Strategic human resources management research in hospitality and tourism

Abstract

Purpose The purpose of this paper is to provide a review of the strategic human resources management (HRM) literature from the points of view of both general management and hospitality and tourism. Design/methodology/approach The paper provides a critical, qualitative and comparative review of the strategic HRM research literature in the fields of general management and hospitality and tourism, providing insights into emerging research trends and pointing to the gaps in the literature. Findings The results of the review showed six streams of research from the hospitality and tourism literature: human capital and firm performance, high-performance HRM practices and performance, international/global issues and strategic HRM, individual HRM practices and performance, qualitative reviews of the hospitality and tourism HRM literature and country-specific strategic HRM. This review also points to the gaps between the two bodies of literature and gives recommendations for future research. Practical implications The current conceptual model provides a useful framework for examining how strategic HRM practices impact firm performance through macro (organizational) and micro (individual) levels. The current review illustrates the important role that frontline managers have in delivering HRM practices. Originality/value This review provides a conceptual model for future research and practical implications.

Reward System as a Strategic HRM Determining Work Productivity in Hospitality Organizations

“…Tracey's literature (2014) focuses more on the topic of discussion between strategic HRM and organizational performance. Madera et al (2017) explained that strategic HRM is a way to carry out the function of HRM strategy to improve organizational performance. Caldwell (2004) introduces 12 functions of HRM strategy, then the hypothesis formulation (H1) is as follows (see Figure 1): H1: The twelve functions of the HRM strategy have a significant effect on organizational performance.…”

“…In the current decade, hotel organizations face a complicated situation and high competition, so that the role of human resources remains a mainstay of a hotel (Madera et al, 2017), moreover the marketing activities of the hospitality industry are highly dependent on communication technology. Face-to-face interactions between employees and customers in terms of (1) service quality, (2) maintaining customer loyalty, and (3) satisfaction (Baum, 2015;Tracey, 2014) being a strategic activity for the hotel industry.…”

“…Recent studies in the field of strategic HRM and competition in the literature on hospitality have grown rapidly. The explanation of how strategic HRM to create organizational performance in the hospitality and tourism industry is still not much (Madera et al, 2017). As stated by Madera et al (2017) that strategic HRM is a way to carry out HR functions (recruitment, selection, training, compensation, and benefits) to improve organizational performance.…”

High performance work practices and well-being at restaurant work

“…Efficient HRM processes and practices as well as employee well-being are important contributors to efficient restaurant businesses. Employee well-being, for instance, is associated with better service quality, customer satisfaction, and customer loyalty, all of which both directly and indirectly affect branch profitability (Madera, Dawson, Priyanko, & Mapel, 2017). Studies have exemplified how HRM practices in the restaurant industry can be considered unprofessional, underdeveloped, and inferior when compared with other industries (Koys & DeCotiis, 2015).…”

“…In addition, employee retention should be emphasised (Delaney & Huselid, 1996;Murphy, Torres, Ingram, & Hutchinson, 2018). These concepts are considered essential HRM processes in the restaurant industry (Madera et al, 2017); they have been refined and branded in many ways, such as high-performing human resource management and high-performance work practices (HPWP), and they reinforce one another to increase working effectiveness (Murphy et al, 2018). The practices can be classified by the way they impact employees' skills and abilities, motivation and involvement and the way the work is structured and organized (Delaney & Huselid, 1996;Davidson, 2011).…”