Selecting hotel staff: why best practice does not always work.
Selecting hotel staff: why best practice does not always work.
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DOI：
10.1108/09596110410520016
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发表时间：
2004-01-01
影响因子：
11.1
通讯作者：
Scholarios, D.
中科院分区：
文献类型：
--
作者：
Lockyer, C.;Scholarios, D.
本文认为，在酒店业的“最佳实践”的招聘和选择的性质。苏格兰酒店（n=54）的样本数据表明，依赖于非正式的方法，特别是在较小的酒店。在较大的连锁旅馆中，显然有结构化的程序，包括推荐信、申请表和小组面试，但在这里，这些方法似乎也不足以处理征聘和质量问题，特别是在满足临时工作人员的需要方面。案例研究的证据对比两种替代战略：一个成功的整体战略的基础上管理的社会进程的重要选择，和一个更传统的官僚战略。每一项战略都取决于商业和劳动力市场考虑因素、旅馆的所有权和管理结构以及负责挑选人员的任期和经验之间的复杂相互关系。这一证据表明，酒店业，整体战略是一种替代传统的概念，“最佳实践”的人力资源管理文献中建议。
This paper considers the nature of "best practice" recruitment and selection in the hotel sector. Data from a sample of Scottish hotels (n=54) 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 of "best practice" recommended in the human resource management literature.