A “hotel within a hotel” in Bangkok

2012 ◽  
Vol 2 (8) ◽  
pp. 1-9 ◽  
Author(s):  
Robert Alan Lewis ◽  
Ewa Maria Mottier
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Hotel Industry ◽  
Well Being ◽  
Employee Motivation ◽  
Urban Setting ◽  
Content Type ◽  
Resources Management ◽  
Hotel Employees ◽  
Luxury Hotel

Subject area Human resources management, international human resources management. Study level/applicability The case is suitable for undergraduate or graduate/training programmes specialised in international dimensions of HRM. Case overview The study aims to evaluate the experiences of hotel employees at the Mandarin Oriental Bangkok's new employee centre. This centre, called the “O-Zone”, is an example of the hotel's commitment to the well-being of its staff. On a larger scale, it is an illustration of a method to maintain employee motivation and commitment in the luxury hotel industry. The case is particularly useful to investigate as the hotel has created a unique approach to employee well-being in a large urban setting where employees experience a stressful living environment, including long commutes. This is supported by studies in the literature which reveal that burnout and stress are important factors to consider for hotel employees. Expected learning outcomes The case study allows students to discover the following key learning points: an example of a well-being initiative for employees of a luxury hotel in the Thai context; an investigation of the need for employers in luxury hotels in Thailand to attract and retain talent; and an understanding of the use of incentives at work for employee motivation in the Thai luxury hotel industry. Supplementary materials Teaching notes are available; please consult your librarian for access.

Human resources management and performance in the hotel industry

2016 ◽  
Vol 28 (3) ◽  
pp. 490-515 ◽  
Author(s):  
Carmen Domínguez-Falcón ◽  
Josefa D. Martín-Santana ◽  
Petra De Saá-Pérez
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Hotel Industry ◽  
Organisational Performance ◽  
Content Type ◽  
Resources Management ◽  
Hr Practices ◽  
Hr Management ◽  
And Performance ◽  
Practical Implications

Purpose The purpose of this study is to analyse the effects of high-commitment human resources (HR) practices on organisational performance through the commitment and satisfaction of both managers and supervisors. Design/methodology/approach An empirical study was carried out, based on the perceptions of 68 managers and 296 supervisors at four- and five-star hotels in Gran Canaria (Canary Islands, Spain). Findings The results obtained reveal that: high-commitment HR practices have a positive and significant effect on the commitment and satisfaction of both groups; managers’ commitment and satisfaction do not lead to improved organisational performance; however, supervisors’ commitment and satisfaction do lead to better economic results because of an improvement in customer results. Practical implications This research revealed that it is important for hotel companies to adopt high-commitment HR practices because these practices contribute to managers’ and supervisors’ affective connection to the company, leading them to feel positively satisfied with their jobs. In addition, hotels should focus on supervisors because they feel more customer-oriented and tend to stay longer in the company, which probably leads them to better meet the needs of customers, allowing hotels to obtain better economic results. Originality/value This study contributes to HR management in the hotel industry by obtaining the views of two key informants – managers and supervisors – about the implementation of HR practices and their own levels of commitment and satisfaction.

Psychological contract breach, organizational justice and emotional well-being

2015 ◽  
Vol 44 (2) ◽  
pp. 217-235 ◽  
Author(s):  
Vincent Cassar ◽  
Sandra C. Buttigieg
Keyword(s):  
Human Resources ◽  
Psychological Contract ◽  
Human Resources Management ◽  
Interactional Justice ◽  
Well Being ◽  
Mediating Effect ◽  
Psychological Contract Breach ◽  
Contract Breach ◽  
Content Type ◽  
Resources Management

Purpose – Psychological contract breach, which represents instances when organizations fail to fulfil their side of the employment bargain, has been associated with salient concepts in strategic human resources management. The purpose of this paper is to investigate moderated mediated relationships involving breach, organizational (procedural and interactional) justice and emotional well-being. Design/methodology/approach – The study draws upon quantitative data collected by means of a questionnaire that was administered to 620 full-time technical and shop-floor employees in an automobile-parts company in Malta. The questionnaire included psychometrically validated scales on breach, justice and well-being. Findings – Breach partially mediated the relationship between justice and well-being while justice levels did not differentiate this mediating effect except for interactional justice. Finally, the interaction between procedural and interactional justice failed to explain the mediating role of breach over and above their single contributions although interactional justice seemed to make a bigger impact. Research limitations/implications – This study contributes towards a better understanding of the relationships between breach, justice and well-being. The major limitation is that because of its cross-sectional nature, causality cannot be inferred. Practical implications – Given that managing the employment relationship impacts on how people feel and hence perform, understanding how breach, justice and well-being are related, is strategically important to human resources management. Originality/value – To the authors’ knowledge, there is no previous research that links breach, justice and well-being in one study.

scholarly journals Green candidate selection for organizational environmental management

2019 ◽  
Vol 41 (7) ◽  
pp. 1081-1096 ◽  
Author(s):  
Peter Adjei-Bamfo ◽  
Bernard Bempong ◽  
Jane Osei ◽  
Simonov Kusi-Sarpong
Keyword(s):  
Environmental Management ◽  
Local Government ◽  
Human Resources ◽  
Developing Economies ◽  
Selection Process ◽  
Human Resources Management ◽  
Evaluation Framework ◽  
Candidate Selection ◽  
Content Type ◽  
Resources Management

Purpose The purpose of this paper is to propose a new typological environmentally sustainable human resources management evaluation framework to aid green candidate selection process for environmental management in developing economy local government agencies. Design/methodology/approach Presenting the narrative of developing economies local government context, this paper conducts an extensive review of relevant literature on green human resources management (GHRM) and green recruitment and selection. Findings Drawing on Siyambalapitiya et al. (2018) and the resource-based theory (RBT), the paper proposes and discusses an evaluation framework for guiding organizations’ green candidate selection process. The framework comprises of seven stages which begins with “training recruiters on green candidate assessment” to “making selection decision and inducting selected candidate” on organization’s environmental management policies and practices, and its green values. Research limitations/implications Application of the proposed framework has implications for enhancing organizations’ efficiency, reducing cost, eliminating environment waste, as well as fostering green culture among employees. This paper also extends the strand of RBT by explaining how organizations could assess and select job applicants with significant intangible capability such as environmental management skills, knowledge and values to foster its competitive urge and sustainability. Originality/value This paper makes two main contribution to the GHRM literature. First, the paper proposes a new typological environmentally sustainable human resources management evaluation framework. Secondly, the paper focuses the framework on developing economies and local government organizations context, something that is currently non-existent.

Industrial relations (Union) issues at Asian Paints Ltd.

2018 ◽  
Vol 8 (2) ◽  
pp. 1-22
Author(s):  
Nikunj Kumar Jain ◽  
Subhashis Sinha ◽  
N.S. Iyer
Keyword(s):  
Graduate Students ◽  
Human Resources ◽  
Strategic Management ◽  
Human Resources Management ◽  
Union Leader ◽  
Industrial Relations ◽  
Content Type ◽  
Post Graduate ◽  
Resources Management ◽  
The Impact

Subject area Human Resources Management (HRM), Industrial Relations and Strategic Management. Study level/applicability Post-graduate students or executive post-graduate students, Core course in Human resources Management (HRM), Industrial Relations or Strategic Management or in elective courses in Industrial Relations and Strategic HRM. Case overview The Personnel manager of Asian Paints Ltd., Cuddalore (Tamil Nadu) factory, found himself in a Catch 22 situation when a Union leader of the manufacturing unit refused to work. The Union leader had been transferred from the Quality Assurance department to the Production department. The case describes the sequence of events and the backdrop in which the aforementioned situation had unfolded. Given the circumstances that prevailed in the factory, the personnel manager’s decision was likely to have significant impact on the factory’s output. Expected learning outcomes The student will be able to understand the industrial relations/Union issues in a company and the role of different stakeholders, namely, management, Union, workmen and the government in a conflict scenario. The student will learn the application of principles of natural justice and will be able to evaluate the Industrial Relations (IR) strategy adopted by the organizations to prevent labor unrest at the workplace. The student will understand the impact of critical management decisions on the organization’s performance in an uncertain global environment. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 6: Human Resource Management.

High-performance human resource management and firm performance

2015 ◽  
Vol 115 (2) ◽  
pp. 353-382 ◽  
Author(s):  
Kangyin Lu ◽  
Jinxia Zhu ◽  
Haijun Bao
Keyword(s):  
Firm Performance ◽  
Human Resources ◽  
High Performance ◽  
Human Resources Management ◽  
Chinese Enterprises ◽  
Content Type ◽  
Resources Management ◽  
Mediating Role ◽  
The Relationship

Purpose – Human resources have become a key issue in relation to the strong competition between service firms. Therefore, the purpose of this paper is to explore the relationship between high-performance human resource management (HRM) within this field to firm performance, making a useful attempt to explore the “black box” of enterprise human resources management effect on firm performance. Design/methodology/approach – In order to validate the relationship between high-performance HRM and firm performance, Chinese service industry samples were collected. Structural equation modeling and regression are adopted to estimate the direct effect of high-performance HRM on firm performance and the mediating role of innovation. Findings – The results show that the impacts of high-performance HRM on firm performance are significant. Moreover, innovation plays a partial mediating role between them. Training, work analysis and employee participation has a significantly positive impact on firm performance, while effects of profit sharing, employee development and performance evaluation on enterprise performance is not significant. The results strongly support the hypothesis that innovation holds intermediary variables between high-performance HRM and firm performance. Practical implications – Studying the relationship between high-performance HRM and firm performance can help Chinese enterprises more reasonable and effective learning foreign advanced management ideas and methods. And then can help Chinese enterprises to establish a high-performance HRM system that is suitable for Chinese enterprises; the research can help enterprises to identify meaningful practice of human resources management, outstanding keys, and perfect the HRM system of enterprises; research on innovation and innovative thinking is conducive to develop employees’ innovation motive, promote employee’ innovative behavior, and improve firm performance. Originality/value – This paper takes innovation as a mediating variable into the model and studies the intermediary role of innovation.

Occupational pension scheme: an innovative tool in HRM

2016 ◽  
Vol 14 (2) ◽  
pp. 106-129
Author(s):  
Lucia Garcés-Galdeano ◽  
Carmen García-Olaverri ◽  
Emilio Huerta
Keyword(s):  
Job Satisfaction ◽  
Human Resources ◽  
Human Resources Management ◽  
Social Benefits ◽  
Pension Scheme ◽  
Occupational Pension ◽  
Content Type ◽  
Resources Management ◽  
Levene Test ◽  
The Relationship

Purpose This paper aims to recognize whether occupational pension scheme (OPS) is offered in a varied set of measures intended to design a coherent human resources management of people. Second, the authors will study the relationship of these OPS with job satisfaction and job change. The interest of this ultimate goal lies in the relationship between job satisfaction and employee motivation, commitment and loyalty. Design/methodology/approach Statistical methodology is carried out from three approaches. First, a descriptive analysis to define what type of companies are offering these OPS and what positions are occupying the OPS beneficiaries. Second, an exploratory analysis is conducted to establish associations between variables. The authors use the X2 tests with contingency tables and ANOVA of one and two factors. In all cases, the requirement of homoscedasticities is checked through Levene test. Third, the authors conduct a joint analysis between the studied variables. Multiple correspondence analysis is used to analyze the association between certain characteristics of the firm and the fact to offer OPS and other social benefits. Finally, to assess the potential impact of OPS on the decision to change the job, the authors conduct a binary logistic regression analysis, in which the authors used control variables of certain characteristics of the individual and the company. Findings Companies who develop the most innovative human resources management policies offering more training, more social benefits and incentives, are also most likely to implement OPS. The OPS beneficiaries have higher levels of satisfaction and are less likely to change the job, regardless of the position held and salary. Originality/value To the extent that the future is perceived as more uncertain, the savings will be more oriented toward prevision. OPS can be a saving instrument with broad appeal for business and workers. And of course, it can be a tool of differentiation in the recruitment policy, which attract workers to the company over other competitors which do not offer this kind of benefits.

Finding, training, and keeping best service workers

2012 ◽  
Vol 2 (4) ◽  
pp. 1-3
Author(s):  
Martin Dandira
Keyword(s):  
Human Resources ◽  
Employee Performance ◽  
Human Resources Management ◽  
High Turnover ◽  
Content Type ◽  
Resources Management ◽  
Frontline Workers ◽  
Travel And Tourism ◽  
Internal Customers ◽  
The Way

Subject area Organisational behaviour, business reengineering and management of change, human resources management. Study level/applicability This case study is intended for undergraduate and post-graduate management degrees. It includes courses on organizational behaviour, human resources management, marketing, business management, travel and tourism and strategic management. Case overview Zim-Zum Welcome Hotel is a hotel in Zimbabwe in the travel and tourism sector. It was facing high turnover of employees and this was affecting the business through continuous hiring and training. The organization decided to introduce changes completely changing the way it does things, focusing on satisfying employees as well as customers. The new approach yielded favourable results, labour turnover dropped significantly and business improved greatly. In an effort to improve service, and increase profit, Zim-Zum has begun radically changing the way it hires, trains and deploys frontline workers. Management also examined how waiters and waitress do their job and concluded that there was supposed to be a division of labour between them and culinary staff. Management of Zim-Zum believe that companies that excel at managing frontline workers understand that excellent service is more than just a transaction. Expected learning outcomes Students can focus on: the importance of redesigning work so that superior service satisfies both the employee and the customer; human resources management is an important factor in improving employee performance and business performance; the importance of external and internal customers in improving company performance.

Green human resource management and corporate social responsibility

2020 ◽  
Vol 27 (4) ◽  
pp. 1551-1569 ◽  
Author(s):  
Wesley Ricardo de Souza Freitas ◽  
Jorge Henrique Caldeira-Oliveira ◽  
Adriano Alves Teixeira ◽  
Nelson Oliveira Stefanelli ◽  
Talita Borges Teixeira
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Human Resources ◽  
Human Resources Management ◽  
Iso 14001 ◽  
Iso 9001 ◽  
Control Variables ◽  
Content Type ◽  
Resources Management ◽  
Corporate Social

PurposeIn the past, simply fulfilling economic performance alone was critical to ensuring the success of companies and their shareholders, but this traditional perspective is not compatible with society's current demands, as there is increasing social pressure on organizations to become more sustainable and reduce impacts on the environment, promoting sustainable results in their business processes. In this context, the specialized literature states that human resources management (HRM) is considered a central aspect for building sustainable organizations, in particular, the area of green human resources management (GHRM). Thus, this study analyzes the relationship between GHRM and corporate social responsibility (CSR) in Brazilian companies. Company's age, size, ISO 9001 and 14001 certifications are the control variables.Design/methodology/approachThe authors adopted a quantitative approach in conducting the survey. Four waves of email were sent to HR and CSR managers from 853 Brazilian companies from the metallurgical, automotive and chemical industries. In total, 79 questionnaires were fully answered, higher than the minimum sample calculated by the G*Power 3.1 software, which corresponds to a return rate of 9.26%. For the analysis of the results, the partial least squares method was used.FindingsThis research identifies that GHRM practices, in fact, positively influence CSR practices. The findings evidence that practices of performance evaluation, teamwork and recruitment and selection are the most important for a better CSR performance. The research results indicate that the “ISO 9001 certification” control variable also has a positive and significant effect on CSR and that the size of the company, the age of the company and the ISO 14001 certification, in the analyzed sample, were not relevant (as control variables) for CSR.Originality/valueCurrent literature highlights the gap between GHRM and CSR. This relationship is not explored in Brazil. The study uses a new theoretical model, and it fills the gap identified in the literature. This paper brings important theoretical and managerial contributions. It is the first in the literature to show, in an empirical way, the positive relationship between GHRM and CSR, contributing in an original way to the state of the art of the GHRM and CSR theme. In addition, this research adds empirical evidence on GHRM and CSR in Latin America/South America/Brazil.

The employability of human resources management graduates from a selected university of technology in the Western Cape, South Africa

2019 ◽  
Vol 35 (4) ◽  
pp. 251-266
Author(s):  
Larry Enoch Jowah ◽  
Tendency Beretu
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Higher Learning ◽  
Western Cape ◽  
Content Type ◽  
Quantitative Research Methods ◽  
Resources Management ◽  
University Of Technology ◽  
Institutions Of Higher Learning ◽  
Cape Peninsula

PurposeThe purpose of this paper is to provide an insight into the need to provide an industry-relevant curricula to higher learning institutions, which addresses the needs of the industries so that unemployment is addressed.Design/methodology/approachThe researcher sought to look for a cause and consequence relationship, which resulted in the usage of a mixed-methods approach whereby both qualitative and quantitative research methods were used. Correspondingly, the study was conducted in two phases, literature analysis and experimental study, including field work.FindingsThe paper provides experiential visions about how institutions of higher learning can provide industry-relevant education. It proposes that for graduates to be employable, there should be synergy between what industries want and what the institutions of higher learning are providing, hence the need to redesign the curricula.Research limitations/implicationsThe research focused exclusively on Cape Peninsula University of Technology HR graduates from 2014 to 2017 instead of considering all graduates of HR in the workplaces in Cape Metropolis.Practical implicationsTertiary institutions as the custodians of knowledge will have to go out to the customers (recipients of their products) and inquire for relevant operational requirements.Social implicationsHR graduates will be properly empowered through proper industry-relevant curriculum which enables them to be employable or to create employment instead of waiting to be employed.Originality/valueThis paper fulfills a recognized need to study how the curriculum offered by universities contributes to the employability of human resources management graduates.

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