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1、Policy dimensions of human resource management in the tourism and hospitality industriesTom Baum, Vanessa Amoah, Sheryl SpivackTheAuthorsTom Baum, The Scottish Hotel School, The University of Strathclyde, Glasgow, UKVanessa Amoah, Department of Management, University of Buckingham, Buckingham, UKShe
2、ryl Spivack, Institute of International Tourism Studies, The George Washington University, Washington, DC, USAAbstractDevelops the view that human resource management is a central strategic and operational concern within the tourism and hospitality industries, with implications for quality and marke
3、t positioning of tourism at local, regional and national levels. Suggests that all stakeholders, be they public or private sector, visitor or host community, would benefit from a close integration of human resource, labour market and education policies. Presents two studies which substantiate this v
4、iew: one which generally examines policies for human resource development, and another which addresses the policy issues involved.Article type: Wholly Theoretical.Keywords: Hospitality Industry, Human Resource Management, Policy, Strategy, Tourism, Training.Content Indicators: Research Implications*
5、 Practice Implications* Originality* Readability*International Journal of Contemporary Hospitality ManagementVolume 9 Number 5/6 1997 pp. 221-229Copyright MCB University Press ISSN 0959-6119IntroductionThe delivery of quality products and services, within international tourism and hospitality, refle
6、cts an increasing focus on intangibles and the role of what can be styled the human factor. Companies struggle to create clear distinction and consumer recognition of added value on the basis of physical product differentiation (Balmer and Baum, 1993) except within a relatively limited band of the m
7、arket. Airline brand relaunches (new first- and business-class products) and the executive floor products, within the hotel sector, represent a small proportion of the global market and trends in this direction are counter-balanced by the growing strength of budget or economy products (hotels and no
8、-frills airlines) in Europe and North America, catering for both the leisure and business customer. There is considerable evidence to support the notion that there has been a merging of the tourism experience, in physical product terms, across the range of designated quality levels. The introduction
9、 of Business First products by airlines offers consumers what is claimed to be a first-class environment for business-class price, while budget to mid-range hotel rooms offer a range of facilities which are not significantly different from some products in the four-star range. This trend is one whic
10、h has, in part, created the need to focus on service delivery as an alternative differentiator in the marketplace. The Marriott empowerment series of advertisements is a good example of recognition of this focus by a major hospitality corporation.A people focus, within tourism and hospitality, is by
11、 no means new and successful organizations such as Disney, British Airways, Singapore Airlines, Marriott and Ritz Carlton have developed strong reputations for their recognition of the role which their staff play in meeting customer expectations within their sector. As a consequence, this is an area
12、 which has been studied and analysed in considerable depth, and the literature represents a significant collection of empirical research, good practice case-studies and rather polemical how to wow the customer pieces. The focus of such work is at the level of the firm and much of it builds on the wo
13、rk of major corporations such as those identified above. Best practice, in the area, appears to recognize that quality service delivery is not the outcome of an isolated service enhancement training programme, but has to do with change in organizational culture from top down and is a complex process
14、 which impacts on all areas of the organization and its systems (Mahesh, 1994). It is also a process which is rather more commonly taken aboard within the context of larger organizations. Small to medium-sized enterprises (SMEs), which have the advantage of simple internal communication systems, fac
15、e other challenges reflective of their resource structures, expertise and nature of their workforce.There is little doubt that consumer experience of human value added through service is varied within and between the hospitality sectors of most countries. In part, this is a reflection of the eclecti
16、c nature of customer expectations which may demand very different things from the same service delivery situation. It is also a factor of the number of human interactions (moments of truth) which most customers experience within any one hospitality purchase - these may or may not be within the one organization and thus the ability to control the customers experience may not lie within the organization, which suffers through lost busi
