Personnel management in hotels — some empirical observations

Kelliher, Clare; Johnson, Keith

doi:10.1016/0278-4319(87)90023-5

Cited by 35 publications

(25 citation statements)

References 3 publications

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“…Accounts of the industry have typically reported poor practice and a lack of interest in HRM among managers (see e.g. Guerrier and Lockwood 1989;Hales 1987;Kelliher and Johnson 1987;Lockwood and Guerrier 1989;Lucas 1995Lucas , 1996Price 1994). Indeed, as recently as 1994, Price (1994: 48) argued that practices in the hotel industry were so far removed from both the`personnel and industrial relations' and the`human resource management' ideal types that neither model should be used to inform research on the industry.…”

Section: The Hotel Industry As a Setting For Hrm Researchmentioning

confidence: 99%

Human Resource Management and Performance in the UK Hotel Industry

Hoque¹

1999

Brit J Industrial Rel

220

212

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This article examines the relationship between human resource management and performance in the UK hotel industry. Using data from over 200 hotels, the results demonstrate, ®rst, that the relationship between HRM and performance is dependent upon the business strategy the hotel is pursuing; second, that hotels pursuing an HRM approach coupled with a quality focus within their business strategy perform best; and, ®nally, that HRM is more likely to contribute to competitive success where it is introduced as an integrated and coherent package, or bundle of practices.

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Section: The Hotel Industry As a Setting For Hrm Researchmentioning

confidence: 99%

Human Resource Management and Performance in the UK Hotel Industry

Hoque¹

1999

Brit J Industrial Rel

220

212

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“…These studies aim to show the relevance of specific functions to career development and illustrate how individuals are mobile and use different functions to develop their skills. For example, Kelliher and Johnson (1987) examine the role of the personnel function, Plunket and Berger (1984) explore the sales and marketing function, and the housekeeping function is examined by Rutherford and Schill (1984). Each of these studies outline the nature of the skills that are developed in these specific functions.…”

Section: Career Mobilitymentioning

confidence: 99%

The career paths of hotel general managers in Mauritius

Ladkin

Juwaheer²

2000

International Journal of Contemporary Hospitality Management

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“…Many empirical studies illustrate the poor conditions of employment in the tourism and hospitality sector, suggesting that there is little adoption of an HRM philosophy in hotels and providing little evidence of human resources being seen as a source of competitive advantage (Kelliher and Johnson, 1997;Kelliher and Perrent, 2001;McGunnigle and Jameson, 2000;Wilton, 2008;Smith et al, 2011). By countries, the United Kingdom is one of the most studied cases.…”

Section: Hrm In the Hotel Industrymentioning

confidence: 98%