Selecting hotel staff: why best practice doesn't always work

C.J. Lockyer, D.M. Scholarios

Research output: Contribution to journalArticle

44 Citations (Scopus)

Abstract

This paper considers the nature of "best practice" recruitment and selection in the hotel sector. Data from a sample of Scottish hotels indicate a reliance on informal methods, particularly in smaller hotels. In larger and chain hotels, structured procedures, including references, application forms and panel interviews, are evident, but, here too, these methods seem inadequate for dealing with recruitment and quality problems, especially in meeting temporary staffing needs. Case study evidence contrasts two alternative strategies: a successful holistic strategy based on management of social processes important for selection, and a more conventional bureaucratic strategy. Each strategy depends on a complex interrelationship between business and labour market considerations, the ownership and management structure of the hotel, and the tenure and experience of those responsible for selection. This evidence indicates that, for the hotel industry, the holistic strategy is an alternative to conventional notions.
LanguageEnglish
Pages125-135
Number of pages10
JournalInternational Journal of Contemporary Hospitality Management
Volume16
Issue number2
DOIs
Publication statusPublished - 2004

Fingerprint

labor market
ownership
Hotels
Best practice
Staff
method
need
social process
hotel industry
Management structure
Labour market
Social processes
Hotel industry
Interrelationship
Tenure
Staffing
Business markets
Recruitment and selection
Hotel sector
Ownership structure

Keywords

  • hotels
  • human resource management
  • recruitment
  • scotland
  • employment
  • work

Cite this

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Selecting hotel staff : why best practice doesn't always work. / Lockyer, C.J.; Scholarios, D.M.

In: International Journal of Contemporary Hospitality Management, Vol. 16, No. 2, 2004, p. 125-135.

Research output: Contribution to journalArticle

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