Chapter 1 – The nature of HRM in hospitality and tourism (approximate length 8,000 words)
This introductory chapter will initially set the scene by considering the nature of hospitality and tourism in a general sense, before moving to the more specific nature of HRM practices. The initial scene setting will be concerned with mapping the nature and scope of the hospitality and tourism industries in considering issues such as their heterogeneity and the type of labour markets that hospitality and tourism organisations tend to draw on. Much of this information will provide invaluable contextual material for the more specific chapters later in the text on issues such as labour markets, recruitment and selection and remuneration, all key HRM challenges. Having introduced the reader to the nature of the sector the remainder of Chapter 1 will explore in more detail the nature of HRM in hospitality and tourism. Beginning with established theory which considers the nature of HRM generally and issues such as the dichotomous nature of debates as to whether HRM is best understood as being ‘hard’/‘soft’ or ‘best fit’/‘best practice’ the chapter will move on and consider the application of such debates in hospitality and tourism. Much of this chapter will draw on and extend the work of Nickson et al (2002) which offered an overview of the extent to which employment in hospitality, in particular, could be seen as either ‘best practice’ or ‘best fit’.
Chapter 2 – Organisational culture and the search for service quality (approximate length 5,000 words)
This chapter is not commonly found in HRM for hospitality and tourism textbooks, but it is suggested as being crucial in understanding the underlying reasons for a number of HR strategies employed by hospitality and tourism organisations. The intent of this chapter will be to briefly review how organisations in the hospitality and tourism industries attempt to use organisational c