Strategic Choice and Organisational Context in HRM in the UK Hotel Sector

Wilton, Nick

doi:10.1080/02642060601011723

Cited by 12 publications

(12 citation statements)

References 25 publications

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“…This was, however, due to deficient organisational practices. Whilst extant literature has considered difficulties in employers' recruitment and retention strategies (Adams et al, 2002;Devins and Hogarth, 2005;Wilton, 2006) this study revealed how organisations' resourcing practices may cause internal soft skills gaps. Fontainebleau suffered from an ad hoc and reactive approach to selection.…”

Section: Discussionmentioning

confidence: 99%

Rethinking the soft skills deficit blame game: Employers, skills withdrawal and the reporting of soft skills gaps

Hurrell

2015

Human Relations

129

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Enlighten -Research publications by members of the University of Glasgow http://eprints.gla.ac.ukRethinking the soft skills deficit blame game: Employers, skills withdrawal and the reporting of soft skills gaps Abstract Soft (e.g. interpersonal and social) skills are receiving ever more attention with employers frequently reporting that employees lack these skills. The 'blame game' for these skills deficits is frequently directed at the individual, family or government. Scant attention has been paid to the possibility that people may possess soft skills but decide to withdraw them because of disaffection with their employer. Taking a critical perspective and drawing on three case study establishments, this paper finds that some managers blamed soft skills gaps on skills withdrawal.The employee data did not, however, reveal greater employee disaffection in the establishment worst affected by soft skills gaps. Investigation of withdrawal instead revealed more about employees who had left the organisations and the propensity for employers to blame employees for soft skills gaps. The study affirmed that organisations may still be to blame for their own soft skills gaps through not contextually integrating selection, induction and training practices with their skills needs.

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Section: Discussionmentioning

confidence: 99%

Rethinking the soft skills deficit blame game: Employers, skills withdrawal and the reporting of soft skills gaps

Hurrell

2015

Human Relations

129

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“…However, the use of internal promotion, communicated as 'growing the company from within', combined with proactive retention strategies indicate the strategic use of an ILM despite the organisation's failure to explicitly label it as such. As one of the largest global hotel chains, Merico tended to use ILMs proactively in the manner that large hotel chains do, as a strategy for managing market and product pressures (Wilton, 2006).…”

Section: The Global Hotel Chainmentioning

confidence: 99%

Internal labour markets as a strategic tool: A comparative study of UK and Chinese hotels

Fisher

McPhail

2011

The Service Industries Journal

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This paper reports how internal labour markets (ILMs), operated by a multinational hotel chain in the UK and China, impact on a range of organisational outcomes. The study examines the effects of three main dimensions of ILMs: job security, training, and opportunities for advancement on the key organisational outcomes of job satisfaction, organisational commitment, and intention to leave, together with employee attitudes to work environment, co-workers, supervisor, service to guests, leadership, communication, and organisational goal achievement. The paper concludes that the operation of an ILM, underpinned by effective human resource management policies and actions, is associated with high levels of work commitment and job satisfaction together with reduced intention to leave. However, the importance of individual ILM variables differs between hotels in the UK and China.

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“…The importance of staffing issues in the hospitality industry is driven by the high dependence of hotel performance on its employees (Kusluvan et al, 2010). Empirical studies indicate a wide variety of approaches to the management of human resources (Ahmad et al, 2010;Lockyer & Scholarios, 2004) influenced by the strategic response to the nature of the internal and external environment (Davidson et al, 2006;Wilton, 2006). Companies may adopt strategies of innovation, quality enhancement or cost reduction (Schuler & Jackson, 1987).…”

Section: Staffing Issues In the Hospitality Industrymentioning

confidence: 99%

“…Furthermore, demand in the hospitality industry fluctuates and while having too few employees may impair service quality, having too many permanent (full-time) employees is a risk because labour cost is the largest operating expenditure (Knox & Walsh, 2005;Nankervis, 2000). High employee turnover and fluctuating demand has led hotel managers to adopt a cost reduction strategy by practising ad hoc staffing, providing minimal and on the job training, no career advancement opportunities, limited employment security and inferior compensation (Alonso & O'Neill, 2009;Wilton, 2006). This results in a number of staff related issues for hotel managers to deal with.…”

Section: Staffing Issues In the Hospitality Industrymentioning

confidence: 99%

“…Employee turnover is defined as the voluntary or involuntary permanent withdrawal of a staff member from an organisation (Robbins et al, 2001, p.27). Employee turnover is a major problem in the hotel industry, especially in developed countries such as the United Kingdom and Australia (Cheng & Brown, 1998;Wilton, 2006). Excessive turnover involving valuable staff members disrupts and hinders the effectiveness of an organisation (Robbins et al, 2001).…”

Section: Issues and Solutionsmentioning

confidence: 99%

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Managing the front office department: staffing issues in Malaysian hotels

Ahmad

Scott

2013

Anatolia

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Managing the front office department: Staffing issues in Malaysian hotels This study examined hotel staffing issues with a focus on the front office department. While there are numerous studies reporting high employee turnover in the hospitality industry few have examined issues that contribute to this turnover or broader related staffing issues. To address this gap, this study conducted semi-structured interviews with fourteen front office managers from hotels with various levels of service in the northern region of Malaysia. Results identified a number of poorly studied issues that contribute to staff turnover. The findings indicate that hotel staff turnover and the consequences for hotel performance are due to a complex series of causal factors. Results may be used by hotel managers in addressing their staffing issues and improving performance.

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Strategic Choice and Organisational Context in HRM in the UK Hotel Sector

Cited by 12 publications

References 25 publications

Rethinking the soft skills deficit blame game: Employers, skills withdrawal and the reporting of soft skills gaps

Rethinking the soft skills deficit blame game: Employers, skills withdrawal and the reporting of soft skills gaps

Internal labour markets as a strategic tool: A comparative study of UK and Chinese hotels

Managing the front office department: staffing issues in Malaysian hotels

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