Human Resource Management for the Hospitality and Tourism Industries takes an integrated look at HRM policies and practices in the tourism and hospitality industries. Utilising existing human resource management (HRM) theory and practice, it contextualises it to the tourism and hospitality industries by looking at the specific employment practices of these industries, such as how to manage tour reps or working in the airline industry. It initially sets the scene with a broad review of the evidence of HRM practice within the tourism and hospitality industries. Having identified the broader picture, the text then begin to focus much more explicitly on a variety of HR policies and practices such as: Recruitment and selection: the effects of ICT, skills required specific for the industry and the nature of advertising Legislation and equal opportunities: illegal discrimination and managing diversity Staff health and welfare: violence in the workplace, working time directives, smoking and alcohol and drug misuse Remuneration strategies in the industry: the ‘cafeteria award’ approach, minimum wage and tipping Human Resource Management for the Hospitality and Tourism Industries will be illustrated throughout with both examples of best practice for prescriptive teaching and discussion, and international case studies to exercise problem solving techniques and contextualise learning. It incorporates a user friendly layout and includes pedagogic features such as: chapter outlines and objectives, HRM in practice – boxed examples, reflective review questions, web links’ discussion questions and further reading. Accompanying the text are online supplementary lecturer materials including downloadable figures from the book, PowerPoint slides, further cases and extra exercises and points for discussion.

Key Features

* An integrated look at HRM policies and practices in the tourism and hospitality industries * A comprehensive contextualisation of the nature of the industries, the dynamics of service quality and the variety of HR policies and practices, including a realistic treatment of training, labour markets, employee relations and remuneration * International examples showcase good practice in a variety of organisations, such as Prêt a Manger, Marriott and South West Airlines, as well as a number of examples of good practice in SMEs


Primary: Level 2/3 undergraduate students studying for hospitality and tourism degrees and introductory postgraduate modules on HRM Secondary: Practitioners.

Table of Contents

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


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© 2007
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