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- Human resource management in Hotel Units: the portuguese casePublication . Silva, Susana; Martins, DoraThis paper presents the main Human Resources Management (hrm) distinctives for Portuguese hotel units.We attempt to understand the role of various hrm practices promoted on organizational performance and their effect on the behaviour of coworkers and quality service in hotel units; some reflections on the future trends in this field are offered. This phenomenon has a particular relevance in the Portuguese context, because this country is known to have had a growing tourism industry in recent years. However, little is known about hrm departments’ contributions to their Human capital management and development. This paper is one of the first to focus specifically on Portuguese hotel units and it also seeks to present findings that stem from the Human Resources Managers’ perspective. This paper is based on qualitative case studies; the data were collected through semi-structured interviews with 12 human resource managers from 12 hotel units located in Portugal. The results show that although there is not effective hrm, current hrm practices are sufficient to encourage pro-environmental behaviour in their staff, and they have a direct effect on customer satisfaction and competitiveness of the sector. However, managers recognize there is a need introduce some change in the short-term to promote the better performance of staff with effects on customer satisfaction and competitiveness of the sector in Portugal. According to these results, the paper discusses the major theoretical and practical implications for future research in the hrm field.
- HRM specificities’ on Portugal hotel unitsPublication . Silva, Susana; Martins, DoraThis paper presents the main Human Resources Management (HRM) specificities’ on Portuguese hotel units. We try to understand the role of HRM on behavior of co-workers and quality service in hotel units and to know the future tendency of human capital profile on Portuguese hotel units and the role of HRM function on management of their staff. We, also, try to explore if Portuguese culture has influence on HRM specificities’ of hotel units. This phenomenon has a special relevance in the Portuguese context, because this country is known a growing process of tourism industry in recent years. Furthermore, little is known about HRM department’ contributions to their human capital management and development. This paper is one of the first to focus specifically on Portuguese hotel units and it also seeks to present findings that stem from the Human Resources Managers’ perspective. The paper is based on qualitative case studies. The data were collected through semi-structured interviews of 12 human resource managers from 12 hotel units located in Portugal. The results show that although there is not an effective HRM, current HRM practices are enough to encouraging pro-environmental behavior in their staff and they have a direct effect on customer satisfaction and competitiveness of sector. However, managers recognize there is need introduce some change on short-term to promote a better performance of staff with effect on customers satisfaction and competitiveness on sector in Portugal. According to these results, the paper discusses the major theoretical and practical implications.
- Human resources management practices in hospitality companiesPublication . Martins, Dora; Silva, Susana; Silva, CândidaHuman Resources Management (HRM) has been recognized by academics and practitioners as an important element in organizations. Therefore, this paper explores the best practices of HRM and seeks to understand the level of participation in the development of these practices by human resources managers in the hospitality industry and compare it with other industries. Thus, the study compared the HRM practices of companies in the hospitality sector with HRM practices of companies in other sectors, and identifies the main differences between their HRM practices. The results show that the most frequent HRM practices in all companies, independently of its sector of activity, are hiring and training. When comparing hospitality sector with other sectors of activity, some differences were noticed, namely in the adoption of the practices of communication and information sharing, and of recruitment and selection. According to these results, the paper discusses the major theoretical and practical implications. Suggestions for future research are also presented.