APPROACHING COMPETITIVE STRATEGIES AND HUMAN RESOURCE MANAGEMENT PRACTICES IN CITY HOTELS

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Miltiadis Floras
Dr. Theodoros A. Stavrinoudis

Keywords

hotels, HRM, selection, staffing, job design, performance

Abstract

In this paper the implementation of Human Resources Management (HRM) practices related to hospitality selection, staffing and job design is to be explored according to the hotels’ business strategy categorization. The HRM practices are also tested for any positive effects on specific performance variables. Schuler’s and Jackson’s (1987) typology was used to capture the strategic groups (Othman and Ismail, 1996; Wei, 2006; Liao, 2005; Kelliher and Perret, 2001) in the hospitality sector (Tavitiyaman et al., 2012; Alleyne et al., 2006; Hogue, 2000). HRM practices were adopted by Kim Hogue’s (2000) research in Great Britain’s hospitality and tertiary sector, while the selection of variables measuring the hotels’ performance was based on relevant scientific literature (Tzafrir, 2006; Liao, 2005; Tseng and Lee, 2009; Azmi, 2010; Stavrou et al., 2007; Wang and Syu, 2008). The survey’s outcomes highlight the need of hotels’ to focus on the proper selection and staffing systems-procedures. The differentiations among the strategic groups, according to the implementation of HRM practices, are pointed out and discussed.

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