Socially irresponsible HRM: findings from the UK hotel sector

This paper considers the value and extent to which socially responsible HRM enhances understanding of HR practices in the corporate hotel sector. The paper seeks to address two research questions. Firstly, what are the underlying management philosophies guiding models of HRM within the upper market corporate hotel sector? Secondly, how do the resultant HR practices impact the employee experience of work and well-being? Qualitative case studies were conducted in two high end hotels within the UK. Semi structured interviews (n = 30) were carried out at various levels of the organisation to gain multiple perspectives, including frontline employees, line managers, senior management and HR practitioners. Investigation of the experiences of frontline employees uncovered evidence of a socially irresponsible approach to HRM in each case study. Hidden and deceptive management philosophies were uncovered that shaped the nature of the HR practices used, and resulted in negative outcomes for the well-being of employees. This paper extends the limited research base which has considered socially irresponsible HRM, and extends the concept by demonstrating the central role that management philosophy plays in determining the responsibleness of an HRM approach. The paper also demonstrates the utility of SRHRM models in contexts where practices are rarely socially responsible.