Match!

HR Transformation within the hotel industry: building capacity for change

Published on Feb 12, 2018in Worldwide Hospitality and Tourism Themes
· DOI :10.1108/WHATT-10-2017-0064
Tom Baum38
Estimated H-index: 38
,
Helen Francis12
Estimated H-index: 12
Sources
Abstract
Purpose This study aims to identify recent trends in the strategic repositioning of the human resources (HR) function within the hotel industry, and to explore challenges facing HR professionals as they engage in strategies to develop talent and organisational capability, while adjusting to the shifting boundaries of the HR function. Design/methodology/approach The study provides a case study investigation based on a qualitative research design. It draws on a series of informal discussions with key informants, in-depth round table discussions with members of the HR function and a rich source of secondary (company specific) data about a recent strategic change initiative. Findings The study presents a rich picture of the contradictory nature of the strategic repositioning of the HR function, and the role of electronic HR systems in shaping this. It points to the significance of “higher-order” HR capabilities associated with the functions’ capacity to engage in strategies to develop talent and organisational capability. Practical implications This study points to contradictions and tensions in shifting the focus of the HR function from “operational” to “strategic” management of talent. It offers four practice implications in the areas of continuous professional development, and building HR and line manager skills in dialogue, project management and the use of new technology, talent data and analytics. Originality/value This study illustrates the deployment of talent management practices within a broader organisational development remit to restructure the business and HR function in pursuit of more efficient and effective people management.
  • References (36)
  • Citations (2)
📖 Papers frequently viewed together
2003
1 Author (David Hussey)
5 Citations
5 Citations
2005
23 Citations
78% of Scinapse members use related papers. After signing in, all features are FREE.
References36
Newest
#1Tom BaumH-Index: 38
#2Anna Kralj (Griffith University)H-Index: 13
Last. David Solnet (UQ: University of Queensland)H-Index: 20
view all 4 authors...
This paper offers a critical review, purview and future view of ‘workforce’ research. We argue that the tourism (and hospitality) workforce research domain, beyond being neglected relative to its importance, suffers from piecemeal approaches at topic, analytical, theoretical and methods levels. We adopt a three-tiered macro, meso and micro level framework into which we map the five pervasive themes from our systematic review across a 10 year period (2005–2014). A critique of the literature, foll...
71 CitationsSource
Seemingly intransigent human resource issues remain at the forefront of global tourism's challenges. Some of the key issues were identified in Baum's (2007) reflections on this topic. In light of the significant change that has impacted on tourism and employment in the intervening years, this conceptual paper provides an assessment of the current status of the issues that Baum identified in 2007 and identifies a range of emerging concerns that continue to shape the tourism workplace and workforc...
84 CitationsSource
#1Ina AustH-Index: 4
#2Julia BrandlH-Index: 10
Last. Anne KeeganH-Index: 21
view all 3 authors...
Managing HRM related tensions is a matter of practical and theoretical significance. Despite increasing interest among HRM scholars in understanding the nature of tensions in managing the employment relationship, attempts to explore these tensions that go beyond the mapping of dualities or naming of the negative aspects of tensions are somewhat rare. Furthermore, discussions on managing HRM tensions tend to be of limited value for practitioners due to their overly abstract nature contributing to...
12 CitationsSource
#1David Solnet (UQ: University of Queensland)H-Index: 20
#2Anna Kralj (Griffith University)H-Index: 13
Last. Tom Baum (University of Strathclyde)H-Index: 38
view all 3 authors...
Many hospitality companies highlight the importance of their employees, and this features strongly in their consumer marketing. However, the capacity of organizations to deliver “people first” practices is seemingly subject to increasing pressure within the international hospitality sector, both internally and from the external environment. Nowhere is this clearer than in the roles that are played with respect to the human resource management (HRM) function, both by those specifically designated...
35 CitationsSource
#1Per Svejvig (AU: Aarhus University)H-Index: 6
#2Peter Andersen (AU: Aarhus University)H-Index: 7
Abstract This paper presents the results of a structured review of the rethinking project management (RPM) literature based on the classification and analysis of 74 contributions and in addition takes a critical look at this brave new world. Through the analysis, a total of 6 overarching categories emerged: contextualization, social and political aspects, rethinking practice, complexity and uncertainty, actuality of projects and broader conceptualization. These categories cover a broad range of ...
117 CitationsSource
#1Wendy K. Smith (UD: University of Delaware)H-Index: 22
Senior leaders increasingly embed paradoxes into their organization's strategy, but struggle to manage them effectively. To better understand how they do so, I compared in-depth qualitative data from six top management teams exploring and exploiting simultaneously. The results informed a model of dynamic decision making in which strategic paradoxes can be effectively engaged. The details of this dynamic decision-making model extend and complicate our understanding of managing paradoxes by depict...
216 CitationsSource
#1David Solnet (UQ: University of Queensland)H-Index: 20
#2Dennis NicksonH-Index: 21
Last. Tom BaumH-Index: 38
view all 5 authors...
This article addresses the contribution of the policy formulation process in driving agendas relating to workforce development in the tourism sectors of Australia and Scotland. This discussion represents an exploratory study that seeks to fill a clear conceptual and empirical gap in the extant literature. The discussion is located within wider consideration of the role of public and private sector stakeholders in policy formulation and implementation as a manifestation of active labor market pol...
16 CitationsSource
A polarity lens for appreciating Dual Strategy cultures in response to paradoxes in organizations.
17 CitationsSource
#1Claudy Jules (Accenture)H-Index: 3
#2Darren Good (Pepperdine University)H-Index: 7
18 CitationsSource
#1Michael Lewis (UC: University of Cincinnati)H-Index: 52
#1Marianne W. Lewis (UC: University of Cincinnati)H-Index: 25
Last. Wendy K. Smith (UD: University of Delaware)H-Index: 22
view all 2 authors...
Organizations are rife with tensions—flexibility versus control, exploration versus exploitation, autocracy versus democracy, social versus financial, global versus local. Researchers have long responded using contingency theory, asking “Under what conditions should managers emphasize either A or B?” Yet increasingly studies apply a paradox perspective, shifting the question to “How can we engage both A and B simultaneously?” Despite accumulating exemplars, commonalities across paradox studies r...
146 CitationsSource
Cited By2
Newest
#1Ciara T. NolanH-Index: 2
#2Thomas N. Garavan (Edinburgh Napier University)H-Index: 37
Last. Paul Lynch (Edinburgh Napier University)H-Index: 25
view all 3 authors...
Abstract This case study explores multiple dimensions of human resource development (HRD) in small tourism firms (STFs) within the Republic of Ireland. Underpinned by the evolutionary resource-based view (ERBV) and institutional logics, this study investigates owner-manager/senior manager and employee perceptions of the internal and external STF context and how such contextual contingencies shape their perceptions and experiences of multiple dimensions of HRD. Our study highlights (a) a dynamic ...
Source
Purpose: This paper aims to confront the most challenging issues that the hospitality industry faces. This relates to the recruitment and retention of talented future leaders. This is a long-standing issue but one that is increasing in importance as industry changes, combined with external pressures within the labour market (demographic and competitive), act to restructure the recruitment landscape in many countries. Design/methodology/approach: This paper provides a literature-based analysis th...
4 CitationsSource