A Case Study of Human Resource Practices in Small Hotels in Sweden

Lorna Young-Thelin · Karla Aileen Boluk

32 citations0/0 files storedJournal of Human Resources in Hospitality & Tourism

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Hospitality and Tourism Education Employee Performance and Management Human Resource and Talent Management

Abstract

The competitive advantage of organizations in the hotel industry is their human resources. The aim of the authors in this article is to investigate the human resources practices in small hotels in Sweden. They examine the practices of hotels in three main areas of human resource management, namely: hiring, training, and performance evaluation. Although the hotels find their human resources important there has been a lack of attention devoted to the development of human resources systems and processes. Accordingly, the implementation and development of human resources systems and procedures depends on the background of the hotel manager or operator and available financial resources.

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References

1997Job Satisfaction: Application, Assessment, Causes, and Consequences 1994Putting the Service-Profit Chain to Work 1998The Human Equation: Building Profits by Putting People First.2007High-Performance Human Resource Practices, Citizenship Behavior, and Organizational Performance: A Relational Perspective 2001Do “high commitment” human resource practices affect employee commitment? A cross-level analysis using hierarchical linear modeling 1999Human Resource Management: Theory and Practice 2010Winning the Service Game 2003Human Resource Management and Corporate Performance in the UK

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