Over 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 theories are inapplicable
within the hotel industry. Furthermore, where hotels emphasise the
importance of service quality enhancement and where they introduce
HRM as an integrated, mutually supporting package of practices, a
strong relationship between HRM and organisational performance is
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||Routledge Research in Employment Relations
||Electronic book text
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