Factors affecting hotel human resource demand in Taiwan

Lin, Lin; Horng, Jeou‐Shyan; Chen, Yi‐Chen; Tsai, Chang-Yen

doi:10.1016/j.ijhm.2010.08.004

Cited by 24 publications

(11 citation statements)

References 18 publications

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“…Earlier studies have proposed that encouragement from supervisors, the establishment of challenging and achievable targets, organizational support, the allowance of considerable autonomy and the clarification of task goals serve as representations of management practices [21,38,[41][42][43]. In addition, allowing employees to trust and communicate with colleagues, creating work teams with diverse skills and interests, challenging others through constructive thinking and performing tasks with commitment also constitute management practices [22,36,44,45]. For hotels, the development of useful and creative products, services and procedures may depend on proper management practices [43,46,47].…”

Section: Literature Reviewmentioning

confidence: 99%

The Role of Sustainable Service Innovation in Crafting the Vision of the Hospitality Industry

et al. 2016

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Abstract:The purpose of this study was to examine the key characteristics of sustainable service innovation in the hospitality industry. We conducted a content analysis based on the interview records for 17 experts (including three academic scholars, three government officers and 11 top-level managers) with an average of 20 years of experience in the hospitality management domain in Taiwan. The analytical results conform to Amabile's (1988) componential theory of creativity and innovation and show that 11 characteristics are major indicators of sustainable service innovation in the hotel management field. These include the following characteristics: market position, customer satisfaction, service orientation, environmental thinking, employee involvement, incentive mechanism, human resource development, environmental services, cultural resource management, government policy and school education. Accordingly, using the integrated theory of sustainable service innovation and professional opinions from experts, we provide theoretical and practical implications for current and future trends on sustainability and innovation in the hospitality industry.

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Section: Literature Reviewmentioning

confidence: 99%

The Role of Sustainable Service Innovation in Crafting the Vision of the Hospitality Industry

et al. 2016

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“…The process of human resource planning is significant for the enhancement of industry competitiveness and the understanding of the organization's future human resource needs (Lin et al, 2011). Human resource is one of the sections that effective crisis management must handle the impact of crisis (Hickman & Crandall, 1997) and be mindful that employees may experience considerable personal loss in such times resulting to a decline in their workplace performance (Heath, 1998;Anderson, 2006).…”

Section: Human Resourcesmentioning

confidence: 99%

Achieving Competitiveness in Greek Accommodation Establishments during Recession

Παππάς

2014

Journal of Tourism Research

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The article examines the strategies that Greek hotels have implemented to strengthen their competitiveness during recession. The research is based on a nationwide e‐mail survey to hospitality managers/owners. The results reveal that the most important perceived competitiveness factor is cost reduction and implementation of actions against crisis, followed by innovation, human resource management and marketing. The study also proposes actions that can improve the competitiveness of accommodation establishments. The article helps fill the gaps in our understanding of how hospitality firms tackle competition during crises, and suggests managerial policies that can help hospitality firms to strengthen their positioning and competitiveness during crises. Copyright © 2014 John Wiley & Sons, Ltd.

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“…While the star category is one of the main characteristics used to differentiate and segment hotels, no study has been conducted so far to examine whether hiring practices differ between five-star hotels and lower categories of hotels. As mentioned in studies conducted on marketing aspects (Lin, Horng, Chen & Tsai, 2011;Sun, Aryee & Law, 2007), hotels from higher star categories try to deliver better service quality and must, therefore, hire candidates who are the most likely to deliver excellent customer service, notably by using selection tools of higher predictive validity.…”

Section: The Use Of Structured Interviews In the Hospitality Industrymentioning

confidence: 99%

Is there structure in the selection interview? Evidence from hotels in Switzerland

Fernandez

Pougnet

2017

Journal of Human Resources in Hospitality & Tourism

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Many studies have shown that structured interviews have better predictive validity than unstructured interviews. The aim of this study was then to examine if recruiters in Swiss hotels use structured interviews to select candidates. Results obtained on 150 recruiters indicate that selection interviews are rather unstructured. They also show that selection interviews are more structured in larger hotels than in smaller hotels and in chain hotels than in independent hotels. Finally, and contrarily to one of the hypotheses, selection interviews are not more structured in 4-star and 5-star hotels than in 3-star hotels.

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Factors affecting hotel human resource demand in Taiwan

Cited by 24 publications

References 18 publications

The Role of Sustainable Service Innovation in Crafting the Vision of the Hospitality Industry

The Role of Sustainable Service Innovation in Crafting the Vision of the Hospitality Industry

Achieving Competitiveness in Greek Accommodation Establishments during Recession

Is there structure in the selection interview? Evidence from hotels in Switzerland

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