Employment and labour costs in the hospitality industry: evidence from Victoria, Australia

The respected manager… the organisational social capital developer

“…This research supports the growing body of literature regarding the need for access to, and use of, contingent labour (Allan et al, 2001;Buultjens and Howard, 2001;Cardon, 2003;Choi et al, 2000;Larson and Ong, 1995;Milner and Pinker, 2001;Morland and Wilson, 1988;Nayar and Willinger, 2001). Hotels are extensive users of contingent labour for its benefits of labour flexibility and the ability to manage costs, highlighted by participants stating, "Part-timers are really important because they are flexible", "Without them we would never be able to equate between revenue and costs from a payroll perspective", and "They really help with costs, that is, how many people and how long you keep them on".…”

Determinants of Hotel Employment in Hong Kong

“…A large and growing part-time and casual workforce characterizes the hospitality labor market. 19 In fact, Hiemstra stated in 1990 that nearly one-third of all employees in the lodging industry were part-time employees. 20 The same has been true of Japanese hotels, which as early as 1980 had a high proportion of female part-time workers.…”

Employment Adjustment Trends in Tourism Hotels in Israel

“…Indeed, a comparison of the hotel workers' pay rate (including their overtime compensation) to. the national average salary, supported Riley's conception and provided possible explanation for the hoteliers' work-force retention strategy (Worland and Wilson, 1988). An average hotel pay rate of about 75 per cent of the national average probably reflects the hotel workers' fear of being easily replaced by substitutes from the large potential pool of workers available in the external labour market.…”