The dilemma of operating a strategic approach to human resource management in the Scottish visitor attraction sector

Abstract

The majority of Scottish visitor attractions can also be defined as non‐profit making cultural heritage organisations to include historic buildings, museums and art galleries. Goals of achievement within this sector involve other, longer established priorities other than tourism. For example, internal quality benchmarks within the public sector are led by best value management to facilitate quality public services at lowest cost and combat exclusion. In the wider attraction field these techniques are also applied to achieve best practice and to target new audiences. This paper draws from two national visitor attraction surveys. It highlights the dilemma facing HRM and HRD experts when trying to formulate a HRS for such a diverse workforce to include a high level of seasonal workers and volunteers. The paper recommends that any HRS needs to be flexible enough to schedule this unique workforce towards achieving the distinctive objectives of each attraction’s organisational mission.

The Human Dimension

“…One strategy, the cost minimization approach, used a flexible and segmented labor market (core and peripheral labor) that enabled hotels to reduce cost and afforded them a competitive edge based on price. In this approach, it was argued that flexible seasonal workers, part-time or on-call employees, students, and volunteers could be used for a cost-reduction strategy (Graham and Lennon 2002;Jago and Deery 2002). The other approach, quality enhancement, was a "model of employment relations and competitive advantage driven by a more stable, better skilled and motivated workforce" (Timo 1999, 63).…”

Empirische Forschung zum Personalmanagement in Kulturbetrieben: Ein Literaturüberblick

“…Diese Fokussierung auf vorrangig eine Beschäftigtengruppe findet sich auch im Museumsbereich: Hier werden in fast allen Studien Führungskräfte (oberste Leitungs-und Abteilungsleiterebene) untersucht; zwei der acht einbezogenen Untersuchungen beschäftigen sich zusätzlich mit anderen Museumsmitarbeitern (vgl. Kahn & Garden, 1993;Graham & Lennon, 2002).…”

“…Workforce Diversity (vgl. Allmendinger & Hackman, 1995;Graham & Lennon, 2002); eine Arbeit beschäftigt sich mit unterschiedlichen Aspekten des Personalmanagements (vgl. Haunschild, 2002) und eine mit Organisationskultur (vgl.…”

“…The implication for museum directors is that they become more "hands on", outwardly focused managers (needing resources) as well as efficient managers of a "collection". Graham & Lennon (2002) Museum / Different Employee Groups…”

Researching the Management of Visitor Attractions: International Comparative Study Issues

“…A similar study by Benckendorff and Pearce (2003) investigates the links between the characteristics of Australian attractions and the levels of planning undertaken by attraction managers while work by Lennon (2004) on the management of revenue among attractions is highly pertinent to this study. The human resource aspect of managing visitor attractions has recently been identified for research scrutiny with studies by Watson et al (2004) and Graham and Lennon (2002) contributing to the wider debate on the future management of attractions.…”