Issues faced by hotel human resource managers in Alexandria, Egypt

Fathy, Eslam Ahmed Fathy

doi:10.1080/22243534.2018.1553381

Cited by 8 publications

(9 citation statements)

References 54 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…On contrary to expectations, this research results do not support the relationship between green selection and recruitment performance or green pay and reward and PFS in tourism enterprises in Egypt. These results could possibly be due to the shortage in skilled or environmentally educated human resources in tourism and hospitality enterprises in Egypt, in addition to the high degree of job turnover in the tourism enterprises in Egypt (Eslam, 2018;German Federal Ministry for Economic Cooperation and Development, 2017). Findings also do not support the relationship between green pay and reward and PFS in tourism enterprises in Egypt.…”

Section: -Discussionmentioning

confidence: 99%

Perceived Financial Sustainability of Tourism Enterprises: Do Green Human Resource Management Practices Really Matter?

Abdeen¹,

Ahmed²

2019

JTHM

View full text Add to dashboard Cite

Green Human Resource Management (GHRM) and Perceived Financial Sustainability (PFS) are two topics that seem important to the tourism and hospitality industry in Egypt. Green management, in general, and GHRM, in particular, and its relationship with PFS remain relatively underexplored. This research examines the relationship between GHRM and PFS in a selection of tourism and hospitality enterprises in Egypt. It uses the most commonly used four dimensions of GHRM; these are: green recruitment and selection, green training and development, green performance management; and green reward and pay. A survey was conducted on a non-random -purposive‖ sample of enterprises within the tourism and hospitality industry in Egypt. The findings of this research show that GHRM, in general, enhances managers' perception of financial sustainability. The results also reveal that both green training and development and green performance management are positively and significantly related with PFS, while green recruitment and selection and green reward and pay are not significantly related with PFS. The paper concludes with suggestions for managers of tourism and hospitality enterprises in Egypt and for future researches.

show abstract

Section: -Discussionmentioning

confidence: 99%

Perceived Financial Sustainability of Tourism Enterprises: Do Green Human Resource Management Practices Really Matter?

Abdeen¹,

Ahmed²

2019

JTHM

View full text Add to dashboard Cite

show abstract

“…Employee engagement helps to cement organizational culture that promotes unity within the organization [37]. When employees see that there is a positive magnitude of organizational interaction within the business, they are more propelled to display a higher level of interest [38].…”

Section: Limited Amount Of Interaction Among Staff In the Hotelmentioning

confidence: 99%

“…When employees see that there is a positive magnitude of organizational interaction within the business, they are more propelled to display a higher level of interest [38]. Minimal employee interaction could lead to high turnover rates because employees tend to be uninformed of what is taking place within the organization [37].…”

Section: Limited Amount Of Interaction Among Staff In the Hotelmentioning

confidence: 99%

“…They further indicate that it is a crucial factor for interaction among employees because it helps to influence their decision as to whether they want to stay at the hotel and further their career or leave the organization to seek more suitable development. Fathy [37] posits that a lack of motivation and interaction from an early stage between employers and employees is one of the key factors that lead to staff turnover in the hotel industry. This is because employers failed to develop a strong interaction relationship between employees and as such they are not driven to grow as one within the organization.…”

Section: Limited Amount Of Interaction Among Staff In the Hotelmentioning

confidence: 99%

See 1 more Smart Citation

Factors Contributing to Staff Turnover in the Hotel Industry: A Literature Review

Codling¹,

Pinnock²,

Barrett³

et al. 2023

Business, Management and Economics

View full text Add to dashboard Cite

The purpose of this chapter is to analyze the factors that are contributing to staff turnover in the hotel industry. Staff turnover rate usually affects an organization’s performance, productivity and profitability, and can contribute to the loss of assets and resources. This sector of the hospitality and tourism economy was selected for the study as it is deemed to be very demanding and oftentimes overwhelming. In general, the sector is believed to be very stressful especially since the employees have to deal with satisfying the needs and wants of customers and uncertain working conditions. Literature review was used as the methodology for ascertaining the factors that are contributing to staff turnover in hotels. From this review, the chapter identifies that these are both push and pull factors. Push factors are dissatisfactions with the current job which cause employees to seek alternative employment and pull factors are the reasons that attract employees to a new workplace. The chapter concludes that it is important for hotel managers to establish an employee-centric environment with deliberate and effective workplace practices to retain employees. The findings of this study will be very useful in advancing the literature as well as informing hotel practitioners.

show abstract

“…Labour intensive is one of the hospitality industry characteristics (Fathy, 2018). Hospitality organisations globally face high turnover and are unable to retain employees due to the nature of the industry (Dwesini, 2019).…”

Section: Introductionmentioning

confidence: 99%

Reward and Satisfaction: Keeping hospitality employees loyal

Mazlan

Sumarjan

Nazlan

et al. 2021

E-BPJ

View full text Add to dashboard Cite

Employee loyalty is influenced by job satisfaction which stems from various factors such as reward, work environment, or leadership. Due to the importance of loyal employees in maintaining the competitive advantage of organisation, this study examines how reward in upper-upscale hospitality organisations in Selangor influences job satisfaction and employee loyalty. Structural equation modelling using SmartPLS found significant paths between financial rewards, job satisfaction, and employee loyalty. The same could not be said for non-financial rewards. The findings provide insights into how hoteliers can strategise their financial reward and maximise non-financial reward usage to retain the employees, especially during turbulences. Keywords: Financial reward; non-financial reward; job satisfaction; employee loyalty eISSN: 2398-4287© 2021. The Authors. Published for AMER ABRA cE-Bs by e-International Publishing House, Ltd., UK. This is an open access article under the CC BYNC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer–review under responsibility of AMER (Association of Malaysian Environment-Behaviour Researchers), ABRA (Association of Behavioural Researchers on Asians/Africans/Arabians) and cE-Bs (Centre for Environment-Behaviour Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia. DOI: https://doi.org/10.21834/ebpj.v6i17.2817

show abstract

Issues faced by hotel human resource managers in Alexandria, Egypt

Abstract: View related articles View Crossmark data Research in Hospitality Management is co-published by NISC (Pty) Ltd and Informa UK Limited (trading as Taylor & Francis Group)

Cited by 8 publications

References 54 publications

Perceived Financial Sustainability of Tourism Enterprises: Do Green Human Resource Management Practices Really Matter?

Perceived Financial Sustainability of Tourism Enterprises: Do Green Human Resource Management Practices Really Matter?

Factors Contributing to Staff Turnover in the Hotel Industry: A Literature Review

Reward and Satisfaction: Keeping hospitality employees loyal

Contact Info

Product

Resources

About