Human resource management studies in hospitality and tourism domain: a bibliometric analysis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Elbeyi Pelit ◽  
Esra Katircioglu
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Bibliometric Analysis ◽  
Current Status ◽  
Current Position ◽  
Future Directions ◽  
Content Type ◽  
Hospitality And Tourism ◽  
Practical Implications

Purpose Bibliometric analysis allows examining a large volume of bibliometric data within an objective perspective. The purpose of this study is to conduct a bibliometric analysis to reveal the current status of human resource management (HRM) studies while exploring research trends and future directions. Design/methodology/approach Web of Science was chosen to identify studies in the field. In total, 1,404 articles were selected for bibliometric analysis. The VOSviewer program was used to analyze and visualize obtained data. Findings The findings revealed that the most frequently used keywords were job satisfaction, hospitality, tourism, HRM and work engagement. Karatepe and Baum were the most cited authors and Inoue (2011), Felps (2009), Shaw (2011), Gursoy (2008) and Cooper (2006) were the most cited documents in HRM studies in the hospitality and tourism domain. Research limitations/implications The study provides some theoretical and practical implications. The study findings can give researchers and practitioners insights into the current position of HRM studies and trend topics. Besides, it can be used as a practical guide for determining potential gaps in the literature. Originality/value This study contributes to the literature by bringing HRM studies in the hospitality and tourism fields together and revealing the current position of the inquiry by determining the most cited authors, articles, journals, organizations and collaborations among authors.

Mina makes the most of human‐resource management

2013 ◽  
Vol 21 (1) ◽  
pp. 26-27 ◽  
Author(s):  
Antonios Panagiotakopoulos
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Customer Service ◽  
Strategic Human Resource Management ◽  
Employee Empowerment ◽  
Small Companies ◽  
Content Type ◽  
Practical Implications ◽  
Conditions Of Employment

PurposeThe purpose of this paper is to describe how strategic human resource management has transformed the fortunes of three Greek micro‐enterprises.Design/methodology/approachThe paper explains the problems faced by Mina mini‐market, Franco leather manufacturing and Yiannis Hair Care, and how they overcame them.FindingsThe paper highlights the key role that training can play in improving product quality and customer service and setting a struggling company back on the track to success.Practical implicationsThe paper reveals that training can go hand in hand with new bonus schemes, employee empowerment and better conditions of employment.Social implicationsThe paper details a number of approaches that small companies can adopt to help them to survive in a challenging economic context.Originality/valueThe paper recounts how three Greek micro‐businesses have achieved organizational change against the background of difficult economic circumstances.

Changing management history, gender moderating pay to job satisfaction for IS users

2014 ◽  
Vol 20 (3) ◽  
pp. 311-332
Author(s):  
Bassem E. Maamari
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
User Participation ◽  
Social Implications ◽  
Content Type ◽  
Novel Technologies ◽  
The Impact ◽  
Practical Implications

Purpose – This paper aims to investigate the impact of pay on job satisfaction. Moreover, it studies the changes in the structure of the work force, as well as in the way work is done, on the pay to job satisfaction relationship. Design/methodology/approach – A confirmatory survey is conducted, and results are presented. Findings – The study suggests that gender is a variable affecting the relationship of pay to employees’ job satisfaction. It highlights the roles of education and training in user participation and system usage. The study investigates the current situation in Lebanese commercial banks. Research limitations/implications – The outcome of the study could have significant implications on managerial decision-making in the process of implementing novel technologies in banks. It also points to policy changes needed at the human resource management levels. Practical implications – The study findings suggest a needed change at the policy-making levels of corporate human resource management, as more and more employees are becoming extensive information system users on the job. Social implications – If the suggested practical implications are applied, the social implications derived therefrom will generate a social drift in attitude toward gender differentials. Originality/value – The paper is based on a large sample collection from the services sector, commercial banking in Lebanon. The quantitative survey results highlight a number of correlations and tests a suggested model. It puts forth a linear relationship between the different variables under consideration and suggests recommendations for practitioners.

Moving forward

2014 ◽  
Vol 5 (1) ◽  
pp. 2-13 ◽  
Author(s):  
Greg G. Wang ◽  
Yichi Zhang ◽  
David Lamond ◽  
Jie Ke
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Multinational Corporations ◽  
Human Resource ◽  
Current Status ◽  
Future Research ◽  
Theoretical Understanding ◽  
Content Type ◽  
Management Knowledge ◽  
New Research

Purpose – The purpose of this study is to review the current status of the Journal of Chinese Human Resource Management (JCHRM) in this initial stage and present a number of emerging unique Chinese phenomena for scholarly attention in relation to JCHRM entering its fifth year. Design/methodology/approach – Based on a review of JCHRM's status, we further reviewed literature and media reports to identify new research opportunities for indigenous Chinese human resource management (HRM) research. Findings – JCHRM has demonstrated its strength and uniqueness in contributing to management knowledge production and dissemination in the first four years, thanks to enthusiastic support from the worldwide research community. Moving forward, we identify a number of intriguing indigenous phenomena, including distinctive social political contexts in state-owned enterprises, emerging trends in embracing the Party Branches (dang zhi bu, Fixed graphic 1) by multinational corporations (MNCs) in China and the indigenous Chinese suzhi (Fixed graphic 2) phenomenon, for new opportunities in Chinese HRM research. Research limitations/implications – The three indigenous phenomena constitute only a few samples. Developing a theoretical understanding of Chinese HRM phenomena has a long way to go. Continued inquiries in this area will not only help build local knowledge on complex organizational dynamics but also enrich the overall management knowledge base. Originality/value – We review the status of JCHRM in its first four years and bring a sample of intriguing indigenous Chinese phenomena to the attention of the worldwide scholarly community for future research.

Dovetailing talent management and diversity management: the exclusion-inclusion paradox

2017 ◽  
Vol 4 (4) ◽  
pp. 315-331 ◽  
Author(s):  
Dagmar Daubner-Siva ◽  
Claartje J. Vinkenburg ◽  
Paul G.W. Jansen
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Diversity Management ◽  
Talent Management ◽  
Content Type ◽  
Marginalized Groups ◽  
Paradox Theory ◽  
Practical Implications

Purpose The purpose of this paper is to adopt a paradox lens for dovetailing the human resource management sub-domains of talent management (TM) and diversity management (DM), in the attempt to create closer alignment between the two. Design/methodology/approach The authors review paradox theory, TM and DM literatures and formulate a paradox that becomes apparent when considering TM and DM simultaneously. Findings The authors coin this tension as the “exclusion-inclusion paradox,” highlighting that TM and DM reflect contradictory, yet interrelated principles: organizations promote exclusion through a TM architecture that focuses on the identification and development of a few selected employees, while simultaneously, organizations promote inclusion, in the attempt to minimize existing inequalities for traditionally marginalized groups. Practical implications Once uncovered, the exclusion-inclusion paradox enables organizational actors to make choices on whether to respond actively or defensively to the paradox. The authors argue for active responses in order to work through the paradox. Originality/value This is the first paper adopting a paradox lens in order to interweave the DM literature with TM literature in the attempt to explain how DM and TM constitute contradicting yet interrelated principles.

The value of employees who go the extra mile

2014 ◽  
Vol 22 (4) ◽  
pp. 29-32
Author(s):  
Randall P. Bandura ◽  
Paul R. Lyons
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Behavior ◽  
Work Environment ◽  
Human Resource ◽  
Positive Reinforcement ◽  
Design Methodology ◽  
Content Type ◽  
Practical Implications

Purpose – The purpose of this paper is to present the concept of voluntary, helpful organizational behavior and offer a discussion of research that aims to help managers to encourage such behavior among their employees. Design/methodology/approach – This paper discusses voluntary, helpful organizational behavior based on a review of recent research, as well as findings from the authors’ research. Findings – This paper explains that voluntary, helpful organizational behavior could include, for example, taking the initiative to increase one’s knowledge about the job, technology, tools, industry, competitors and so on; making constructive suggestions; taking the initiative to help solve unexpected problems; working diligently to meet some deadlines; and volunteering to help with some tasks that are not part of one’s normal task duties. Practical implications – The authors reveal that for voluntary, helpful organizational behavior to flourish, manager or supervisor supportiveness is important; management should provide and reinforce procedural justice in the workplace; managers should help employees in attaining job satisfaction; and managers should use positive reinforcement. Social implications – A set of behaviors that can be useful not only in the work environment but also in society as a whole has been described. Originality/value – This paper points out that there is little information in practitioner journals addressing the behaviors in pragmatic terms. It also offers practical suggestions for human resource management.

scholarly journals On being warm and friendly: the effect of socially responsible human resource management on employee fears of the threats of COVID-19

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jie He ◽  
Yan Mao ◽  
Alastair M. Morrison ◽  
J. Andres Coca-Stefaniak
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Trust ◽  
Linear Regression Analysis ◽  
Socially Responsible ◽  
Content Type ◽  
Psychological Recovery ◽  
External Threats ◽  
Hospitality And Tourism

Purpose This paper aims to investigate the influence of socially- responsible human resource management (SRHRM) on employee fears of external threats during the COVID-19 outbreak, based on social support and event system theories. COVID-19 caused sharp profit declines and bankruptcies of hotels, restaurants and travel agencies. In addition, employees faced threats to their health and job security. How to overcome employee anxieties and fears about the negative impacts of this crisis and promote psychological recovery is worthy of attention from researchers and practitioners. This research investigated the impacts of SRHRM on employee fears through organizational trust, with the COVID-19 pandemic playing a moderating role between SRHRM and employee fears. Design/methodology/approach The hypotheses were tested through multiple linear regression analysis based on a survey of 408 employees in hospitality and tourism firms in China. Qualitative data were also gathered through interviews with selected managers. Findings The results showed that SRHRM had a negative influence on employee fears of external threats by enhancing trust in their organizations. In addition, the strength of the COVID-19 pandemic positively moderated the effect of SRHRM on employee fears. When the pandemic strength was more robust, the negative effects of SRHRM on employee fears were more significant. Research limitations/implications This research illustrated the contribution of SRHRM in overcoming employee fears of external threats in the context of COVID-19. It shed light on the organizational contribution of SRHRM to hospitality and tourism employee psychological recovery during the crisis. Originality/value This research explored strategic HRM by examining the effects of SRHRM on employee fears in the midst of a severe crisis, specifically COVID-19. The moderation effect of event strength and mediation effect of organizational trust were tested. It is of great value for hospitality and tourism firms to foster employee psychological recovery during a crisis such as COVID-19.

Implications for human resource management practice: using a neuroscientific lens

2019 ◽  
Vol 33 (4) ◽  
pp. 9-12
Author(s):  
Poornima Sehrawat ◽  
Rajasshrie Pillai
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Management Practice ◽  
Human Resource Management Practice ◽  
Content Type ◽  
Hr Management ◽  
Hr Managers ◽  
Practical Implications

Purpose The purpose of this study is to understand the importance of neuroscience for human resource management (HRM). Design/methodology/approach This study reviewed the extant literature and interviewed doctors and HR managers to understand the implications of neuroscience for HRM. Findings This paper highlights the applications and understanding of neuroscience in various verticals of HRM for effective HR management. Practical implications This paper provides valuable insights to HR managers to develop HR practices considering the implications of neuroscience for HRM. Originality/value This study is valuable, as it provides the details of usage of neuroscience for effective HRM.

scholarly journals The liability for employers for the conduct of their employees – when does an employee’s conduct fall within the “the course of employment”?

2016 ◽  
Vol 24 (7) ◽  
pp. 44-47
Author(s):  
Engin Mustafa
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Reading Time ◽  
Case Law ◽  
Content Type ◽  
Employer Liability ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the papers in context. Findings All employers need to understand the exposure to risk that their organizations face. In the field of human resource management, the liability of the employer for the actions (or omissions) of an employee is a key part of managing that risk. The scope of such liability is delimited by both statute and case law which has helped clarify the position of employer liability, thereby allowing an employer to mitigate risk. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Craft work

2019 ◽  
Vol 27 (2) ◽  
pp. 9-11
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Reading Time ◽  
Labor Relations ◽  
Content Type ◽  
Pertinent Information ◽  
Modern Era ◽  
Practical Implications

Purpose The purpose of this paper is to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Even in the modern era, human resource management can make fundamental mistakes that alienate a workforce, even when they are actually trying to do the exact opposite. This must have been common in, for example, the 1970s, when labor relations were tense and many workers almost felt at war with their HR department. Things have changed radically since then, and very much for the better, but alienation can sometimes only be too close at hand. Practical implications This paper offers strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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