Chapter 1: HRM in tourism and hospitality: Introduction

1. Pessimistic views of HRM in tourism and hospitality

1.1. Tourism and hospitality has often struggled with negative perceptions about employment practices and conditions.

1.2. The key determining factor for HRM policies and practices in tourism and hospitality

1.3. The general attitude of employers and particularly the extent to which they are willing to recognize the extent of the HRM problem in the sector

1.4. The most glaring of issues is long standing and can also be seen in relation to things like a degree of hostility and opposition from the employers associations in the industry.

2. Best practice in tourism and hospitality

2.1. The extent to which hotels have experimented with new approaches to HRM

2.2. The factors that influence HRM decision-making and whether these factors are any different in the hotel industry compared to elsewhere

2.3. The relationship between HRM and performance in the hotel industry

3. What are the tourism and hospitality industries?

3.1. Sector Skills Council (SCC)

3.1.1. 14 sub- sectors (People 1st, 2016)

3.2. Baum's 1997 : 97-98

4. What is HRM?

4.1. Definition of HRM (10 definitions)

4.2. Hard and soft HRM ( Different approaches)

4.2.1. The hard version is seen to be an instrumental and economically rational approach to human resource management.

4.2.2. The soft version is seen to be much more about adopting a humanistic and developmental approach to human resource management

4.3. Best fit vs Best practice

4.3.1. Best fit

4.3.1.1. Innovation strategy

4.3.1.2. Quality enhancement strategy

4.3.1.3. Cost reduction strategy

4.3.2. Best practice

4.3.2.1. Recruitment and selection

4.3.2.2. Retention

4.3.2.3. Teamwork

4.3.2.4. Training and development

4.3.2.5. Appraisal

4.3.2.6. Rewarding quality

4.3.2.7. Job security

4.3.2.8. Employee involvement and employee relations