Human resource management and performance in the Barbados hotel industry

This article measures the effect of human resource management (HRM) on performance in the hotel industry in Barbados. It used a quantitative survey covering 46 hotels out of a population of 75 hotels. The respondents were hotel's management, being either a general manager, human resource (HR) m...

Full description

Saved in:
Bibliographic Details
Published in:International journal of hospitality management 2006-12, Vol.25 (4), p.623-646
Main Authors: Alleyne, Philmore, Doherty, Liz, Greenidge, Dion
Format: Article
Language:English
Subjects:
Barbados
External fit
Hotel industry
Human resource management
Internal fit
Universal relevance
Citations: Items that this one cites
Items that cite this one
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:This article measures the effect of human resource management (HRM) on performance in the hotel industry in Barbados. It used a quantitative survey covering 46 hotels out of a population of 75 hotels. The respondents were hotel's management, being either a general manager, human resource (HR) manager or line manager. Similar to Hoque's study of UK hotels, the impact of internal and external fit and the universal relevance of HRM were tested. The findings showed no major support for external fit, universal relevance and internal fit in the Barbados hotel industry. All the hotels perceived themselves as performing well, given the focus on quality and targeting high spending tourists. A quest for high service pushes the industry more towards best-practice ‘HRM’ rather than best fit.
ISSN:0278-4319
1873-4693
DOI:10.1016/j.ijhm.2005.05.001