Strategic Human Resources Management (SHRM) in Jordanian Hotels

Abstract

<p>This paper examines the adoption of strategic HRM in Jordanian hotels and explores the relationships<br />between certain organizational characteristics - size, ownership, classification - and the adoption of SHRM in<br />these hotels.<br />A self-administered questionnaire was used to capture data from HR/personnel managers in hotels operating<br />within the two most important tourist areas of Jordan (Petra and Aqaba).<br />The main findings of this study are: HRM in Jordanian hotels is characterized to some extent by some of the<br />components of the SHRM approach except for: line management partnerships; corporate culture relationships<br />and cost effectiveness evaluation. The findings demonstrate a strong statistical association between SHRM<br />adoption and organizational size.</p

What locals want: Jordanian employees' views on expatriate managers

“…See, for example, Al-Husan et al's (2009) empirical study of transfer of French HRM practices to Jordanian subsidiaries. In their recent study of strategic HRM in Jordanian hotels, Altarawneh and Aldehayyat (2011) note that strategic HRM adoption is generally more common in multinational hotels than in locally owned hotels. However, the Jordanian ministry of labour is seeking to reduce and replace expatriate workers in the country with locals in the hope to reduce unemployment (Fargues 2007).…”

“…It also investigates the gaps, if any, between formal rationale for expatriate managers by the MNCs and what local employees perceive as actual reasons behind expatriation. In their recent study of strategic HRM in the hotel industry in Jordan, Altarawneh and Aldehayyat (2011) note that little research has been undertaken to investigate HRM within the Middle East in general or in Jordan in particular. A similar assertion has been made by Budhwar and Mellahi (2007).…”

Human resource management approaches in Spanish hotels: An introductory analysis

“…Evidence of this can be found, for instance, in the study by Hoque (2000), although the author himself admits that the hotel sample used has an average staff of 125, in a sector where 81% of establishments have fewer than 25 employees; or the study by Altarawneh and Aldehayyat (2011). The survey carried out by Melián-González (2004) also quotes the cases of large firms like Florida Theme Park (Mayer, 2002), Forte Hotel Group (Erstad, 2001) and Five Star Hotel (Haynes and Fryer, 2000).…”

Employee Well-Being – A Path to Redefine Workplace

“…Conceptual framework sets the stage for the presentation of the particular research question that drives the investigation being reported. (McGaghie, 2001).The independent variable of the study is employee well-being, which is supposed to affect organizational commitment as a dependent variable, and is being influenced by Artificial Intelligence, the moderating variable as shown in figure (1).…”