Some social and historical perspectives on unionization in the U.K. hotel industry

Entrance into Tourism Entrepreneurship: A UK Case Study

“…Interestingly, there was little evidence for using savings from previous tourism jobs. This contradicts the general wisdom of the tendency of some catering workers to become tourism entrepreneurs (Riley, 1986). The importance attached to capital from a previous non-tourism business is in line with findings from the mobility data which reveals that 20 per cent of respondents had a business outside tourism.…”

Entrance into Tourism Entrepreneurship: A UK Case Study

“…Interestingly, there was little evidence for using savings from previous tourism jobs. This contradicts the general wisdom of the tendency of some catering workers to become tourism entrepreneurs (Riley, 1986). The importance attached to capital from a previous non-tourism business is in line with findings from the mobility data which reveals that 20 per cent of respondents had a business outside tourism.…”

Unionisation in the Dublin hotel industry

“…Where unionisation in the UK hotel industry has occurred it has had to confront some of these structural barriers. A number of authors (Airey and Chopping, 1980;Riley, 1985) have pointed out that the experience, orientation and structure of traditional unions operating in hotels in the 1970s and 1980s did not match the needs of the industry as their base lay amongst skilled workers in large-scale manufacturing units.…”

“…As Cobble (1991) poses in relation to the USA hotel and catering industry, what sort of union appeals to a workforce, employed in decentralised service operations rather than large scale goods production, and ªcasualisedº with only marginal attachment to an individual employer' (p. 420)? In addition, unions in the past have been more accustomed to organising within a production led rather than a predominantly service led environment (Riley, 1985). An analysis therefore of the branch's structure and nature of representation allows us to see more clearly the interrelationship between the industry, the level of activity of the union and its individual members.…”

Changing Patterns of HRM and Employment Relations in New Zealand: The Large Hotel Industry

“…A number of factors associated with low density are very much in evidence: high labour turnover, irregular hours, and a high proportion of casual and part-time staff. Other, non-structural factors advanced elsewhere to explain the traditionally low levels of density in the hospitality industry are also to be found: the service ethos, employer hostility, proximity to guests and management, and informal rewards (Macaulay & Wood, 1992;Wood, 1992;Lucas, 1991;Riley, 1985).…”

Entrance into Tourism Entrepreneurship: A UK Case Study

“…Interestingly, there was little evidence for using savings from previous tourism jobs. This contradicts the general wisdom of the tendency of some catering workers to become tourism entrepreneurs (Riley, 1986). The importance attached to capital from a previous non-tourism business is in line with findings from the mobility data which reveals that 20 per cent of respondents had a business outside tourism.…”

Unionisation in the Dublin hotel industry

“…Where unionisation in the UK hotel industry has occurred it has had to confront some of these structural barriers. A number of authors (Airey and Chopping, 1980;Riley, 1985) have pointed out that the experience, orientation and structure of traditional unions operating in hotels in the 1970s and 1980s did not match the needs of the industry as their base lay amongst skilled workers in large-scale manufacturing units.…”

“…As Cobble (1991) poses in relation to the USA hotel and catering industry, what sort of union appeals to a workforce, employed in decentralised service operations rather than large scale goods production, and ªcasualisedº with only marginal attachment to an individual employer' (p. 420)? In addition, unions in the past have been more accustomed to organising within a production led rather than a predominantly service led environment (Riley, 1985). An analysis therefore of the branch's structure and nature of representation allows us to see more clearly the interrelationship between the industry, the level of activity of the union and its individual members.…”

Changing Patterns of HRM and Employment Relations in New Zealand: The Large Hotel Industry

“…A number of factors associated with low density are very much in evidence: high labour turnover, irregular hours, and a high proportion of casual and part-time staff. Other, non-structural factors advanced elsewhere to explain the traditionally low levels of density in the hospitality industry are also to be found: the service ethos, employer hostility, proximity to guests and management, and informal rewards (Macaulay & Wood, 1992;Wood, 1992;Lucas, 1991;Riley, 1985).…”

Entrance into Tourism Entrepreneurship: A UK Case Study

“…Interestingly, there was little evidence for using savings from previous tourism jobs. This contradicts the general wisdom of the tendency of some catering workers to become tourism entrepreneurs (Riley, 1986). The importance attached to capital from a previous non-tourism business is in line with findings from the mobility data which reveals that 20 per cent of respondents had a business outside tourism.…”

Unionisation in the Dublin hotel industry

“…Where unionisation in the UK hotel industry has occurred it has had to confront some of these structural barriers. A number of authors (Airey and Chopping, 1980;Riley, 1985) have pointed out that the experience, orientation and structure of traditional unions operating in hotels in the 1970s and 1980s did not match the needs of the industry as their base lay amongst skilled workers in large-scale manufacturing units.…”

“…As Cobble (1991) poses in relation to the USA hotel and catering industry, what sort of union appeals to a workforce, employed in decentralised service operations rather than large scale goods production, and ªcasualisedº with only marginal attachment to an individual employer' (p. 420)? In addition, unions in the past have been more accustomed to organising within a production led rather than a predominantly service led environment (Riley, 1985). An analysis therefore of the branch's structure and nature of representation allows us to see more clearly the interrelationship between the industry, the level of activity of the union and its individual members.…”

Changing Patterns of HRM and Employment Relations in New Zealand: The Large Hotel Industry

“…A number of factors associated with low density are very much in evidence: high labour turnover, irregular hours, and a high proportion of casual and part-time staff. Other, non-structural factors advanced elsewhere to explain the traditionally low levels of density in the hospitality industry are also to be found: the service ethos, employer hostility, proximity to guests and management, and informal rewards (Macaulay & Wood, 1992;Wood, 1992;Lucas, 1991;Riley, 1985).…”