State of the Canadian hospitality and tourism industry

Jayawardena, Chandana; Sovani, Altaf; MacDonald, Alanna

doi:10.1108/whatt-05-2017-0024

Cited by 3 publications

(3 citation statements)

References 6 publications

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“…There are many challenges faced by the Canadian hotel industry. One such challenge is related to the human resources supply, as discussed at the Worldwide Hospitality and Tourism Trends (WHATT) roundtable in 2012 (Jayawardena et al, 2017).…”

Section: Rationale For the Researchmentioning

confidence: 99%

“…This reduction has translated into a negative impact on international arrivals to Canada and demand for accommodation (Tourism Industry Association of Canada, 2014). The hotel sector has its own challenges in relation to labour shortages as well as understanding and meeting the needs of a diverse market segment in non-traditional ways (Jayawardena et al, 2017). This might push the HR department in the Canadian hotels to work harder in order to avoid the decline of service quality.…”

Section: Rationale For the Researchmentioning

confidence: 99%

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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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Section: Rationale For the Researchmentioning

confidence: 99%

Section: Rationale For the Researchmentioning

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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“…Three authors (with experience as dean/five-star hotel's general manager (GM), academic chair/restaurant franchisee and professor) of the first paper in this theme issue, look at the state of the industry and lay a foundation for the other nine articles to follow (Jayawardena et al, 2017). Canada's travel and tourism industry is performing well; however, when the figures are adjusted for inflation, the industry is evidently experiencing a decline of 25 per cent as reported by the Tourism Industry Association of Canada (TIAC), 2014.…”

Section: The State Of the Industrymentioning

confidence: 99%

The hospitality and tourism industry in Canada: innovative solutions for the future

Jayawardena¹

2017

WHATT

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Purpose This paper aims to provide practical solutions to the strategic question: “The hospitality and tourism industry in Canada: what are the main challenges and solutions?”. It aims to capture the essence of scholarly contributions made by 25 Canadian experts and provide a conclusion to the Worldwide Hospitality Themes (WHATT) theme issue (v.9, n.4) dedicated to Canada. Design/methodology/approach The paper draws from key concepts, suggestions and solutions written by 25 Canadian authors in the previous papers of this theme issue. It is worth noting that these authors together have more than 700 years of experience in managing, operating and teaching all aspects of the tourism and hospitality industry. The paper presents nine summaries in the following order: the state of the industry (introductory article); finding innovative solutions for HR challenges (four articles); and new trends and innovation (four articles) Findings In conclusion, 20 recommendations relating to human capital enhancement, as well as general suggestions, are made to embrace useful trends and innovative thinking for future progress in Canada’s hospitality and tourism industry. Practical implications As this paper is a combination of many perspectives from nine co-authored articles, there is no single focus to draw common conclusions. For further information and analysis, it is recommended that the relevant articles from this theme issue be reviewed. Originality/value Readers interested in the Canadian hospitality and tourism industry will find this paper to be of interest.

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

Khassawneh¹

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Human resource management (HRM) practices have been recognised as a key function in enhancing organisational productivity and sustaining competitive advantage for organisations. It has been noted that most studies that are based on the relationship between HRM 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. There is a lack of qualitative studies to highlight the effect of HRM practices on service quality in Canadian hotels. Therefore, this research aimed to examine the influence of HRM practices on service quality in the Canadian hotel industry. This study aims first to propose a working definition of service quality in hotels and then to develop a conceptual model to help hotel managers improve service quality in the light of HRM practices. This study seeks to investigate how employee recruitment and selection, training, rewards and incentives, and internal career opportunities help to improve the quality of service in the hotel sector. An exhaustive review was conducted to establish existing facts about the concept of service quality and its significance for the hospitality sector. Likewise, sources that addressed issues in the HRM discipline were analysed to assess the role of HRM practices in ensuring service quality. The qualitative research method was employed in the study. Three sets of semi-structured interviews were designed to obtain a perspective on the relationship between HRM practices and service quality from the top to the bottom of the hierarchy within hotel organisations in Canada. They were semi-structured and face-to-face. The sample was made up of 6 HR managers, 6 supervisors and 22 non-management employees. The findings of the research indicated the presence of a strong association between recruitment and selection and service quality. The themes obtained from interviewees suggested that an established process of hiring of induction for new employees is an effective first step in ensuring that any new person joining the organisation is aware of service quality standards and expectations. The findings further indicated that recruitment and selection help in hiring and selecting skilled people to deliver service quality. This suggested that recruitment and selection play a key role in impacting the service quality. It was found that training and development, incentives and rewards, and internal career opportunities have an effect on service quality. Moreover, the relationship between all the HR practices as a bundle and service quality was reported as having an effect to improve 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 HRM practices and service quality that contributes to enhance knowledge of the causal relationship between them. In addition, this study contributes by identifying which HRM practices a hotel could adopt to gain a service quality advantage in the marketplace. Moreover, the proposed conceptual framework contributes by improving our understanding of the causal relationships between HRM practices and service quality. Managerial implications, research limitations and research avenues were then captured.

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State of the Canadian hospitality and tourism industry

Cited by 3 publications

References 6 publications

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

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

The hospitality and tourism industry in Canada: innovative solutions for the future

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

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