Human Resource Management Practices on Food and Beverage Performance a Conceptual Framework for the Jordan Hotel Industry

Abstract

IntroductionHuman resource management departments of food and beverage services are often criticized for being a cost center [1][2][3]. This criticism is raised for an unclear reason to see the results of employee management and the difficult outcomes of human resource management efforts. Human resource outcomes are generally measured with intangible factors such as employee satisfaction, customer satisfaction, and customer complaints. Therefore, the results of these measurements are often too indistinct to see the impact on the bottom line. A rapid changing business environment featuring a tight labor market, changing customer demands, and increasing competition, has been a challenge for many of today`s hotels [1,[3][4][5]. Moreover, rapidly changing technologies make it easier to share information and to replicate competitors' strategies and work practices [6][7][8][9][10]. To address these challenges, scholars and academicians have emphasized the use of competitive strategies [1,8], that account for core competencies and capabilities with human resources. The emphasis of human resources to improve food and beverage performance has become stronger [2,5], not only because they cannot be easily imitated by competitors, but because they provide an effectively fast response to market demands [11][12][13]. Furthermore, several academicians have asserted that human resource management is increasingly more important to the food and beverage service performance under such labels as, hotel capabilities, high performance work systems, process management, and high performance teams [1,14].Becker and Gerhart [15] argued that human resource management decisions influence hotel performance by either improving hotel efficiency or increasing business revenues. According to previous studies, human resource management practices contribute to improving F&B performance including turnover rate [13,16], labor productivity [17][18][19][20], asset and equity return, and profit margin [21][22][23]. Numerous studies on the impact of human resource management on hotel performance have been conducted while, at the same time, dealing with many different industries [12,[24][25][26]. However, Cappelli and Neumark [27] stated that there is an advantage of studying within a single industry. Such a limited population, they argued, ensures that a measured hotel performance is comparable across observations, that measured hotels` performance is similar across observations. Ichniowski et al. [28] supported the advantage of studying within a single industry by suggesting the measurement of hotels` performance. Human resource practices, and control variables were more precise when a study focused on a practical industry. They also added that the automatic controls for factors differ among industries. Despite the hospitality industry`s unique feature of labor intensity, only a few studies have investigated the impact of human resource practices on food and beverage performance such as decreased turnover rates, increased labor productivity, and incre...

The role of human resource managers in the promotion of hotel sector as a brand in Jordanian hotel industry - a cross-sectional study

“…The process, however, is implemented through various useful strategies that are later measured in terms of organizational performance (Paraponaris et al, 2015). For various researchers, decisions of human resource management regarding brand efficiency are often measured through increased business revenues and efficiency of hotels (AbuKhalifeh et al, 2013).…”

“…Activities that are important for improving the service quality are initiated by the management and employees of the Jordanian hotels. Other important factors that attract tourists include historical sites, beaches, local infrastructure, architecture, accommodations and facilities, food, along with the hotel services (AbuKhalifeh et al, 2013;Shaari et al, 2012).…”