HR transformation within the hotel industry: building capacity for change

Abstract

This version is available at https://strathprints.strath.ac.uk/62053/ Strathprints is designed to allow users to access the research output of the University of Strathclyde. Unless otherwise explicitly stated on the manuscript, Copyright © and Moral Rights for the papers on this site are retained by the individual authors and/or other copyright owners. Please check the manuscript for details of any other licences that may have been applied. You may not engage in further distribution of the material for any profitmaking activities or any commercial gain. You may freely distribute both the url (https://strathprints.strath.ac.uk/) and the content of this paper for research or private study, educational, or not-for-profit purposes without prior permission or charge.Any correspondence concerning this service should be sent to the 'HR Transformation within the hotel industry: building capacity for change' AbstractPurpose -This research aims to identify recent trends in the strategic repositioning of the HR function within the hotel industry, and to explore challenges facing HR professionals as they engage in strategies to develop talent and organisational capability, while also adjusting to the shifting boundaries of the HR function.Design/methodology/approach -A case study investigation based on a qualitative research design. It draws on a series of informal discussions with key informants, indepth round table discussions with members of the HR function, and a rich source of secondary (company specific) data about a recent strategic change initiative.Findings -The study presents a rich picture of the contradictory nature of the strategic repositioning of the HR function, and the role of electronic HR systems in shaping this. It points to the significance of 'higher'-order HR capabilities associated with the functions' capacity to engage in strategies to develop talent and organisational capability.Practical implications -This study points to contradictions and tensions in shifting the focus of the HR function from 'operational' to 'strategic' management of talent. It offers four practice implications in the areas of CPD and building HR and line manager skills in dialogue, project management, and the use of new technology, talent data and analytics.Originality/value -This study illustrates the deployment of talent management practices within a broader OD remit to restructure the business and HR function in pursuit of more efficient and effective People management.

Competence or Communication: From Hr Professionals to Employee Performance via Employee Satisfaction

“…In contrast, organizations endeavor to make their HR highly capable of financial savvy-ness as it is vital for organizations. With the changing job descripttion of HR experts and far-reaching moves to revert HR obligations to line executives (Francis & Baum, 2018), more and more HR professionals neglect their traditional capabilities. That proposition confirms the finding of this study.…”

“…HR professionals must also be able to see changes that occur quickly and play an active role as agents of change to anticipate the effects of the occurring changes. There are times when such change can increase sales and production without additional costs (Long, Wan Ismail & Amin, 2013;Francis & Baum, 2018). Change is unavoidable, and the HR professional has to shield workers from the impact of the change.…”

Identification of e-HRM Practices in Egypt Five-star Hotels: A Quantitative Approach

“…Consequently, the practices of e-HRM help to improve employee qualify and competences reduce costs of staffing (Sareen and Subramanian, 2012). On the other hand, e-HRM enhances the communication between the employee and the customer and enhances the workflow (Francis and Baum, 2018). Additionally, e-HRM implementations that help the hotel industry to improve their reputation and achieve a competitive advantage (Choochote and Chochiang, 2015).…”

“…Bagri et al (2010) reported that hotels should improve and develop their human resources practices such as: recruit, select and train the staff in order to improve the service quality and achieve the hotel objectives. Moreover, the hotels seek to select skilled and qualified staff before entering the hotel field (Francis and Baum, 2018). Consequently, the function of Human Resources Management (HRM) is considered the most important aspects of the hotel industry (Pandey and Kumar, 2017).…”

“…Consequently, the function of Human Resources Management (HRM) is considered the most important aspects of the hotel industry (Pandey and Kumar, 2017). For that, the majority of hospitality sectors are seeking to attract and develop the quality of their staff (Francis and Baum, 2018). As Nagpal, (2008) argued, the important role of human resources contributes with valuable points to the administration level.…”