The role of appraisal, remuneration and training in improving staff relations in the Western Australian accommodation industry: a comparative study

Abstract

Looks at performance appraisal, remuneration and training, and the role these human resources (HR) practices have within the hotel accommodation industry in Western Australia. Owing to high turnover of staff in the hospitality and other services industries, organisations are often reluctant to invest in training on casual and part‐time employees. They are also reluctant to investigate alternative remuneration and reward strategies, despite the assistance that is provided by the Western Australian Commissioner for Workplace agreements on this matter. Research has shown, however, that by providing an adequate HR support system, a commitment can be built towards an organization, therefore resulting in better workplace relations for both employees and the organisation. By means of a survey it was found that improved HR practices can lead to an improvement in staff relations, an improvement in quality, commitment and productivity on the part of the employee, and can also work towards reducing labour turnover, hence not only saving the organisation money in recruitment and induction costs, but also improving profitability.

Human resource development in the hotel industry of Mauritius: myth or reality?

“…Previous research (e.g. Davies, Taylor & Savery, 2001;Nolan, Conway, Farrell & Monks, 2010) support the importance of training in these three areas. Given that line managers are central to the process of workplace learning and in supporting both individual and organisational learning processes (Garavan, Morley, Gunnigle & McGuire, 2002), it is reasonable to investigate their perceptions of HRD.…”

“…Increased productivity is the most tangible positive outcome associated with HRD (Aksu, 2005). In their study of hotel establishments in Western Australia, Davies, Taylor and Savery (2001) found improvements in staff training had reciprocated effects on quality, productivity and reduced employee turnover. Kilic and Okumus (2005) showed that staff training and development was one of the five most important factors influencing productivity in small hotels.…”

“…Also, HRD increases commitment to the organisation and employees are less likely to quit if training and development activities are appropriately mapped onto career advancement opportunities (Davies, Taylor & Savery, 2001;Jago & Deery, 2004). The hospitality industry has, in recent years, shifted from fulfilling skills gap to developing competencies (Kalargyrou & Woods, 2011).…”

“…HRD also plays an important role in improving employees' attitude, teamwork, selfawareness, and job satisfaction (Roel & Swerdlow, 1999), resulting in improved competitiveness (Frabotta, 2000;Davies, Taylor & Savery, 2001;Nolan, 2002). However, these outcomes can be readily observed if a capability-driven HRD approach is adopted, in which human behaviour is perceived as a critical source of sustained competitive advantage (Luoma, 2000).…”

Exploring the Antecedents of Staff Turnover Within the Fast-Food Industry: The Case of Hamilton, New Zealand

“…Managers may be reluctant to invest in training considering that the staff might leave (Maxwell,Watson and Quail 2004;Pratten 2003;Davies, Taylor and Savery 2001;Lowry, Simon andKimberley 2002, Elnasr, A. andSobaih, E. 2011). Performing a task publicly with inappropriate skills not only impacts self-confidence but also service quality.…”