Description
Book SynopsisOver the last decade, human resource management has come to be viewed as the dominant paradigm within which analyses of the world of work have been located. This volume examines the nature and assesses the impact of HRM within a highly under-researched division of the service sector, namely the UK hotel industry.
Common perceptions of management practices in the hotel industry typically include work intensification, high labour turnover, lack of training and poor career prospects, and casualised terms and conditions of employment. Using data from a survey of over 200 hotels, this book challenges such stereotypes by demonstrating that this part of the service sector is just as likely to have experimented with new approaches to HRM as the manufacturing industry. It suggests that primary influences on managerial decision-making in the hotel industry are no different from the primary influences affecting decision-making elsewhere, countering the argument that mainstream management t
Trade Review'...this book is a signal contribution to our understanding of major hotel employment relations...In more ways than one, this book is a valuable, welcome addition to a more balanced literature.' - Journal of Industrial Relations September 2001
Table of ContentsChapter 1 Introduction and framework for analysis; Chapter 2 Is there a role for HRM in the hotel industry?; Chapter 3 New approaches toHRM in the hotel industry; Chapter 4 Influences on HRM in the hotelindustry; Chapter 5 HRM in practice in the hotelindustry; Chapter 6 HRM and performance in the hotel industry; Chapter 7 Conclusion; Bibliography; INDEX;
