Social media usage in hotel human resources: recruitment, hiring and communication

Abstract

Purpose – The purpose of this study is to explore the use and non-use of social media (SM) by North American hotels for human resource (HR) activities. Design/methodology/approach – This exploratory study used an online survey and a sampling frame of 1,711 North American hotels with 300 or more rooms, excluding economy properties. With a response rate of 17.1 per cent and a defined population, data were weighted to reflect the midscale, upscale and luxury market classes. Findings – Slightly more than half of North American hotels use SM for HR activities. Higher service level hotels are related to SM HR use generally; midscale properties report higher usage for internal communication. Use of SM in hotel HR is more focused on marketing versus recruitment activities. Research limitations/implications – The generalizability and, therefore, implications are limited to North American hotels, midscale or higher with 300 or more rooms. Future research should complement this broad-based study by delving more deeply into rationale for HR communication over hiring functions for SM and its overall adoption for HR in the hospitality industry. Practical implications – This study provides an understanding of how SM is being used and its perceived usefulness across a variety of HR activities. The findings will inform the application of SM for hotel HR purposes. Originality/value – This is the first empirical study about SM and HR practices in the North American hotel industry.

Role of Internal Marketing on Employees’ Perceived Job Performance in an Asian Integrated Resort

“…Roberts-Lombard (2010) also maintained that it is essential for an organization to provide effective communication tactics including internal discussion and newsletters. Nowadays, it is a popular practice to use social media for internal human resources communication (Gibbs, MacDonald, & MacKay, 2015). Research found that informal internal communication can positively affect employees' work attitude (To, Martin Jr, & Yu, 2015).…”

Law, Ethics and Tech Aspects for an Irrevocable BlockChain Based Curriculum Vitae Created by Big Data Analytics Fed by Internet of Things, Sensors and Approved Data Sources

“…These data are collected from various IoT sources. The list is unlimited: (Schmidt, 2004;Mitchell, 2004) depended companies and LinkedIn (Zide, 2014;Gibbs, 2015) use a type of certified external reference to the curriculum vitae. On the other head Udemy courses won the online training competition primarily due to reporting a rather secure prove of training certificate.…”

Influence of job stability on employees' perception about importance of concrete measures and activities of tourism policy in the destination of cultural tourism

“…Employees who are working in this type of destination could be full-time employees, part-time employees and student employees. Full-time employees (Gibbs, et al, 2015;Mattel, 2016;Pan, 2015) have the best stability of job compared to part-time and student employees. Parttime employees (Gibbs, et al, 2015;Kattara El-Said, 2014;Lee, 2014) have a very labile job stability compared to full-time employees.…”

“…Full-time employees (Gibbs, et al, 2015;Mattel, 2016;Pan, 2015) have the best stability of job compared to part-time and student employees. Parttime employees (Gibbs, et al, 2015;Kattara El-Said, 2014;Lee, 2014) have a very labile job stability compared to full-time employees. Students employees (DeCenzo, et al, 2013;Greenberg, 2013;Solnet, Hood, 2008;Thompson, et al, 2016) usually work at the weekends (Thompson, et al, 2014), but could work 25 hours per week (Greenberg, 2013).…”