Darren Lee-Ross
Abstract:
This review clarifies and defines the role of HRM in a hospitality context concluding its position as a 'map' or philosophy rather than a series of prescriptive procedures. The absence of holistic HRM strategies in many hospitality organisations is noted and held responsible for these challenges including inconsistent service delivery, low wages, low skills and high levels of labour turnover. It then considers the characteristics of the industry (including seasonality) and its labour market and discusses the apparent job satisfaction/ alienation paradox. Some key explanatory theses are advanced including inherent entrepreneurial behaviours of workers, the marginal worker and affluent worker constructs and the occupational community phenomenon known to exist in organisations with impoverished and unsupportive styles of management. A review of current HRM practice reveals that the historical HR situation has changed little over the last several years.
Key words: Hospitality, HRM strategy, job satisfaction, organisational culture