The Practice of HRM and SHRM in the Barbados Hotel Sector

Alleyne, Philmore; Greenidge, Dion; Corbin, Akhentoolove; Alleyne, Peter; Devonish, Dwayne

doi:10.1080/15332840802157004

Cited by 7 publications

(6 citation statements)

References 19 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…These findings are consistent with the results of Alleyne et al (2008) who investigated the relationship between the number of human resource management (HRM) practices adopted and organizational demographics among hotels in Barbados, as well as determining the extent to which strategic human management (SHRM) is practiced. They found that all hotels engaged in strategic planning and the majority had a HR strategy which was endorsed formally and supported actively by the hotel's top management and that HRM strategies are integrated with business strategies as well as with each other.…”

Section: Clearly Defined Hrm Strategic Planssupporting

confidence: 86%

“…Hoque's (1999) study found that UK hotels approached the management of human resources in a more strategic manner than that found in comparable manufacturing companies. Alleyne et al (2008) found that HR strategies were integrated with business strategies and HR strategies were deliberately integrated with each other in the Barbados hotel industry.…”

Section: Integration With Organizational Strategiesmentioning

confidence: 99%

“…Much of this growth can be traced to the competitive advantage, the business excellence and the resource based view literatures (Harris, 2009;Lado and Wilson, 1994;Wright et al, 2001). The growing interest in SHRM has developed primarily because many of the traditional sources of competitive advantage that companies have been able to rely on, such as patents, economies of scale, access to capital and market expansion, are being eroded by the growth of market based competition (Nolan, 2002;Wright et al, 2007;Alleyne et al, 2008). These sources of competitive advantage do not differentiate organisations in the way they once did.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Strategic Human Resources Management (SHRM) in Jordanian Hotels

Altarawneh¹,

Aldehayyat²

2011

IJBM

View full text Add to dashboard Cite

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

show abstract

Section: Clearly Defined Hrm Strategic Planssupporting

confidence: 86%

Section: Integration With Organizational Strategiesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Strategic Human Resources Management (SHRM) in Jordanian Hotels

Altarawneh¹,

Aldehayyat²

2011

IJBM

View full text Add to dashboard Cite

show abstract

“…Wright and McMahan (1992) define strategic human resource management as the pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals. Strategic human resource management is the structure of all planned human resources activities required to achieve the targets of the company (Alleyne et al, 2008;Ngo et al, 2008). Strategic HRM is an approach that defines how the organization's goals are achieved through people by means of HR strategies and integrated HR policies and practices (Armstrong, 2008).…”

Section: Introductionmentioning

confidence: 99%

The Impact of Strategic Human Resource Management on Institutionalization Process

Yılmaz¹,

Kitapçı²

2017

BMS

View full text Add to dashboard Cite

The purpose of this paper is to examine the mediating role of strategic human resource management between the mechanisms of institutionalization made up institutionalization process and the stages of institutionalization. This issue is researched in the light of data collected through a survey of 125 businesses with human resources department, which are in Kocaeli organized industry region. The assessment of the data is done with structural equation modeling. The analysis shows that strategic human resource management has a positive effect on institutionalization process. The main limitations of this study are the quantity and quality of sample and the number of data that are used in this study. While the researches that examine theoretically the relations between institutional theory and strategic human resource management exist, the hypothesis in this study is analyzed by using empirical data.

show abstract

“…Human resources management research practices that have been implemented by a sample of "top" hospitality and service-focused companies. Other benchmarking and review studies have shown similar but distinctive profiles of HR practices that may have substantive utility across a number of industry segments (Alleyne et al, 2008;Kusluvan et al, 2010;Davidson et al, 2010;Okumus, 2010;Taylor and Finley, 2009), while other studies have considered the impact of environmental/ external factors on several types of HR practices and polices (Solnet and Hood, 2008;Sourouklis and Tsagdis, 2013). Many of these profiles provide useful reference points for developing industry-specific models of the HR-firm performance relationship.…”

mentioning

confidence: 98%

A review of human resources management research

Tracey

2014

International Journal of Contemporary Hospitality Management

View full text Add to dashboard Cite

Purpose – The purpose of the paper is to present a review of the human resources (HR) research that has been published over the past ten years in discipline-based and hospitality-specific journals and identify key trends and opportunities for advancing future research. Design/methodology/approach – The paper takes the form of a critical review of the extant literature in the general HR management and hospitality HR management fields. Findings – A comparison of the findings shows a substantial degree of overlap in the themes and results that have been generated to date. However, several hospitality studies have identified a number of variables that appear to be particularly relevant for labor-intensive, service-focused settings. As such, context-specific factors should be considered in efforts to advance our understanding about the ways in which hospitality HR systems may impact a wide array of individual and organizational outcomes. Originality/value – The results offer a foundation for advancing future hospitality HR research.

show abstract

The Practice of HRM and SHRM in the Barbados Hotel Sector

Cited by 7 publications

References 19 publications

Strategic Human Resources Management (SHRM) in Jordanian Hotels

Strategic Human Resources Management (SHRM) in Jordanian Hotels

The Impact of Strategic Human Resource Management on Institutionalization Process

A review of human resources management research

Contact Info

Product

Resources

About