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Rosemary Lucas
The Authors
代写英国论文Rosemary Lucas, Centre for Hospitality Employment Research, Department of Hospitality and Tourism Management, Manchester Metropolitan University, Manchester, UK
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**

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?
Satisfactorily defining HRM remains an enigma and, in many respects, what HRM is purported to represent has not moved beyond some key principles laid down in the 1980s (Fombrun et al., 1984; Hendry and Pettigrew, 1986; Guest, 1987; Storey, 1989; Armstrong, 2000). Since then, and based on a particular notion of HRM, studies have attempted to establish whether organisations are subscribing to this new and distinctive approach to the management of people (for example, Storey, 1992, 1995). Here HRM is integrated within business strategy, with line managers playing an enhanced role as the delivers of HR initiatives, thus downplaying the role of HR specialists. The deployment of "bundles" of HR policies and practices is designed to improve employee performance and to lead to competitive advantage. This notion embraces two variants. "Soft" HRM emphasises fostering commi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。