Handbooks of hospitality human resources management part 1

Handbook of hospitality human resources management This page intentionally left blank Handbook of hospitality human resources management Edited by Dana V Tesone Rosen College of Hospitality Management University of Central Florida 9907 Universal Boulevard Orlando, FL, USA Elsevier Limited AMSTERDAM • BOSTON • HEIDELBERG • LONDON • NEW YORK • OXFORD PARIS • SAN DEIGO • SAN FRANCISCO • SYDNEY • TOKYO Butterworth-Heinemann is an imprint of Elsevier Butterworth-Heinemann is an imprint of Elsevier Linacre House, Jordan Hill, Oxford OX2 8DP, UK 30 Corporate Drive, Suite 400, Burlington, MA 01803, USA First edition 2008 Copyright © 2008 Elsevier Ltd All rights reserved No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the publisher Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone (ϩ44) (0) 1865 843830; fax (ϩ44) (0) 1865 853333; email: permissions@elsevier.com Alternatively you can submit your request online by visiting the Elsevier web site at http://elsevier.com/locate/permissions, and selecting Obtaining permission to use Elsevier material Notice No responsibility is assumed by the publisher for any injury and/or damage to persons or property as a matter of products liability, negligence or otherwise, or from any use or operation of any methods, products, instructions or ideas contained in the material herein Because of rapid advances in the medical sciences, in particular, independent verification of diagnoses and drug dosages should be made British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging-in-Publication Data A catalog record for this book is available from the Library of Congress ISBN: 978-0-08-045081-0 Printed and bound in Hungary 08 09 10 11 10 For information on all Butterworth-Heinemann publications visit our website at books.elsevier.com Contents About the authors vii Preface xix Part One Acquiring human resources HR in the hospitality industry: strategic frameworks and priorities J Bruce Tracey, Sean A Way and Michael J Tews Job analysis: the basis for all things H.R Jalane M Meloun Get it right the first time: using job competencies for positive hiring outcomes in the hospitality industry Peter Ricci Part Two 23 43 Retaining human resources Organizational culture in the casual dining restaurant industry: the impact that culture has on service quality and customers’ intentions to return Dean A Koutromanis Ethical principles and practices in human resources management Frank J Cavico and Bahaudin G Mujtaba Human resources management and a service culture Denver E Severt and Catherine Curtis Employee relations: a problem-solving approach R Thomas George Human resource management’s role in ethics within the hospitality industry Jalane M Meloun and Stephen E Sussman Organisational communication in the hospitality industry: critical issues Margaret Deery and Leo Jago 63 83 115 135 157 177 v ● ● ● ● Contents 10 Employee turnover: calculation of turnover rates and costs Aksu Akin 11 The role of conflict management in human resource development in the hospitality industry Larry A Rice and Claire Michele Rice 12 Work-family conflict and facilitation: implications for hospitality researchers Osman M Karatepe 13 The optimal hospitality leader: creating a thriving, self-motivating leadership-followership organizational network George Alexakis 14 The path of least resistance? Choice and constraint in HRM strategy in the UK hotel sector Nick Wilton Part Three ● ● ● vi 223 237 265 291 Developing human resources 15 Employee orientation and mentoring programs Bahaudin G Mujtaba 16 Human capital development: a return on investment perspective Robin B DiPietro 17 Contributing to employee development through training and education Debra Cannon 18 An HR practitioner’s view: four actions that HR executives can take to get their services used Robert C Preziosi Part Four 195 317 347 373 391 Critical human resource issues 19 Employee management and innovation Michael Ottenbacher 20 Development of a sustainable tourism hospitality human resources management module: a template for teaching sustainability across the curriculum Dana V Tesone 21 Strategic human resources management issues in hospitality and tourism organizations Fevzi Okumus 415 Index 497 431 469 About the authors Akin Aksu was born in 1971 in Ankara He graduated from Akdeniz University School of Tourism & Hotel Management in 1993 He got the Ph.D degree from Gazi University in 1999 by fulfilling his doctorate thesis entitled “Reengineering in Star Hotels and A Research on Its Applicability” Akin Aksu currently works as an associate professor at Akdeniz University School of Tourism & Hotel Management Dr Aksu has published many articles on tourism and he has one book entitled “Modern Management Techniques in Tourism Establishments” Dr George Alexakis has had three distinct careers: full-service restaurant and banquet operations management, foodservice and hospitality consulting, and university teaching and administration He has been a full time business and hospitality management professor for universities in the State of Florida since 1995 He is also a professional speaker and presents training seminars on topics such as communication, customer service, managing conflict, management/leadership, and human resources development for a variety of domestic and international organizations Before entering the world of education, he worked for Cini-Little International, Inc as a hospitality/foodservice consultant and marketing manager His operations experience of more than 15 years includes managing his family’s businesses: a formal dinning room and a family-style restaurant just outside of Toronto, Canada In addition to teaching, Dr Alexakis holds a Doctor of Education with a concentration in Hospitality Management, a Master of Science in Hospitality Administration, a Bachelor of Commerce in Hospitality and Tourism Management, and a Diploma (Associate’s equivalent) in Hotel and Restaurant Management vii ● ● ● ● About the authors Debra Cannon, Ph D specializes in hotel management and human resource management in the hospitality industry Prior to joining Georgia State University, she worked with the Ritz Carlton Hotel Company and Hyatt Hotels Her research interests have focused on high performance service organizations, organizational culture, organizational commitment, and work teams.Cannon’s research has been published in journals including the Journal of Hospitality & Tourism Research, International Journal of Hospitality Management, Hospitality and Tourism Educator, and the International Journal of Contemporary Hospitality Management She was the founding Executive Editor of Praxis—The Journal of Applied Hospitality Management, a scholarly research journal formerly published by the Cecil B Day School of Hospitality She has conducted funded research for hospitality organizations such as the Atlanta Convention and Visitors Bureau and the Georgia Hospitality and Travel Association She has a doctorate degree in Human resources from Georgia State University Frank J Cavico is a full professor who teaches Business Law and Ethics at the H Wayne Huizenga School of Business and Entrepreneurship of Nova Southeastern University In 2000, he was awarded the Excellence in Teaching Award by the Huizenga School Professor Cavico holds a J.D degree from St Mary’s University School of Law and a B.A from Gettysburg College He also possesses a Master of Laws degree from the University of San Diego School of Law and a Master’s degree in Political Science from Drew University Professor Cavico is licensed to practice law in Florida and Texas He has worked as a federal government regulatory attorney and as counsel for a labor union, and he has practiced general civil law and immigration law in South Florida Catherine Curtis is a third year doctoral student at the University of Central Florida in Orlando where she also earned her Master’s of Science Degree and finished a thesis regarding the differences between tipped and non-tipped employees in the casual restaurant industry Her industry experience includes many hotel settings with the latest being Starwood International Catherine enjoys teaching, researching, and speaking on a broad array of topics in the hospitality industry Aside from the hospitality industry, Catherine’s background also spans elementary education Her hobbies are spending time with her new son and singing ● ● ● viii About the authors Margaret Deery is Professor in Tourism and Events and a Professorial Research Fellow in the Centre for Tourism and Services Research at Victoria University, Melbourne, Australia Her background is in Human Resource Management, having published in the areas of employee turnover, internal labor markets, promotional opportunities, and career development Her Ph.D dissertation focused on the concept of turnover culture She has previously held the positions of Director of the Centre for Hospitality and Tourism Research at Victoria University and Professorial Research Fellow with the Australian government funded Sustainable Tourism Co-Operative Research Centre She has published extensively in hospitality and tourism management areas and attracted numerous competitive research grants Robin B DiPietro, Ph.D is an assistant professor at the University of Nebraska-Lincoln in the Hospitality, Restaurant and Tourism Management program Prior to her work at the University of Nebraska-Lincoln, Dr DiPietro worked at the Rosen College of Hospitality Management, at the University of Central Florida She has 20 years of experience with chain restaurants in the operations, human resources, and training areas Dr DiPietro worked with Horizon Foodservice, Inc dba Burger King in Lincoln, Nebraska as the Director of Training and Director of Operations for over 10 years developing restaurant leaders and managers She has research interests in multi-unit chain restaurant operations and human resources issues inherent in restaurant operations including motivation, employee retention, and staffing issues of organizations R Thomas George, MBA, Ed.D is an Associate Professor in the Hospitality Management Program at The Ohio State University He teaches courses in hotel and restaurant management as well as human resource management and organization behavior His research has centered on the manager and employee relationship and has appeared in the Journal of Hospitality and Tourism Research, International Journal of Hospitality Management, Journal of Human Resources in Hospitality and Tourism, Journal of Foodservice Business Research, and others Dr Leo Jago is a Professor in Tourism at Victoria University and Director of the Centre for Tourism and Services Research For the last years, he has been seconded to the position of Deputy CEO and Director of Research for Australia’s national Cooperative Research Centre for Sustainable Tourism He is a former national Chair of the Council of Australian Universities ix ● ● ● ● Handbook of hospitality human resources management The survey suggested that formal employee relations practices were more likely to be found in hotels located in urban centres serving the stable, commercial market rather than those hotels catering for the more unpredictable tourist trade Hoque (1999), in a study of HR practice in large and medium hotels, divided establishments into three categories in terms of business strategy: those focusing on cost-minimisation or price competition, those focusing primarily on quality enhancement and those with an ambiguous approach to business strategy Much of the survey sample appears to adopt a cost minimisation approach or, at best, an ambiguous strategy trying to balance the need for strict control over labour costs and the need for standards to be maintained There was also evidence, however, to suggest that among larger hotels there may be evidence of hotels adopting competitive strategy of quality enhancement and with it a more formalised system of HRM Interviews with HR managers • • • From the survey alone it was unclear whether this perceived formality in larger hotels was indicative of greater strategic thinking among management and how widespread strategic approaches to HRM were in the sector Furthermore, it was debatable whether any greater formality was the result of management linking employee satisfaction to improved service quality and the pursuit of the former in order to achieve the latter or whether it was associated with the need for tighter control and supervision of a larger workforce These questions formed the basis for the qualitative phase of the research It was expected that the interviews conducted with HR/personnel managers in larger hotels would uncover a relatively consistent level of formality of HR practices However, even in a small sample of largely “similar” establishments (hotels targeting the higher end of the hospitality market) considerable diversity in HR policy and practice was apparent Relative diversity in overarching HR strategy was informed by a number of factors including the nature of ownership (whether independent or belonging to a UK or overseas chain), the approach of the wider organisation (if part of a chain), the management style of the general manager/personnel manager at the establishment and the location of the hotel and its associated labour market First, diversity was found in the area of employment structures and the utilisation of labour Despite an almost universally high dependency on (either or both) part-time and casual labour in the hotels surveyed, the interview sample hotels ● ● ● 300 Choice and constraint in HRM strategy in the UK hotel sector displayed a range of approaches to the manipulation of staffing levels which tended to reflect a deliberate approach to HR planning and, in some cases, a particular competitive strategy These included a seasonal establishment that managed to maintain a relatively large year-round workforce of full-time workers complemented by a large intake of casuals in the summer months, an approach informed by the owner’s desire to retain key workers (despite the overhead costs associated with doing so out of season) and a scarcity of key skills in the local labour market at peak season This was partially to support a business strategy of diversification (away from its main summer tourism market) to attract custom out of season (e.g small business conferences, short breaks…) Alternatively, other hotels managed to address the problems of variable demand with little recourse to casual employment through other forms of flexibility such as cross-training and multi-skilling, reflecting an ambiguous business strategy, attempting to maintain tight control over costs while maintaining service quality The methods of communication used in the interview sample hotels also varied considerably from highly structured, bilateral consultative formats, to unstructured, informal, purely downward models Several establishments went beyond managerial communication of strategic or operational information (using methods that ranged from regular (or irregular) general meetings through to an informal cascade through departmental managers) These hotels used staff forums or consultative committees as a deliberate attempt to engender employee commitment and to gauge employee satisfaction Informal forms of communication, characterised by ideas of “open-door” policies or “as and when necessary”, were again to be found in a variety of hotels, whether according to ownership or size Again, the adoption of particular methods of employee communication and/or consultation tended to reflect both management style and HR strategy within an establishment, as discussed in the following section In relation to employee relations “problems”, the majority of managers interviewed regarded labour turnover to be an issue at their establishment However, managerial attitudes differed significantly in the extent to which they saw it as an avoidable problem and the extent to which they were willing or felt able to address it One perspective considered high levels of turnover not to be of particular concern and an inevitable occurrence in the industry that was to be tolerated and, in some cases, contributed to maintaining low labour costs Alternatively, other hotel managers regretted labour turnover which they felt impacted negatively on service quality and 301 ● ● ● ● Handbook of hospitality human resources management were actively attempting to address this problem, whether through supply-side approaches (e.g through the refinement of selection processes and ensuring prospective staff were aware of the demands of the industry, especially regarding working hours) or measures to improve staff retention A similar situation was apparent in the discussion of skills deficiencies Skills shortages in the external labour market (at all occupational levels) were felt to be the most significant problem and all managers interviewed acknowledged the problems of recruiting adequately trained, experienced employees, regardless of location Again, however, significant diversity was evident in the approaches taken to address the issue Several hotels actively addressed the issues by attempting to improve recruitment procedures and to aid retention by offering better terms and conditions than their competitors Other hotels appeared to accept inevitable shortfalls in supply of key skills and actively sought to de-skill certain tasks to minimise training and employment costs Of course, external factors, for example the nature of the local labour market were largely to blame for the severity of the problem in a particular hotel, but the problem also appears to be inherent in the sector, relating to poor industry image and poor conditions of employment This appeared to be an area of consensus in all hotels Management style in the interview sample One means by which to classify approaches to employee management is to consider the management “style” that is reflected in the adoption of particular HR practices Wilton (2006), using the same data as discussed here, outlines the approach evident in each of the interview sample hotels by referring to Purcell’s (1987) model of management style based on degrees of individualism and collectivism10 Purcell suggests that a high degree of individualism (which emphasises individual employee development) is characterised by strong internal labour markets, comprehensive training schemes and extensive welfare provision Such establishments are also characterised by payment systems that emphasise merit elements, 10 While intended to map long-term management styles reflecting coherent strategic approaches, this model may also be a useful means of locating different managerial approaches within the hotel industry (Croney, 1988) Even though these approaches may not be deliberate in the sense of being planned and formulated as coherent business strategy, the model may still prove useful in mapping contingent management styles (Wilton, 2006) ● ● ● 302 Choice and constraint in HRM strategy in the UK hotel sector the use of appraisals and assessment techniques and communication systems are likely to be extensive though a variety of media In contrast, low individualism (which emphasises labour control) is characterised by tight fiscal controls (emphasising the commodity element of labour) and little priority to job security, with emphasis on the external labour market and employee discipline Organisations that occupy the middle ground are characterised as paternalist and described as being those organisations that “do not appear to place emphasis on employee development and career progression … nor are they dismissive of a sense of social responsibility towards their staff” (Purcell, ibid., p 537) Hotels that formed the interview sample generally displayed a labour control or, at best, paternalist management style Predictably, only a very limited number of hotels could be characterised as emphasising employee development by demonstrating a commitment to internal labour markets and attempts to forego a degree of numerical flexibility in favour of greater emphasis on employment stability The collectivism variable refers to the degree of “industrial democracy” found in an organisation and the means by which managers “become to a greater or lesser extent accountable for their actions to employees, and where staff have some say in decisionmaking” (Purcell, ibid., p 538) Wilton (2006) modified Purcell’s original model to reflect the negligible presence of trade unions and organised collectivism in the sample establishments by using this axis to refer to the degrees of employee involvement in decision-making, ranging from absolute managerial prerogative (unilateralism) through employee cooperation to some degree of worker consultation Most establishments where interviews were conducted could be argued to be essentially unilateral or cooperative (mainly through paternalist “open door” means of employee communication and involvement) in nature The few hotels that were categorised as consultative were seen to demonstrate more inclusive employee participation mechanisms that rose above simply day-to-day concerns and which impacted upon immediate working conditions and, in some cases, represented strategic joint decisionmaking Importantly, employee influence on managerial decision-making was portrayed as being relatively high in these hotels Again, only one hotel in the sample (which was part of large international chain) appeared to reflect both elements of consultative collectivism and employee development; the hotel had both well-developed mechanisms for participative employee consultation and employment policies emphasising the importance of staff retention, skills and positive encouragement of functional flexibility 303 ● ● ● ● Handbook of hospitality human resources management Discussion The research suggested, therefore, that generalisations about employee management in such a diverse industry are difficult to make and, given that managerial responses to the pressures and tensions of the industry are difficult to predict, a contingent approach is necessary to understand managerial practice, especially in relation to strategic HR planning Elements of the industry context, for example the unpredictability of demand and the subsequent “need” for employment flexibility, appeared endemic to most hotels yet managerial responses to their environment were diverse Therefore, while the industry itself provides the broader context, it is the immediate circumstance of the individual establishment that appeared to provide the greatest influence on employment practice The research highlights both the diversity of employee relations policies and practices adopted by managers and organisations in the UK hotel sector but also the relative paucity of strategic approaches to HRM across the sector Even where more considered approaches to employee management were evident, considerable diversity of responses to environmental pressures were also found While the survey gives some indication that larger hotels are more likely to demonstrate greater formality of employee relations11, the range of practices adopted, even within the selective interview sample, indicates that there is little uniformity even among similar establishments Lockwood and Jones (2000; citing Slack et al., 1995) suggest that there are four key factors that influence the operational complexity of a service or production process: volume of demand; variety of products and services offered; variation in demand; and the extent of customer contact In the hotel industry, it is likely to be the combination of the first three factors (assuming that the level of customer contact is high across the sector) that are likely to exert most influence and be the prime determinants of competitive and HRM strategy On the basis of this research, size of establishment appears to have significant implications in terms of the interaction between a particular hotel and its immediate context (i.e labour and product market) partly because it is a significant indicator of other important characteristics (e.g larger hotels are likely to be of a higher standard and belong to a larger organisation) 11 There were incidences of smaller hotels adopting more progressive approaches to HRM (in the survey sample) Typically these were more upmarket establishments apparently adopting a differentiation focus approach to competitive strategy which informed a high commitment HRM strategy ● ● ● 304 Choice and constraint in HRM strategy in the UK hotel sector Larger hotels might deal with larger volumes of custom and offer a wider variety of services and products, yet it is the relative stability of demand in the commercial sector (which makes up the bulk of custom in many large hotels) that both requires and allows the adoption of a more coherent, formalised HRM strategy to contribute to organisational performance The (larger) hotels in the interview sample appear, therefore, to have a greater range of HR and competitive strategic options as demonstrated by the diversity of HRM practices and ethos that had been adopted There were considerable differences, however, in the extent to which the HR managers interviewed appeared to recognise the range of alternatives available to them While several managers were aware of the opportunity to adopt a long-term, commitment-based HR strategy, only a small number had adopted related practices, mainly in an ad hoc manner Only one hotel (which was part of large international chain) had in place practices and policies that could be inferred to approximate to strategic, high-commitment HRM Most managers appeared to be constrained by day-to-day concerns and tactical decision-making, whether at establishment or higher organisational level, which inhibited their ability to adopt a more cohesive strategy The interviews suggest that even where there are alternatives available to management in the formation of competitive and HR strategy, management’s failure to recognise them, or fail to see their benefit, is as much of a constraint as their environmental context Many factors affecting organisational performance in the hospitality industry lie outside the control of managers and it is unsurprising that few hotels in the study adopted a longterm HR strategy Overall, the vast majority of establishments appear to conform to this largely stereotypical model of hotel management demonstrating little formality, establishments being characterised by a reliance on casualised labour and strict wage control Using Hoque’s (1999) distinction between different competitive strategies in the sector, the hotels in this study appear to compete on the basis of cost-minimisation or by adopting an ambiguous approach to business and HR strategy Alternatively, a very small proportion of hotels, most commonly larger, higher-rated establishments belonging to a larger organisation, formed a distinctly different industry sub-sector The internal logic for larger hotels serving the more benign commercial marketplace is, therefore, likely to be different to that of the smaller hotel sector coping with more unpredictable demand As such, management of such hotels while still subject to particular idiosyncrasies of the sector was more likely to be formalised, less instrumental and more inclusive than 305 ● ● ● ● Handbook of hospitality human resources management that found in the rest of the sector Employment was, therefore, likely to be experienced more positively with better terms and conditions on offer, opportunities for development and a greater emphasis on the stability of labour and skills flexibility The research presented in this chapter raises the question of whether a conscious (or unconscious) competitive strategy of cost minimisation simply represents managers taking the path of least resistance (and as such, rather than being a statement of incapacity in the face of external pressures is a legitimate response to these pressures), especially given that attempts to move away from such an approach would likely be viewed as high risk Taking the perspective that the strategies of firms are best understood as sets of strategic choices (whether emergent or planned), a key issue is the “degrees of freedom” available to different firms in different sectors (Boxall & Purcell, 2003, p 35) Thompson and McHugh (2002) suggest that the choice of HR strategy within a firm is governed by variations in organisational form (e.g size), competitive pressures on management and the stability of labour markets, mediated by the interplay of employer–employee relations and worker resistance Hyman (1987) argues that all management decisionmaking is merely tactical rather than strategic and this notion may be epitomised by hotel industry norms Kochan, McKersie, and Cappelli (1984, p 21, cited in Hyman, 1987, p 29) suggests that “strategic decisions can only occur when the parties have discretion over their decision, that is where environmental constraints not severely curtail the parties’ choice of alternatives” The research suggests that, in response to specific labour and product market pressures, for many hotels, both in the UK and elsewhere, the extent of choice in HRM strategy appears limited, given that a cost-minimisation business strategy appears almost irresistible This might be used to infer, therefore, that some conceptions of strategic choice might exaggerate the ability of managers to make decisions and take action independent of the environmental contexts in which they business (Colling, 1995) nowhere more so than in the hotel industry Many conceptualisations of strategic HRM are predicated upon a rational perspective of managerial decision-making where decisions are definable acts of planning, choice and action Bratton (2003) suggests, however, that the assumption that a firm’s business-level strategy and HR strategy have a logical, linear relationship is questionable given the evidence that strategy formulation is informal, politically charge and subject to complex contingency factors As such the notion of consciously aligning business strategy and HR strategy applies only to the “classical” approach to strategy, where the ● ● ● 306 Choice and constraint in HRM strategy in the UK hotel sector manager is a reflective planner and strategist Furthermore, the relationship between business and HR strategy is often said to be “reactive” in the sense that HR strategy is subservient to “product market logic” and wider corporate strategy In the hotel industry, the process of strategic formulation would appear to be less clearly delineated For example, HR “strategy” and practice in some hotels may well be determined primarily by local market conditions (e.g the scarcity of particular skills leading to deskilling or the unpredictability of demand leading to the mass casualisation of employment) which, in turn determines, wider competitive strategy Even in hotel establishments which are part of a larger chain (like most of those in which interviews were conducted) managers are likely to be trying to reconcile business strategy and environmental pressures and whatever HR strategy emerges is likely to be an amalgamation of policies and practices which are an ad hoc response to local market conditions and those imposed from senior management This has more in common with Purcell’s (2001) portrayal of HR strategy as “emerging patterns of action” that are likely to be formed intuitively, rather than a set of proactive edicts that are born from and complementary to competitive strategy Summary What can be concluded from the research presented in this chapter is that a contingent approach is necessary to understand HRM practice and strategy within this highly diverse industrial sector as employer responses to the pressures and tensions of the industry are unpredictable The complex relationship between product and labour market context, HR and wider competitive strategy in the industry appears to inform a broad range of responses from HR managers in the sector Many hotels in the UK, including the majority of those covered by the survey, have high levels of operational complexity on the basis of serving highly variable product markets (as well as competing in difficult labour market conditions) that lends itself to a costminimisation “strategy” and a reactive, unitary management style At best, they adopt an ambiguous strategy attempting to balance the need for strict control over labour costs and the maintenance of standards Hotels that operate in the more stable commercial marketplace appear in a better position to adopt a proactive strategy of quality enhancement and associated HRM practices (whether or not as part of a coherent HRM strategy) 307 ● ● ● ● Handbook of hospitality human resources management Adopting the matching model advocated by Beer et al (1984), then arguably for many hotels a cost-minimisation business strategy, with attendant HR policies of high levels of numerical flexibility, deskilling and use of casual labour, is the ideal match for its competitive environment In many hotels it appears that competing purely on the basis of price and, therefore, costminimisation through the manipulation of labour, sufficiently addresses for many of the fundamental strategic problem of viability in the marketplace Given the volatility of demand in the sector this response appears rational Where a strategy of quality enhancement and high-commitment strategic HRM may be most useful is in those hotels where the “second-order” problem is to be tackled, that of sustained advantage; for those that wish to play in a higher level “tournament” (Boxall & Purcell, 2003, p 33) Achieving viability is likely to be enough of an objective for many smaller hotels and the problems posed by trying to increase competitive advantage through strategic approaches are likely to be too costly to address For managers in many hotels, the “degrees of freedom” in decision-making about both business and HRM strategy appear limited in response to specific labour and product market pressures However, referring to the “ideal types” of business strategy suggested by Porter and Gilbert and Strebel, it is apparent that among the interview sample hotels there is variation in competitive approaches dependent on their target market(s), their patterns of demand, hotel ownership and location What is less apparent, however, is a conscious formation of a coherent HR strategy to underpin this competitive approach In fact, in smaller hotels where an explicit competitive strategy of price competition and labour cost minimisation is the norm, there is perhaps greater “fit” between HR and competitive strategy Models of HR strategy tend to assume that an alignment of business strategy and HR strategy will improve organisational performance and competitiveness and that high-commitmenttype HRM systems produce above-average results compared with control-type systems A number of studies (Guest, 1997; Hutchinson et al., 2000) have found that bundles of HRM practices are positively associated with superior organisational performance In the hotel sector, Worsfold (1999) suggests the adoption of HRM practices may result in significant improvements in organisational performance and service quality However, Purcell (1999, p 26) does report on the highcommitment HRM discourse that has led to “extravagant claims on the universal applicability of the best practice model, implying one recipe for successful HR activity” It might be the case, therefore, that in the hotel industry at least, an instrumental approach to ● ● ● 308 Choice and constraint in HRM strategy in the UK hotel sector labour control within an overall business strategy of cost minimisation is the logical strategic choice for some establishments and that apparently “poor” HR practice are reflective of management adopting a “strategy” by which to best achieve sustainability of their organisation Implicit in different competitive strategies is a particular set of employee responses to that strategy, or “needed role behaviours” HR strategy is concerned, therefore, with the challenge of matching the HR philosophy, policies, practices and processes in a way that will stimulate and reinforce the different employee role behaviours appropriate for each competitive strategies (Schuler, 1989; Schuler & Jackson, 1987; Capelli & Singh, 1992) This might suggest that in an industry sector where customer interaction and service quality is paramount, an emphasis on labour control and cost-minimisation would not achieve the employee role behaviours required to produce competitive advantage It can be inferred from the data collected in this study that, in many hotels, immediate operational concerns such as unpredictable demand and the manipulation of labour take precedence over concerns about service quality In this scenario, management are likely to rely on the “goodwill” of employees to perform effectively without providing incentives for doing so (an approach which tends to favour paternalist styles of management) Combined, this goodwill and effective cost management are likely to ensure the survival of the hotel For a large part of the sector, therefore, adoption of a strategy of control is arguably the path of least resistance for achieving viability in the marketplace and the adoption of a high-commitment HRM strategy would most likely be extremely difficult, highlighting that “best practice HRM” is not universally applicable (Purcell, 1999) Conversely, in hotels where consistently high service quality is essential, then best-practice HRM would appear to be of paramount importance to achieve sustained advantage What seems apparent in this research is limited evidence of HR strategy formation and practical implementation of policies and practices to underpin a value-added competitive strategy in those hotels where it would be most beneficial to so Even in organisations where an overall corporate strategy of quality enhancement and differentiation appears to have been adopted the extent to which this is translated into HR practice comes down to the ability and leadership of local managers to follow through these objectives in the context of specific environmental conditions (Purcell & Ahlstrand, 1994) Therefore, while most of the hotels in the interview sample operate in similar product and labour markets the ways in which 309 ● ● ● ● Handbook of hospitality human resources management management utilise and communicate with employees, and respond to HR “problems, was found to differ substantially Although many of the hotels in the sample simply react in the most cost-effective manner (in the short-term), other hotels appear to have acknowledged the connection between staff retention, job satisfaction and service quality The interviews with HR managers in the sector indicated that while much of the work of HR specialists and managers in the sector focuses on “tactical”, day-to-day concerns, a long-term strategic perspective was possible and found in a small number of hotels It is perhaps surprising that more did not adopt such an approach given the importance of service provision to both viability and sustained competitive advantage Therefore, in the context of the survey data, even though larger hotels appear more likely to recognise this connection and display more formal or strategic approaches to HRM compared to the industry as a whole, this sub-sector still appears significantly divided in the extent to which managers appear able, willing or compelled to invest in associated practices References Atkinson, J (1984) Manpower strategies for flexible organisations Personnel Management, 16(8), 28–31 Bamberger, P., & Meshoulam, L (2000) Human resource strategy California: Sage Beer, M., Spector, B., Lawrence, P., Quinn Mills, D., & Walton, R (1984) Managing human assets New York: Free Press Boxall, P., & Purcell, J (2003) Strategy and human resource management Basingstoke: Palgrave Bratton, J (2003) Strategic human resource management In: J Bratton & J Gold (Eds.), Human resource management: Theory and practice (3rd ed.) 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Ten years after 19 91 Journal of Management, 21: 625-6 41 Barney, J B (19 91) Firm resources and sustained competitive advantage Journal of Management, 17 (1) , 99? ?12 0 Barney, J B (19 95) Looking inside... 63 83 11 5 13 5 15 7 17 7 v ● ● ● ● Contents 10 Employee turnover: calculation of turnover rates and costs Aksu Akin 11 The role of conflict management in human resource development in the hospitality. ..Handbook of hospitality human resources management This page intentionally left blank Handbook of hospitality human resources management Edited by Dana V Tesone Rosen College of Hospitality Management