英语论文网

Department of Hospitality and Tourism Management, Manchester Metropolitan University, Manchester, UK代写英国留学生论文 Abstract
Using management and employee data from the 1998 workplace employee relations survey, this article attempts to trace "fragments of HRM" within the hospitality industry (HI) on a comparative basis with all industries and services (AIS) in Great Britain. Four themes are explored: how the management of HRM is organised and practised, "individualism" and "collectivism", participation and involvement, and other "sophisticated" HR practices. The impact of HRM on employees is assessed. HRM in the HI is found to be very different, thus providing an extreme example of the "retaining control/cost control" approach to management, and a graphic illustration of very "hard" HRM in practice. While HI employees are much more content with their lot than their counterparts in AIS who are subject to rather more "favourable" HRM policies and practices, other indicators imply that there is also dissatisfaction. Qualitative research is necessary to understand whether employees really do enjoy being "kicked hard". Management might reap greater benefits by adopting more developmental, "soft" HRM practices.
________________________________________
Article type: Survey, Comparative/evaluators.
Keywords: Human resource management, Hospitality industry, Employee relations.
Content Indicators: Research Implications** Practice Implications** Originality** Readability**
________________________________________
International Journal of Contemporary Hospitality Management
Volume 14 Number 5 2002 pp. 207-212
Copyright © MCB University Press ISSN 0959-6119
________________________________________
Introduction
A new data set derived from the 1998 Workplace Employee Relations Survey (WERS) (DTI, 1998) covering hotels, restaurants, bars, holiday camps and canteens affords the opportunity to review the state of HRM in the hospitality industry (HI) from both a managerial and employee perspective. Further, this can be compared with the state of HRM in all industries and services (AIS) in Great Britain (see also Cully et al., 1999; Millward et al., 2000). This article opens by reviewing the question "what is HRM?", then moves to an analysis and evaluation of the extent to which "fragments" of HRM can be found within HI and AIS workplaces, and how this impacts on employees. The conclusions address whether HRM in the HI really is "poor" in comparison with HRM in Britain, where this may lead.
What is HRM?
Tracing the fragments of HRM
he impact of HRM on employees
References
Armstrong, M., 2000, "The name has changed but the game has remained the same?", Employee Relations, 22, 6, 576-93.
Cully, M., Woodland, S., O'Reilly, A., Dix, G., 1999, Britain at Work, Routledge, London.
DTI, 1998, The 1998 Workplace Employee Relations Survey, Department of Trade and Industry, www.dti.gov.uk/er/emar/1998wers.htm.
Fombrun, C., Tichy, N., Devanna, M., 1984, Strategic Human Resource Management, John Wiley, New York, NY.
Goldsmith, A., Nickson, D., Sloan, D., Wood, R.C., 1997, Human Resource Management for Hospitality Services, ITB Press,, London.
Guest, D., 1987, "Human resource management and industrial relations", Journal of Management Studies, 24, 5, 503-21.
He本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。