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International Hospitality Industry - Essay Example

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In the paper “International Hospitality Industry” the author analyzes normative models of understanding the international hospitality industry. He provides summary of the normative and empirical HRM literature and extending the work of Storey (1992)…
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International Hospitality Industry
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International Hospitality Industry

Download file to see previous pages... The data were collected through in-depth, semi-structured interviews and a review of archival data (Web sites, employee handbooks, newsletters, departmental forms) during 1998, 1999, and 2001. Key contacts included Gord Ahrens, former Director Employee Experience (1998, 1999) and his successor, Kirby Brown (2001).

Understanding Human Resource Management: A Framework
Within this section four distinct conceptions of HRM are presented: traditional HRM; integrative HRM; strategic HRM; and universal HRM. While empirical support for each of these perspectives exists, due in large measure to their degree of inter-relatedness, emerging research provides compelling support for the universal perspective. Storey (1992) explains that the concept of human resource management has attracted enormous attention and stimulated significant debate among academics and practitioners. (McGunnigle P., Jameson S., 2000, pp.403-421)

Traditional HRM
Traditional HRM (THRM) has its roots in personnel management. Its focus is on worker productivity through discrete HR practices such as selection, job design, and incentive pay practices (Bamberger and Meshoulam, 2000). Empirical THRM research has tended to focus on the link between these practices and various human behaviour and productivity variables (e.g. turnover, job satisfaction, labour costs). Support for this perspective has been found (see for example, Hackman and Oldham, 1980; Guzzo et al., 1985; McEvoy and Cascio, 1985; Weitzman and Kruse, 1990; Cutcher-Gershenfeld, 1991). It is also not always clear what effect first level outcomes (i.e. reduced labour costs) have on second level outcomes (e.g. product quality, sales, profits).
Integrative HRM
Integrative human resource...
Within this section four distinct conceptions of HRM are presented: traditional HRM; integrative HRM; strategic HRM; and universal HRM. While empirical support for each of these perspectives exists, due in large measure to their degree of inter-relatedness, emerging research provides compelling support for the universal perspective. Storey (1992) explains that the concept of  human resource management has attracted enormous attention and stimulated significant debate among academics and practitioners.  (McGunnigle P., Jameson S., 2000, pp.403-421)Traditional HRM Traditional HRM (THRM) has its roots in personnel management. Its focus is on worker productivity through discrete HR practices such as selection, job design, and incentive pay practices (Bamberger and Meshoulam, 2000). Empirical THRM research has tended to focus on the link between these practices and various human behaviour and productivity variables (e.g. turnover, job satisfaction, labour costs). Support for this perspective has been found (see for example, Hackman and Oldham, 1980; Guzzo et al., 1985; McEvoy and Cascio, 1985; Weitzman and Kruse, 1990; Cutcher-Gershenfeld, 1991). It is also not always clear what effect first level outcomes (i.e. reduced labour costs) have on second level outcomes (e.g. product quality, sales, profits).Integrative HRM Integrative human resource management (IHRM) is also interested in the impact of various human resource practices, but focuses on their “congruency” (Beer et al., 1985). ...Download file to see next pagesRead More
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