was negatively related to departmental financial performance, operationalized as revenue per unit labor cost. Specifically, the more hours spent by employees in interdepartmental transfers, the lower the revenue of the employee's home department.…”
mentioning
confidence: 99%