360 degrees of pressure: the changing role of the HR professional in the hospitality industry

Solnet, David, Kralj, Anna and Baum, Tom (2013) 360 degrees of pressure: the changing role of the HR professional in the hospitality industry. Journal of Hospitality and Tourism Research, 39 2: 271-292. doi:10.1177/1096348012471380

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Author Solnet, David
Kralj, Anna
Baum, Tom
Title 360 degrees of pressure: the changing role of the HR professional in the hospitality industry
Journal name Journal of Hospitality and Tourism Research   Check publisher's open access policy
ISSN 1096-3480
Publication date 2013-01-02
Year available 2013
Sub-type Article (original research)
DOI 10.1177/1096348012471380
Open Access Status
Volume 39
Issue 2
Start page 271
End page 292
Total pages 22
Place of publication Thousand Oaks, CA, United States
Publisher Sage Publications
Collection year 2014
Language eng
Abstract Many hospitality companies highlight the importance of their employees, and this features strongly in their consumer marketing. However, the capacity of organizations to deliver “people first” practices is seemingly subject to increasing pressure within the international hospitality sector, both internally and from the external environment. Nowhere is this clearer than in the roles that are played with respect to the human resource management (HRM) function, both by those specifically designated in that post and by nonspecialist managers taking HRM responsibilities. This conceptual article has two principal aims: first, to illuminate the growing trend of formalized HRM practices being downgraded, eliminated altogether, or decentralized; and second, to highlight the need for a greater understanding and consideration of the external factors affecting hospitality HRM practice. The article reviews the nature and scope of the HRM function in hospitality, presents an overview of the trends toward internal reorganization through decentralization of HRM functions and, finally, assesses the impact of external pressures of the delivery of effective HRM. We then propose a dynamic framework designed to help facilitate greater understanding of the implications of internal and external pressures by HRM professionals and researchers, and conclude with reflections and recommendations followed by proposals for future research.
Keyword Human resource management
External environmental impact
Demographic changes
Q-Index Code C1
Q-Index Status Confirmed Code
Institutional Status UQ
Additional Notes Published online 2 January 2013.

Document type: Journal Article
Sub-type: Article (original research)
Collections: Official 2014 Collection
UQ Business School Publications
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Citation counts: TR Web of Science Citation Count  Cited 5 times in Thomson Reuters Web of Science Article | Citations
Scopus Citation Count Cited 5 times in Scopus Article | Citations
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Created: Tue, 15 Jan 2013, 14:42:55 EST by Jane Malady on behalf of School of Tourism