What is happening to flexible workers in the supply chain partnerships between hotel housekeeping departments and their partner employment agencies?

Soltani, Ebrahim; Wilkinson, Adrian

doi:10.1016/j.ijhm.2009.06.006

Cited by 31 publications

(25 citation statements)

References 70 publications

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“…Tomazzoni and Zanette [19] present the importance of the standard operating procedure for housekeeping and floor supervising in reducing the environmental impacts of lodging facilities in hotel industry. Soltani and Wilkinson [18] examine the potential to establish a firm relationship with employment agencies to contribute to the deployment of right numbers and skills at the right place for housekeeping departments. Hung et al [11] use quantile regression to investigate the major determinants of hotel room-pricing strategies results of which further demonstrate that room number and the number of housekeeping staff per guest room do not significantly influence hotel price.…”

Section: Literature Reviewmentioning

confidence: 99%

A Performance Measurement Model Minimizing Housekeeping Personnel Costs

Sarı

2016

Int. J. Fuzzy Syst.

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The personnel cost of a housekeeping department mostly has the largest percentile among the costs of personnel who do not have a direct interaction with the customers. This fact makes housekeeping personnel costs the very first component that has to be decreased. Because of this, it is an important issue to minimize housekeeping costs and make an effective housekeeping schedule for hotels especially luxury hotels. This paper proposes a fuzzy score-based performance measurement model to manage the number of workers recruited for the housekeeping department which focuses on the minimization of total human resources costs. The steps of the model utilize time studies, expert opinions and past data. The proposed model is applied to a real case, and the results show that the proposed model has significant improvements on the performance of the department while decreasing the total human resources costs of housekeeping department and the requirement for the seasonal workers. The model results in less human resources turnover ratios and less customer complaints on room cleanliness.

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Section: Literature Reviewmentioning

confidence: 99%

A Performance Measurement Model Minimizing Housekeeping Personnel Costs

Sarı

2016

Int. J. Fuzzy Syst.

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“…Li and Prescott (2010) found a positive association between internal numerical flexibility (part time hours) and productivity in the Canadian tourism industry. Other researchers have also sought to incorporate work flexibility into productivity studies (Baker and Riley, 1994;Kappa, Nitschke, and Schappert 1997;Thompson, 1998;Soltani and Wilkinson 2010), but faced severe data constraints. Above all, there remains a significant gap in our understanding of the relationships between the implementation of different forms of work flexibility and productivity or performance in hotels.…”

Section: Flexibility and Migrant Labourmentioning

confidence: 99%

Performance, labour flexibility and migrant workers in hotels: An establishment and departmental level analysis

Yaduma

Williams

Lockwood

et al. 2015

International Journal of Hospitality Management

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“…Hotel industry has a long tradition of self referenced research; most of it, however, focusing on activities directly related to the service delivery and service quality (SOLTANI; WILKINSON, 2010). Comparatively to these areas, issues related to operational performance are under investigated within the mainstream business, management or work psychology research.…”

Section: Operational Practices and Performancementioning

confidence: 99%

Em Busca das Melhores Práticas: explorando a relação entre o uso efetivo de práticas de gestão e desempenho organizacional no setor hoteleiro do Reino Unido

Peixoto

2012

Rev. Tur. Anál.

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Em Busca das Melhores Práticas: explorando a relação entre o uso efetivo de práticas de gestão e desempenho organizacional no setor hoteleiro do Reino Unido En la Búsqueda de las Mejores Prácticas: investigación de la relación entre uso eficaz de prácticas de gestión y desempeño organizacional en el sector hotelero del Reino Unido Adriano de Lemos Alves Peixoto 1 AbstractThe main aim of this paper is to present the results of a single sector study conducted as a survey of 213 different workplaces and designed to investigate the relationship between the effective use of management practices and performance in the UK´s Hotel sector, a high labour intensive and low skilled service industry. The questionnaire targeted general managers that were invited to answer questions about thirty two organizational capabilities and to provide information about self reported and objective performance metrics. Recruitment, training and work flexibility proved to be capable of explaining superior levels of performance in the sample investigated. The result points toward a contingent relation between management practices and performance. Another important finding points toward the importance of HR practices to the hotel industry when compared to operational practices. It also strengths the importance of business performance studies targeting single sector studies as successful strategy in finding positive effects of management practices on performance.Keywords: management practices; best practices; performance; HRM; Hotel. Resumo

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What is happening to flexible workers in the supply chain partnerships between hotel housekeeping departments and their partner employment agencies?

Cited by 31 publications

References 70 publications

A Performance Measurement Model Minimizing Housekeeping Personnel Costs

A Performance Measurement Model Minimizing Housekeeping Personnel Costs

Performance, labour flexibility and migrant workers in hotels: An establishment and departmental level analysis

Em Busca das Melhores Práticas: explorando a relação entre o uso efetivo de práticas de gestão e desempenho organizacional no setor hoteleiro do Reino Unido

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