The path of least resistance? Choice and constraint in HRM strategy in the UK hotel sector

Wilton, Nick

doi:10.1016/b978-0-08-045081-0.50017-3

Cited by 3 publications

(1 citation statement)

References 30 publications

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“…Many empirical studies illustrate the poor conditions of employment in the tourism and hospitality sector, suggesting that there is little adoption of an HRM philosophy in hotels and providing little evidence of human resources being seen as a source of competitive advantage (Kelliher and Johnson, 1997;Kelliher and Perrent, 2001;McGunnigle and Jameson, 2000;Wilton, 2008;Smith et al, 2011). By countries, the United Kingdom is one of the most studied cases.…”

Section: Hrm In the Hotel Industrymentioning

confidence: 98%

Human resource management approaches in Spanish hotels: An introductory analysis

Marco‐Lajara

Úbeda‐García

2013

International Journal of Hospitality Management

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Section: Hrm In the Hotel Industrymentioning

confidence: 98%

Human resource management approaches in Spanish hotels: An introductory analysis

Marco‐Lajara

Úbeda‐García

2013

International Journal of Hospitality Management

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A literature review of tourism management (1990–2013): a content analysis perspective

Chang

Katrichis

2016

Current Issues in Tourism

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Does training influence organisational performance?

Úbeda‐García

Marco‐Lajara

Sabater‐Sempere

et al. 2013

European Journal of Training and Development

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PurposeThe aim of the paper is to identify which variables of training policy have a significant and positive impact on organisational performance.Design/methodology/approachA targeted literature review was conducted to identify and collate a comprehensive range of human resource management and training conceptualisations/investigations. This was the basis for the approach to contrast hypotheses. The paper used a sample of Spanish companies and the method of analysis was regression.FindingsThe results obtained in this paper do suggest that the training policy positively correlates with organisational performance, both using objective result measures (productivity and financial performance) and in the subjective measure of perceived financial performance and in intermediate result measures.Research limitations/implicationsThe study was confined to the analysis of a single Spanish region, and specifically referred to its hotel industry, which means that the results obtained must be situated within that specific context examined. To this must be added that the data were collected from a single source (CEOs) and, of course, it would have been more appropriate to use data from multiple sources.Originality/valueFrom an academic point‐of‐view, the research initiative presented here is placed within the new line of development for research into training and performance that tries to overcome the restrictions faced in other publications, trying to go one step further in the search for more specific connections between human resources and performance. From a practical viewpoint, this research work could help hotel entrepreneurs in two ways: first, by providing evidence that the resources allocated by hotel firms to the training of their staff have a positive impact on their profit levels; and second, by showing which variables should be considered to achieve this relationship.

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The path of least resistance? Choice and constraint in HRM strategy in the UK hotel sector

Cited by 3 publications

References 30 publications

Human resource management approaches in Spanish hotels: An introductory analysis

Human resource management approaches in Spanish hotels: An introductory analysis

A literature review of tourism management (1990–2013): a content analysis perspective

Does training influence organisational performance?

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