Human resource management-practices, performance and strategy in the Italian hotel industry

Stefano Bresciani, Alkis Thrassou, Demetris Vrontis

Research output: Contribution to journalArticle

16 Citations (Scopus)

Abstract

The aim of this paper is to study the relationship between human resource management (HRM) and organisational performance in the Italian hospitality sector. In particular, it investigates the extent of adoption of HRM practices, the existence of formal HR strategies, and the degree of development of the HR function, in the Italian hotel industry. The findings aim to verify whether the effectiveness of HRM is contingent upon the approach to adopted business strategies and whether the hotels, which strategically formally apply HRM practices, outperform those with HRM practices outside a formal organisational strategy. The research finally expands on the underlying factors and managerial implications of the findings to conceptually interpret phenomena and prescribe actions.

Original languageEnglish
Pages (from-to)405-423
Number of pages19
JournalWorld Review of Entrepreneurship, Management and Sustainable Development
Volume8
Issue number4
DOIs
Publication statusPublished - 2012

Fingerprint

Human resource management
Hotels
Industry
Human resource management practices
Hotel industry

Keywords

  • Hospitality industry
  • Hotels
  • HRM
  • Human resource management
  • Italy
  • Marketing
  • Organisational performance
  • Strategy

Cite this

@article{be8aa59470c24d6cbd7a6769b9c00fd4,
title = "Human resource management-practices, performance and strategy in the Italian hotel industry",
abstract = "The aim of this paper is to study the relationship between human resource management (HRM) and organisational performance in the Italian hospitality sector. In particular, it investigates the extent of adoption of HRM practices, the existence of formal HR strategies, and the degree of development of the HR function, in the Italian hotel industry. The findings aim to verify whether the effectiveness of HRM is contingent upon the approach to adopted business strategies and whether the hotels, which strategically formally apply HRM practices, outperform those with HRM practices outside a formal organisational strategy. The research finally expands on the underlying factors and managerial implications of the findings to conceptually interpret phenomena and prescribe actions.",
keywords = "Hospitality industry, Hotels, HRM, Human resource management, Italy, Marketing, Organisational performance, Strategy",
author = "Stefano Bresciani and Alkis Thrassou and Demetris Vrontis",
year = "2012",
doi = "10.1504/WREMSD.2012.050297",
language = "English",
volume = "8",
pages = "405--423",
journal = "World Review of Entrepreneurship, Management and Sustainable Development",
issn = "1746-0573",
publisher = "Inderscience Enterprises Ltd.",
number = "4",

}

TY - JOUR

T1 - Human resource management-practices, performance and strategy in the Italian hotel industry

AU - Bresciani, Stefano

AU - Thrassou, Alkis

AU - Vrontis, Demetris

PY - 2012

Y1 - 2012

N2 - The aim of this paper is to study the relationship between human resource management (HRM) and organisational performance in the Italian hospitality sector. In particular, it investigates the extent of adoption of HRM practices, the existence of formal HR strategies, and the degree of development of the HR function, in the Italian hotel industry. The findings aim to verify whether the effectiveness of HRM is contingent upon the approach to adopted business strategies and whether the hotels, which strategically formally apply HRM practices, outperform those with HRM practices outside a formal organisational strategy. The research finally expands on the underlying factors and managerial implications of the findings to conceptually interpret phenomena and prescribe actions.

AB - The aim of this paper is to study the relationship between human resource management (HRM) and organisational performance in the Italian hospitality sector. In particular, it investigates the extent of adoption of HRM practices, the existence of formal HR strategies, and the degree of development of the HR function, in the Italian hotel industry. The findings aim to verify whether the effectiveness of HRM is contingent upon the approach to adopted business strategies and whether the hotels, which strategically formally apply HRM practices, outperform those with HRM practices outside a formal organisational strategy. The research finally expands on the underlying factors and managerial implications of the findings to conceptually interpret phenomena and prescribe actions.

KW - Hospitality industry

KW - Hotels

KW - HRM

KW - Human resource management

KW - Italy

KW - Marketing

KW - Organisational performance

KW - Strategy

UR - http://www.scopus.com/inward/record.url?scp=84869824711&partnerID=8YFLogxK

U2 - 10.1504/WREMSD.2012.050297

DO - 10.1504/WREMSD.2012.050297

M3 - Article

AN - SCOPUS:84869824711

VL - 8

SP - 405

EP - 423

JO - World Review of Entrepreneurship, Management and Sustainable Development

JF - World Review of Entrepreneurship, Management and Sustainable Development

SN - 1746-0573

IS - 4

ER -