Personnel management in hotels—an update: a move to human resource management?

Employment, flexibility and labour market practices of domestic and MNC chain luxury hotels in Australia: Where has accountability gone?

“…Kelliher and Johnson (1997) observe that in relation to the experience of UK hotels at least, 'there is scant evidence of any real shift towards a model of HRM in hotels' (p. 330). These conclusions seem apt at least here.…”

“…Our understanding of HRM practice in large domestic and MNC hotels remains limited to a handful of studies conducted over the past decade (e.g., in New Zealand: Haynes and Fryer, 1999;in Australia: Timo, 1999;Timo and Davidson, 2002;Knox, 2002; and in the United Kingdom: Price, 1994;Harrington and Akehurst, 1996;Lucas, 1996;Kelliher and Johnson, 1997;Hoque 1999Hoque , 2000McGunnigle and Jameson, 2000). Hotel employment is often portrayed as the archetype of a 'flexible and precarious' form of labour engagement (Guerrier and Lockwood, 1989;Lucas, 1996;Timo, 1999), with internal and external labour markets much more porous than previously thought (Price, 1994;Deery and Jago, 2002).…”

Conceptual model for analysing management development in the hospitality industry: A UK perspective

“…The extent to which companies prioritise MD also receives little attention from hospitality researchers, although in practice there is some evidence that MD is given priority in times of financial success, but given less priority in times of economic recession (Baum, 2006). Research examining HR practices in the hospitality industry have reported these as largely lacking in sophistication (Brown and Crossman, 2000;Kelliher and Johnson, 1997;Price, 1994). Although Hoque (1999) argues that there is an increased level of HRM practices within large UK hotels, and Kelliher and Johnson (1997) report some change, the over-arching evidence from research into the management of employees is that it is typically ad hoc and reactive (Brown and Crossman, 2000).…”

Economic Determinism and Human Resource Management Practice in the Hospitality and Tourism Industry

“…In truth, the small unit structure of many of these industries creates a style of management which is good at improvisation, but the distinction between flexibility and mere coping is a concern (Riley and Lockwood, 1997). Such is the pervasiveness of managerial improvisation that it has been shown to upset predictions about the relationship between minimum wage legislation and employment levels in the restaurant industry (Alpert, 1986) Although there are reports of HRM in the industry moving away from what might be called 'traditional personnel management', the evidence is limited and whatever is being done is not reflected in progress in securing more stable conditions in which to develop a flexible, qualityoriented workforce (Kelliher and Johnson, 1997). The strengthening of internal labour markets is nowhere in evidence.…”