Human capital in the Dubai hotel industry: A study of four- and five-star hotels and the HR challenges they face

Brien, Anthony; Anthonisz, Angela; Suhartanto, Dwi

doi:10.1080/15332845.2019.1558489

Cited by 13 publications

(19 citation statements)

References 32 publications

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“…However, the capability of SMEs to recruit and employ professional staff is limited due to their limited resources (Haruna & Marthandan, 2017;Suhartanto & Leo, 2018). Whereas literature (Brien, Anthonisz, & Suhartanto, 2019;Gupta & Sharma, 2016;Menguc, Auh, Fisher, & Haddad, 2013) shows that, in a competitive environment, it is important to retain professional human resources as a strategy to develop a company competitive advantage. Scholars (Maria, Jong, & Zacharias, 2017) even highlight that it is crucial for frontline employees to be motivated and engaged in the business as they represent the business in dyadic relationships with the customers.…”

Section: Introductionmentioning

confidence: 99%

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2022

IJABR

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Section: Introductionmentioning

confidence: 99%

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2022

IJABR

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“…The hospitality industry is crucial for Dubai’s economy with an industry’s share of 10% of the Emirate’s Gross Domestic Product and it will likely remain a growth engine for Dubai in the years to come, especially with the upcoming Dubai World Expo 2020 [1] and inherent expansion of hotels and number of rooms (Berlin et al , 2016; Mehta and Queitsch, 2018). Whilst these are promising prospects, they pose challenges for hoteliers: there is a fast-rising demand for skilled professionals and the resulting supply and demand dynamics have led to increased competition in the hospitality industry (Brien et al , 2019). There are projected employment growth in the industry, in addition to the already existing 400,000 plus jobs; hence, the need for hoteliers to attract new flows of foreign human capital (Berlin et al , 2016; Brien et al , 2019; Mehta and Queitsch, 2018).…”

Section: Introductionmentioning

confidence: 99%

“…Whilst these are promising prospects, they pose challenges for hoteliers: there is a fast-rising demand for skilled professionals and the resulting supply and demand dynamics have led to increased competition in the hospitality industry (Brien et al , 2019). There are projected employment growth in the industry, in addition to the already existing 400,000 plus jobs; hence, the need for hoteliers to attract new flows of foreign human capital (Berlin et al , 2016; Brien et al , 2019; Mehta and Queitsch, 2018). The hospitality industry is largely contingent on expatriate employees– approximately 96% of the jobs in the private sector is staffed by expatriates– because UAE nationals often do not possess the experience, qualifications, traits or willingness needed to successfully undertake the duties required (AlMazrouei and Zacca, 2015; Al-Waqfi and Forstenlechner, 2014; Ewers and Dicce, 2016).…”

Section: Introductionmentioning

confidence: 99%

“Going beyond to deliver hip hospitality”: exploring motivation and job satisfaction of hospitality workers in Dubai

Valk

Yousif²

2021

IJOA

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Purpose This paper aims to explore the motivation and job satisfaction of employees in the hospitality industry in Dubai, using Herzberg’s two-factor theory of motivation. Design/methodology/approach This qualitative research encompassed 20 interviews with employees at four different job levels from a 4-star hotel in Dubai, selected through purposive and quota sampling. Findings Findings show that achievement, recognition and responsibility are essential motivators. However, these were sources of dissatisfaction amongst employees from the lower job levels. Leader quality is crucial to hygiene. Moreover, it is a key motivator and a powerful source of job satisfaction. Research limitations/implications This cross-sectional study entailed a small sample size of 20 employees from one hotel in Dubai. Therefore, the only generalisation to theory is permitted and not to a broader population, such as hospitality workers from other hotels in Dubai or any of the other six United Arab Emirates. Practical implications The two specific human resource programmes and practices presented in this paper can exert a positive influence on employees’ motivation and job satisfaction. This, in turn, will bring the hotel in a strong position to compete for motivated and competent human capital to deliver high quality guest services to gain a competitive advantage in the hospitality industry in Dubai. Originality/value This paper contributes to the literature first, by identifying the type of motivation of the hotel’s employees as follows: “prosocial motivation”, evoked by satisfaction with motivators and hygienes. Second, by presenting a “Satisfier and Hygiene model for Prosocial Motivation and Job Satisfaction”, illustrating the reciprocal relation between prosocial motivation and job satisfaction.

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“…The studies available in the past literature have largely relied on the quantitative questionnaire methodology to determine the relationship between human resource practices, service quality and performance (Huselid, 1995;Hoque, 1999;Chand, 2010;Brien et al, 2018;Hewagama et al, 2019). While the vast number of quantitative questionnaire-survey-based studies have provided empirical evidence regarding the service quality and HRM relationship, these studies have failed to conduct deeper analysis of the research phenomena, particularly regarding the question of how HRM practices and interrelated employee relations practices can directly impact on the service quality behaviour of employees working in the hotel industry (Alleyne et al, 2005).…”

Section: Research Problemsmentioning

confidence: 99%

An Evaluation of the Relationship Between Human Resource Practices and Service Quality: An Empirical Investigation in the Canadian Hotel Industry

Khassawneh

Mohammad

2021

Journal of Business Strategy, Finance and Management

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Human resource (HR) practices have been recognised as a key function in enhancing organisational productivity and competitive advantage. It has been noted that most studies that are based on the relationship between HR practices and performance indicators (e.g., service quality) in hotels hide an important element that tells hoteliers which factors to concentrate on in cases of poor performance. Our study aimed to examine the influence of HR practices on service quality in the Canadian hotel industry. This study seeks to investigate how HR practices (recruitment and selection, training, rewards and incentives, and internal career opportunities) help to improve the service quality. We used a qualitative method by establishing three sets of semi-structured interviews to obtain data from the top to the bottom of the hierarchy within hotels. We found that HR practices help in delivering high service quality. A key contribution of this study that it offers a workable definition of service quality and then a robust model for the relationship between HR practices and service quality that contributes to enhance knowledge of the causal relationship between them. In addition, our study contributes by identifying which HR practices a hotel could adopt to gain a service quality advantage in the marketplace. The data gathered for the proposed study may limit the findings' applicability to independent hotels that are not affiliated with international hotel chains. However, because of the low number of empirical research and the need to get a deeper knowledge of the link between HR practices and service quality, generalisation of the findings from the current descriptive-qualitative study is not a concern. Further research may include some control and context variables (e.g., hotel ownership type, position level, gender) that we did not include in this investigation. In addition, in the future, we recommend using mixed method (quantitative and qualitative) in order to come up with more generalisable results.

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Human capital in the Dubai hotel industry: A study of four- and five-star hotels and the HR challenges they face

Cited by 13 publications

References 32 publications

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“Going beyond to deliver hip hospitality”: exploring motivation and job satisfaction of hospitality workers in Dubai

An Evaluation of the Relationship Between Human Resource Practices and Service Quality: An Empirical Investigation in the Canadian Hotel Industry

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