Human resource management practices in Indian hospitality enterprises: an empirical analysis
Managing Leisure 04/2010; 15(1):4-16. DOI: 10.1080/13606710903447972
The study has a two-fold purpose: to investigate the importance of humanresource management (HRM) practices and to investigate whether this set of HRM practices in the Indian hospitality enterprises depends on the demographic characteristics. A structured instrument was developed to examine the HRM practices (Jyothi and Venkatesh, 2006; Cho et al., 2006; Kandula, 2004; Jameson, 2000; Guest et al., 2000; Wood, 1999; Hoque, 1996). Based on a survey of 57 hospitality managers' perceptions on HRM, practices were assessed by a 27 HRM practices and 5 demographic variables. Factor analysis was performed to identifyHRMpractices, and one-way ANOVA was employed to test the association of the demographic variables withHRMpractices. Results indicated that the set of harmonized terms and conditions, formal manpower planning, flexible job description, formal system of induction, production/service staff responsible for their service, social appreciation and recognition may constitute the most important HRM practices in the Indian hospitality enterprises. Further, the results revealed that there is a positive relationship between HRM practice variables and category and type of sample enterprises, but there is no relationship between HRM practice variables and age and size (capital or employees). The study makes a modest attempt to add information to the very little empirical knowledge available referring to the HRM practices in the Indian hospitality industry.
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ABSTRACT: First presents a brief overview of some research demonstrating a link between employee perceptions of the service firms for which they work and customer perceptions of the service quality they receive from those same firms. Followed by discussion of a framework that provides some insight into what customer-focused HRM might look like. The framework focuses first on the kinds of strategic choices service firms must make (like whether to emphasize speed or tender loving care). Then some implications for HRM of these choices are outlined with research implications. Finally, it is argued that customer-focused management in general (simultaneously of marketing, of HRM, of operations, etc.) might enhance competitiveness in the marketplace.International Journal of Service Industry Management 02/1994; 5(1):64-76. DOI:10.1108/09564239410051911 · 0.86 Impact Factor
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ABSTRACT: This study reviews the human resource management practices of food and beverage services. The performance is measured by the turnover rate for managerial and non-managerial employees, labor productivity, and its return on assets. This paper aims to review existing literature on HRM practices in the F&B departments of hotels analyzing, the impacts of the framework of HRM practices. This paper discusses the HRM practices model, and explains Cho`s HRM item`s framework of HRM practices in the area of F&B and its application to Jordanian hotels. The conceptual model suggests applications of the HRM practices in the F&B department and encourages hotels to improve its management to better satisfy their employees.05/2013; 2(111). DOI:10.4172/21670269.1000111
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ABSTRACT: Purpose ‐ The aim of this paper is to evaluate and analyze hourly line-level employees' characteristics and their perceptions of their employment experience in large US theme parks and attractions, as well as to explore predictors for their retention. Design/methodology/approach ‐ The research instrument adopted a theoretical framework based on previous retention studies of hourly employees in various industries. Following a qualitative phase with theme park employees, the survey was tailored to the uniqueness of the industry. Since major theme park companies are protective of their employee database, a "snowball" sampling technique was adopted using a variety of Social Networking Sites (SNS). A total of 307 usable responses were attained. Findings ‐ The results indicated that of the 27 employment characteristics studied, the most important were perceived to be advancement opportunities, humane approach to employees, and a fun and challenging job. Importance-Performance analysis revealed that the largest gaps were recorded in the areas of pay, advancement opportunities, and a humane approach to employees. The results also confirmed that hourly employees' retention was predicted by employees' level of satisfaction, better experience with pay, and better experience with employee development training classes. However, hourly employee retention was also predicted by the employees' negative experience with flexible working hours and performance reviews. Research limitations/implications ‐ Data collection through Social Networking Sites (SNS) may not necessarily be as reliable a source for data collection as other methodologies, though some contemporary research justifies its reliability. Utilizing the "snowball" technique and the absence of random sampling may have slanted the responses. Although demographic data on the typical theme park employee is unavailable, the data was skewed towards younger employees who may not necessarily represent other age groups. Due to the US theme park industry's leading presence in Central Florida, the sample primarily represented hourly employees working for the Central Florida theme park industry. Practical implications ‐ As the labor pool continues to decline, employers must adopt new creative strategies to keep their employees and attract new ones at the same time. This may be attained by developing and revising mission statements, values, and corporate visions that may be applicable to hourly employees: the largest labor segment in the theme park and attraction industry. Originality/value ‐ While recent hospitality turnover research focused on its antecedents, this study explores the predictors of why employees stay. Previous retention studies have focused on hotels or restaurants and not on the unique group of theme park hourly employees that work in different settings and employment conditions. Knowing why people stay can help reduce turnover and thus lower the cost of staffing.International Journal of Contemporary Hospitality Management 04/2014; 26(3). DOI:10.1108/IJCHM-04-2013-0178 · 0.93 Impact Factor
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