Organisations, including hotels, usually have more than one human resource practices system. Thus, this book is written to provide an understanding of the human resource practice system for managerial and non-managerial employees in the context of hotel industry. This book focuses specifically on five-star beach resort hotels in Malaysia. The human resource practices system for managerial employees includes empowerment while the recruitment and selection is more thorough. Their compensation is more attractive and their training is more rewarding. Both groups of employees are provided with a clear job description, orientation, employment security, objective performance appraisal, career development opportunity and effective communication.

This research explores the challenges faced by hotels in Malaysia, in formulating and implementing strategic human resource management (SHRM). The study addresses the lack of empirical research into SHRM in Malaysian hotels at a time of rapid growth in the Malaysian tourism industry. Building on current debates regarding strategic HRM, including SHRM and business strategy integration, and the role of HR as a strategic partner, this research explores the relationship between human resource management and business strategies, and the challenges of HRM strategy realisation. The thesis has a particular focus on Recruitment and Selection, and Training and Development, as these two functions lie at the heart of how businesses access and develop the critical skills required to implement SHRM initiatives. The study is conducted from a constructivist ontological stance coupled with an interpretivist epistemology. A set of three semi-structured interviews, involving the Chief Executive Officer, HR professional and line manager, were conducted in five leading hotels. Three additional interviews were conducted to gain feedback on the study's topic from individuals with HR and/or hotel industry expertise. Data were analysed using a priori and data driven coding following King's (2004) template analysis method. This research reveals challenges in formulating and implementing strategic HRM exist within Malaysian hotels from three analytical levels, namely, organisational, industry and societal. The challenges include the readiness of HR as a strategic partner, the absence of clearly-defined HR-related key performance indicators, labour scarcity, and government policies relating to labour and education. Although this exploratory research may not be generalisable to all Malaysian hotels, its insights into SHRM challenges may be transferable to other similar hotels and resorts. Discussion of the practical implications of the study's results highlight the actions recommended as necessary for the three target audiences, namely, Hotel Managers (which include CEOs/General Managers, HR professionals and line managers), the Malaysian Association of Hotels, and the Government, to improve professional practice pertaining to strategic human resource management in Malaysian hotels.

Human resources are critical within organizations, particularly in the modern world where technology can be acquired to produce the same quality of products. Today, in the context of the digitalized economy, hospitality organizations must ensure their human resources are evolving with the times to remain competitive. Strategic Human Resource Management in the Hospitality Industry: A Digitalized Economic Paradigm discusses strategic human resource management in the hospitality industry and sheds light on every aspect of human resource management in the hospitality industry globally, such as from selection, recruitment, training and development, performance management, compensation and benefit, and employee retention. Covering key topics such as technology integration, leadership, and tourism, this reference work is ideal for industry professionals, managers, business owners, administrators, policymakers, researchers, academicians, scholars, instructors, and students.

Over the last decade, human resource management has come to be viewed as the dominant paradigm within which analyses of the world of work have been located. This volume examines the nature and assesses the impact of HRM within a highly under-researched division of the service sector, namely the UK hotel industry. Common perceptions of management practices in the hotel industry typically include work intensification, high labour turnover, lack of training and poor career prospects, and casualised terms and conditions of employment. Using data from a survey of over 200 hotels, this book challenges such stereotypes by demonstrating that this part of the service sector is just as likely to have experimented with new approaches to HRM as the manufacturing industry. It suggests that primary influences on managerial decision-making in the hotel industry are no different from the primary influences affecting decision-making elsewhere, countering the argument that mainstream management theories are inapplicable within the hotel industry. Furthermore, where hotels emphasise the importance of service quality enhancement and where they introduce HRM as an integrated, mutually supporting package of practices, a strong relationship between HRM and organisational performance is proposed.

This survey studies the relationship between selected human resource management practices (leadership, motivation, training) with organizational commitment, and the comparison of organizational commitment levels according to selected demographic characteristic (marital status, shifts, departments, seniority) in the hotel industry. The scope of the study involves inter- and intra vertical comparison between 3-star, 4-star and 5-star hotels in Kuching.