Strategic human resources management research in hospitality and tourism
Purpose The purpose of this paper is to provide a review of the strategic human resources management (HRM) literature from the points of view of both general management and hospitality and tourism. Design/methodology/approach The paper provides a critical, qualitative and comparative review of the s...
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| Veröffentlicht in: | International journal of contemporary hospitality management 2017-01, Vol.29 (1), p.48-67 |
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| container_title | International journal of contemporary hospitality management |
| container_volume | 29 |
| creator | Madera, Juan M. Dawson, Mary Guchait, Priyanko Belarmino, Amanda Mapel |
| description | Purpose
The purpose of this paper is to provide a review of the strategic human resources management (HRM) literature from the points of view of both general management and hospitality and tourism.
Design/methodology/approach
The paper provides a critical, qualitative and comparative review of the strategic HRM research literature in the fields of general management and hospitality and tourism, providing insights into emerging research trends and pointing to the gaps in the literature.
Findings
The results of the review showed six streams of research from the hospitality and tourism literature: human capital and firm performance, high-performance HRM practices and performance, international/global issues and strategic HRM, individual HRM practices and performance, qualitative reviews of the hospitality and tourism HRM literature and country-specific strategic HRM. This review also points to the gaps between the two bodies of literature and gives recommendations for future research.
Practical implications
The current conceptual model provides a useful framework for examining how strategic HRM practices impact firm performance through macro (organizational) and micro (individual) levels. The current review illustrates the important role that frontline managers have in delivering HRM practices.
Originality/value
This review provides a conceptual model for future research and practical implications. |
| doi_str_mv | 10.1108/IJCHM-02-2016-0051 |
| format | Article |
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The purpose of this paper is to provide a review of the strategic human resources management (HRM) literature from the points of view of both general management and hospitality and tourism.
Design/methodology/approach
The paper provides a critical, qualitative and comparative review of the strategic HRM research literature in the fields of general management and hospitality and tourism, providing insights into emerging research trends and pointing to the gaps in the literature.
Findings
The results of the review showed six streams of research from the hospitality and tourism literature: human capital and firm performance, high-performance HRM practices and performance, international/global issues and strategic HRM, individual HRM practices and performance, qualitative reviews of the hospitality and tourism HRM literature and country-specific strategic HRM. This review also points to the gaps between the two bodies of literature and gives recommendations for future research.
Practical implications
The current conceptual model provides a useful framework for examining how strategic HRM practices impact firm performance through macro (organizational) and micro (individual) levels. The current review illustrates the important role that frontline managers have in delivering HRM practices.
Originality/value
This review provides a conceptual model for future research and practical implications.</description><identifier>ISSN: 0959-6119</identifier><identifier>EISSN: 1757-1049</identifier><identifier>DOI: 10.1108/IJCHM-02-2016-0051</identifier><language>eng</language><publisher>Bradford: Emerald Publishing Limited</publisher><subject>Attitudes ; Brand loyalty ; Citizenship ; Compensation ; Competition ; Competitive advantage ; Content analysis ; Employees ; Financial performance ; Hospitality industry ; Hotels & motels ; Human capital ; Human resource management ; Human resources ; Influence ; Job satisfaction ; Literature reviews ; Performance appraisal ; Production functions ; Researchers ; Social capital ; Studies ; Tourism ; Training</subject><ispartof>International journal of contemporary hospitality management, 2017-01, Vol.29 (1), p.48-67</ispartof><rights>Emerald Publishing Limited</rights><rights>Emerald Publishing Limited 2017</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c1192-5b49313074a44ac3a67566ada9671d810197f1f988d0f077ac54f9da2134f2603</citedby></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktohtml>$$Uhttps://www.emerald.com/insight/content/doi/10.1108/IJCHM-02-2016-0051/full/html$$EHTML$$P50$$Gemerald$$H</linktohtml><link.rule.ids>314,778,782,964,11622,27911,27912,52676</link.rule.ids></links><search><creatorcontrib>Madera, Juan M.</creatorcontrib><creatorcontrib>Dawson, Mary</creatorcontrib><creatorcontrib>Guchait, Priyanko</creatorcontrib><creatorcontrib>Belarmino, Amanda Mapel</creatorcontrib><title>Strategic human resources management research in hospitality and tourism</title><title>International journal of contemporary hospitality management</title><description>Purpose
The purpose of this paper is to provide a review of the strategic human resources management (HRM) literature from the points of view of both general management and hospitality and tourism.
Design/methodology/approach
The paper provides a critical, qualitative and comparative review of the strategic HRM research literature in the fields of general management and hospitality and tourism, providing insights into emerging research trends and pointing to the gaps in the literature.
Findings
The results of the review showed six streams of research from the hospitality and tourism literature: human capital and firm performance, high-performance HRM practices and performance, international/global issues and strategic HRM, individual HRM practices and performance, qualitative reviews of the hospitality and tourism HRM literature and country-specific strategic HRM. This review also points to the gaps between the two bodies of literature and gives recommendations for future research.
Practical implications
The current conceptual model provides a useful framework for examining how strategic HRM practices impact firm performance through macro (organizational) and micro (individual) levels. The current review illustrates the important role that frontline managers have in delivering HRM practices.
Originality/value
This review provides a conceptual model for future research and practical implications.</description><subject>Attitudes</subject><subject>Brand loyalty</subject><subject>Citizenship</subject><subject>Compensation</subject><subject>Competition</subject><subject>Competitive advantage</subject><subject>Content analysis</subject><subject>Employees</subject><subject>Financial performance</subject><subject>Hospitality industry</subject><subject>Hotels & motels</subject><subject>Human capital</subject><subject>Human resource management</subject><subject>Human resources</subject><subject>Influence</subject><subject>Job satisfaction</subject><subject>Literature reviews</subject><subject>Performance appraisal</subject><subject>Production functions</subject><subject>Researchers</subject><subject>Social capital</subject><subject>Studies</subject><subject>Tourism</subject><subject>Training</subject><issn>0959-6119</issn><issn>1757-1049</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2017</creationdate><recordtype>article</recordtype><sourceid>AFKRA</sourceid><sourceid>BENPR</sourceid><sourceid>CCPQU</sourceid><sourceid>DWQXO</sourceid><recordid>eNplkD1PwzAQhi0EEqXwB5giMRvu_BmPqAJaVMQAzNGROG2qJg22O_Tf46psTKc7Pbr3g7FbhHtEKB8Wr7P5GwfBBaDhABrP2AStthxBuXM2AacdN4jukl3FuAFAbRAmbP6RAiW_6upive9pKIKPu32ofSzyRivf-yEdj55CvS66oVjv4tgl2nbpUNDQFCnjXeyv2UVL2-hv_uaUfT0_fc7mfPn-spg9LnmdxQXX38pJlGAVKUW1JGO1MdSQMxabEgGdbbF1ZdlAC9ZSrVXrGhIoVSsMyCm7O_0dw-5n72OqNtnAkCUrLE1OroQUmcITlf0H2jbVGLqewqFCqI6FVf8Lk78VwlzA</recordid><startdate>20170109</startdate><enddate>20170109</enddate><creator>Madera, Juan M.</creator><creator>Dawson, Mary</creator><creator>Guchait, Priyanko</creator><creator>Belarmino, Amanda Mapel</creator><general>Emerald Publishing Limited</general><general>Emerald Group Publishing Limited</general><scope>0U~</scope><scope>1-H</scope><scope>7WY</scope><scope>7WZ</scope><scope>7XB</scope><scope>AFKRA</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>DWQXO</scope><scope>F~G</scope><scope>K6~</scope><scope>L.-</scope><scope>L.0</scope><scope>M0C</scope><scope>PQBIZ</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>Q9U</scope></search><sort><creationdate>20170109</creationdate><title>Strategic human resources management research in hospitality and tourism</title><author>Madera, Juan M. ; Dawson, Mary ; Guchait, Priyanko ; Belarmino, Amanda Mapel</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c1192-5b49313074a44ac3a67566ada9671d810197f1f988d0f077ac54f9da2134f2603</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2017</creationdate><topic>Attitudes</topic><topic>Brand loyalty</topic><topic>Citizenship</topic><topic>Compensation</topic><topic>Competition</topic><topic>Competitive advantage</topic><topic>Content analysis</topic><topic>Employees</topic><topic>Financial performance</topic><topic>Hospitality industry</topic><topic>Hotels & motels</topic><topic>Human capital</topic><topic>Human resource management</topic><topic>Human resources</topic><topic>Influence</topic><topic>Job satisfaction</topic><topic>Literature reviews</topic><topic>Performance appraisal</topic><topic>Production functions</topic><topic>Researchers</topic><topic>Social capital</topic><topic>Studies</topic><topic>Tourism</topic><topic>Training</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Madera, Juan M.</creatorcontrib><creatorcontrib>Dawson, Mary</creatorcontrib><creatorcontrib>Guchait, Priyanko</creatorcontrib><creatorcontrib>Belarmino, Amanda Mapel</creatorcontrib><collection>Global News & ABI/Inform Professional</collection><collection>Trade PRO</collection><collection>ABI/INFORM Collection</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>ProQuest Central UK/Ireland</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>ProQuest One Community College</collection><collection>ProQuest Central Korea</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>ProQuest Business Collection</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Professional Standard</collection><collection>ABI/INFORM Global</collection><collection>ProQuest One Business</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ProQuest Central Basic</collection><jtitle>International journal of contemporary hospitality management</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Madera, Juan M.</au><au>Dawson, Mary</au><au>Guchait, Priyanko</au><au>Belarmino, Amanda Mapel</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Strategic human resources management research in hospitality and tourism</atitle><jtitle>International journal of contemporary hospitality management</jtitle><date>2017-01-09</date><risdate>2017</risdate><volume>29</volume><issue>1</issue><spage>48</spage><epage>67</epage><pages>48-67</pages><issn>0959-6119</issn><eissn>1757-1049</eissn><abstract>Purpose
The purpose of this paper is to provide a review of the strategic human resources management (HRM) literature from the points of view of both general management and hospitality and tourism.
Design/methodology/approach
The paper provides a critical, qualitative and comparative review of the strategic HRM research literature in the fields of general management and hospitality and tourism, providing insights into emerging research trends and pointing to the gaps in the literature.
Findings
The results of the review showed six streams of research from the hospitality and tourism literature: human capital and firm performance, high-performance HRM practices and performance, international/global issues and strategic HRM, individual HRM practices and performance, qualitative reviews of the hospitality and tourism HRM literature and country-specific strategic HRM. This review also points to the gaps between the two bodies of literature and gives recommendations for future research.
Practical implications
The current conceptual model provides a useful framework for examining how strategic HRM practices impact firm performance through macro (organizational) and micro (individual) levels. The current review illustrates the important role that frontline managers have in delivering HRM practices.
Originality/value
This review provides a conceptual model for future research and practical implications.</abstract><cop>Bradford</cop><pub>Emerald Publishing Limited</pub><doi>10.1108/IJCHM-02-2016-0051</doi><tpages>20</tpages></addata></record> |
| fulltext | fulltext |
| identifier | ISSN: 0959-6119 |
| ispartof | International journal of contemporary hospitality management, 2017-01, Vol.29 (1), p.48-67 |
| issn | 0959-6119 1757-1049 |
| language | eng |
| recordid | cdi_emerald_primary_10_1108_IJCHM-02-2016-0051 |
| source | Emerald Journals |
| subjects | Attitudes Brand loyalty Citizenship Compensation Competition Competitive advantage Content analysis Employees Financial performance Hospitality industry Hotels & motels Human capital Human resource management Human resources Influence Job satisfaction Literature reviews Performance appraisal Production functions Researchers Social capital Studies Tourism Training |
| title | Strategic human resources management research in hospitality and tourism |
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