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Human Resource Practices System Differentiation: A Hotel Industry Study

Published online by Cambridge University Press:  23 February 2012

Rozila Ahmad ,
David Solnet  and
Noel Scott
Rozila Ahmad*
Affiliation:
The University of Queensland, Australia. rozila.ahmad@uqconnect.edu.au
David Solnet
Affiliation:
The University of Queensland, Australia.
Noel Scott
Affiliation:
The University of Queensland, Australia.
*
*Rozila Ahmad, School of Tourism, The University of Queensland, St Lucia QLD 4072, Australia.
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Abstract

The hotel industry utilises the concept of human resource practices system differentiation (HRPSD) by focusing resources on managerial level jobs as a technique of strategic human resource management (SHRM). Despite its use in both practice and the academic literature, research focusing on HRPSD is scarce and detailed analyses of the effects of this practice on employees cannot be found in the academic literature. The objective of this article is to develop a conceptual framework facilitating the examination of how human resource practices systems are differentiated within 5-star hotels, and to identify some direct effects of such systems on employees. The article provides a conceptual framework of SHRM with HRPSD, including the link to human resource intermediate outcomes that have not previously been included in previous research in a hotel industry context.

Keywords

strategic human resource managementhuman resource practices systemhotel industryemployee motivationjob satisfactionturnover
Type
Articles
Information
Journal of Hospitality and Tourism Management , Volume 17 , Issue 1 , 01 December 2010 , pp. 72 - 82
Copyright
Copyright © Cambridge University Press 2010

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