Human Resources Management in the 21St Century: Predicting Partnerships for Profit

Abstract

The authors propose that human resources management will become a mainstay in the strategic business of hospitality organizations in the 21 st century. To remain viable, hospitality organizations will need to create partnerships with employees, guests, and universities. It is proposed that these essential partnerships will incorporate six critical human resources management (HRM) domains: technology; power paradigms; training and development; compensation; employee relations; and family, society, and work balance. A survey of hospitality employees and leaders indicated they felt that all six domains would be important or very important to their jobs. Key Words: human resources management, 21 st century, strategic partnerships.The 20th century brought human resources management (HRM) from its nascence in the post-time-and-motion era, when its major function was administrative record keeping, through its renaissance in the 1970s and 1980s, when it grew in size and scope with manifold specialties. Today, major corporations have HRM specialists in wage and salary administration, labor relations, employment and testing, and training and management development. The vice president or director of human resources is usually on the executive committee. The role of HRM has expanded dramatically.Employees have also changed significantly during the 20th century. In 1990, a Roper survey found that 41 % of Americans rated leisure time as their highest priority, even higher than their jobs. Only 36% of the respondents rated their job the most important priority in their lives. This is the first time in history that more Americans rated their leisure time as more important than their work. Ironically, while employees value their leisure time more, they are working more hours than ever before. In fact, on average, Americans worked 95 more hours in 1987 than they did in 1979 (NelsonHorchler, 1991).

Information and communication technologies and human resources in hospitality and tourism

“…When it comes to Technology & Results, articles revolve around firm resultseither through overall firm performance, that of the HR department or the performance achieved by the employees themselves (Yuan et al, 2018)-whether it is pursing the enterprise's success (Chungarande and Saaman, 2018) or that of tourism destinations (Pikkemaat et al, 2018) or even seeking efficiency through cost control (Ahmad and Scott, 2019). Berger et al (1993) predicted the importance of HR Management as a success factor for hospitality sector enterprises thanks, amongst other things, to adopting new technologies. Less than twenty years later, Tavitiyaman et al (2011) stated that HR-and ICT-linked competitive strategies decisively influence hotel performance.…”

“… Hospitality companies must analyze new training methods, evaluating both the costs and the short-and longterm benefits that computer technologies bring to training. Berger et al (1993) Field study/survey Success Factors  The HRM identity crisis of the 1990s will have ended in the 21st century, HRM positioning itself as a strategic partner within hospitality industry firms.…”

Information Technology: Marching Into the Post-Market Era

“…Berger, Fulford, and Krazmien (1992) documented the beginning of this shift in values. Yoneji Masudo, an advocate of the computer revolution views the transition from material values to time values as a key step in the evolution of the human species.…”

The Development and Assessment of a Foodservice Instructional Simulation Technique (FIST)

“…Uterature in otherdisciplines regarding the utilization of iconic and computer-based role playing simulation as a method of education andtraining was alsofound (Gray & Waitt,1982;Bareham, 1985;Simonson &Thompson, 1990;Alessi & Trollip, 1991;Berger, Fulford & Krazmien, 1993;Percival, Lodge, & Saunders, 1993;Mellar, Bliss, Boohan, Ogbom, &Tompsett, 1994;Muhlhauser, 1995;Forcier, 1996. ) Although Mann (1993) describes the potential of a virtual reality scenario for educating andtraining waiters and foodservice managers, no actual work has beenfound that utilizes symbolic simulation as an educational and instructional toolto assist leamers in visualizing the dynamics of a foodservice operation.…”