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Case studies on hrm for hotel staffing

Case Studies

This article has been cited by other articles in PMC. However, few studies case studies on hrm for hotel staffing explicitly addressed the multidimensional character of performance and linked HR practices to various outcome dimensions. This study therefore adds to the literature by relating HR practices to three outcome dimensions: Furthermore, we will analyze how HR practices influence these outcome dimensions, focusing on the mediating role of job satisfaction.

Data from autumn 2010 to autumn 2011 were analyzed. Clients were surveyed using the Client Quality Index for long-term care, via stratified sampling. Financial outcomes were collected using annual reports. SEM analyses were conducted to test the hypotheses. Results It was found that HR practices are - directly or indirectly - linked to all three outcomes. The use of HR practices is related to improved financial outcomes measure: The impact of HR practices on HR outcomes and organizational outcomes proved substantially larger than their impact on financial outcomes.

Furthermore, with respect to HR and organizational outcomes, the hypotheses concerning the full mediating effect of job satisfaction are confirmed. Conclusion The results underscore the importance of HRM in the health care sector, especially for HR and organizational outcomes. Further analyses of HRM in the health care sector will prove to be a productive endeavor for both scholars and HR managers.

Pfeffer [ 2 ] emphasized the importance of gaining competitive advantage through employees and noted the importance of several Human Resource HR practices necessary to obtain this advantage. Notwithstanding the substantial volume of research on the link between HRM and performance, the exact nature of this relationship within the health care sector remains unclear [ 4 ]. This can be considered problematic, as studying HRM in the health care sector and its effect on performance has both practical and academic relevance [ 5 ].

However, performance is not a concept that can be easily defined and conceptualized.

  • This current chapter will be the main basis for conducting the next chapter of literature review that comprises different theories, concepts and models relating to the motivational factors and reward systems in the hospitality industry;
  • For psychogeriatric clients suffering from cognitive issues such as dementia , an authorized representative completes a survey;
  • Satisfaction of employees in the hotel Table 4;
  • Data from autumn 2010 to autumn 2011 were analyzed.

One can then distinguish three different outcomes: Dyer and Reeves [ 7 ] noted that HR and organizational outcomes are more proximal outcomes, for example, closely linked to the HR practices adopted by an organization, whereas financial outcomes are more distant, as they are less likely to be directly affected by HR practices.

This multidimensional perspective of outcomes seems especially relevant for health care organizations, as financial outcomes are certainly not the only - or even primary - objective [ 9 ]. Notwithstanding the large amount of research on HRM in health care, few studies have explicitly addressed the multidimensional character of performance and linked HR practices to various outcome dimensions [ 4 ].

In this article, we therefore add to the literature by examining several outcome dimensions of health care organizations. The research question we will address is as follows: Next, we will develop several hypotheses. Case studies on hrm for hotel staffing, the methods and results of the data analysis are provided.

The article ends with a conclusion regarding the effects of HRM on various outcomes in the health care sector. HRM and outcomes Studying the relationship between HRM and performance outcomes is an important research theme [ 11011 ]. In an overview article, Boselie et al. These primarily concern the conceptualization and measurement of the central concepts and several theoretical issues about their relationship.

These issues remain important in the contemporary debate [ 1 ]. The concept of performance has been discussed above. Even more important is the question as to whether one should examine discrete HR practices or employ a systematic HRM approach. In this study we follow the systems approach, as this was proven valuable in earlier studies [ 13 ]. In addition to conceptualization, there are also important measurement issues concerning HRM. Does one measure HR policies at the company level for instance by asking HR managers or at the individual level practices as experienced by employees?

Nishii and Wright [ 14 ] refined this issue by distinguishing among intended, actual and perceived HRM. Thus, if employees believe that specific HR practices are employed in the organization, they will act according to that belief.

An important theoretical issue that has dominated the field in the last decade concerns the precise nature of the mechanism linking HRM and performance outcomes. HR practices forge a psychological contract between employer and employee that in turn affects these perceptions and experiences. In this article, job satisfaction is used as a mediating variable linking HRM to various outcomes [ 1718 ]. HRM and outcomes in the health care sector In the last two decades, several studies on HRM and performance have been conducted in the health care sector [ 1920 ].

In their review of health care studies, Harris et al. Furthermore, many health care studies relate HRM to organizational and HR related outcomes [ 21 - 25 ]. However, studies focusing on financial outcomes - which have been extensively addressed in the private sector HRM literature - seem rather scarce.

This study focuses on the Dutch care sector home care, nursing care and care homes. Its contribution concerns two elements discussed in the literature. First, we apply a multidimensional performance perspective, and we will therefore consider three outcome dimensions: This is innovative because although many health care studies have analyzed care - an organizational outcome - and HR outcomes, financial indicators have received much less attention.

Case studies on hrm for hotel staffing, we are unaware of health care sector studies that have examined the relationship between HRM and these three outcome dimensions simultaneously. Many studies use employee attitudes as an outcome variable. Using job satisfaction as indicator of employee attitudes, we will test whether this holds for all three outcome measures considered in this article.

HRM and its effect on employee, organizational and financial outcomes in health care organizations

This leads to the following three hypotheses: Methods Data Before discussing our data, it is important to shortly describe the structure of the Dutch health care sector. In general, the Dutch health care system can be described as a mix of public and private provider agents, mainly based on public funding [ 26 ].

This research focuses on organizations that provide long-term care. This includes organizations providing home care, somatic care and psychogeriatrica care and is mainly financed using public funds. Next to this, citizens also pay a relatively small private fee. A central explanation for the limited number of studies focusing on objective and multidimensional outcome data is that such data are difficult to collect. This benchmark was developed by ActiZ - an important Dutch employer association - in cooperation with PwC - for the period 2010 to 2015.

The benchmark measures and compares the performance of three different health care sectors home care, nursing care and care homes and contains employee data, client data and financial performance data.

We analyzed the data gathered from autumn 2010 to autumn 2011. In total, 162 organizations participated during this period. The data will be analyzed at the organizational level. Thus, data collected at the employee or client level will be aggregated.

Human Resource Management - Best Practices at Marriott International

Other variables, such as financial performance indicators, do not need to be aggregated, as they are only available at the organizational level. With respect to financial outcomes, we will consider the net margin. With respect to organizational outcomes, we will focus on client satisfaction, and absence due to sickness will be considered to capture HR outcomes.

The measurement of HR practices is discussed below. First, most financial performance data on health care organizations are publicly available and based on annual reports. This information is stored in databases available at http: We discussed this information with an accountant from PwC. Only the responses of employees with direct interactions with clients were used in our analysis job functions such as nursing, care, client-related domestic support and occupational therapydue to their relationship with the organizational outcome client satisfaction.

  • Rationale of the Study The particular research work has been chosen for knowing and analyzing the importance of motivation and reward systems on the employee of the company in performing the job;
  • This article has been cited by other articles in PMC;
  • Rationale of the Study The particular research work has been chosen for knowing and analyzing the importance of motivation and reward systems on the employee of the company in performing the job;
  • According to Hawley 2009 , the manager of the company has to effectively manage the workers for carrying out the tasks;
  • The hospitality industry holds different categories like resorts, pubs, restaurants, nightclubs, hotels and travel businesses.

This resulted in a database of 48,145 employees. Within this employee database, each question was answered by at least 90. This is consistent with Dutch averages for employees in home care, nursing care and care homes, which is predominantly a female profession [ 27 ]. As age is subdivided into categories in our study, we could only say something about the predominant age category.

The CQi employs a stratified sampling method, through which an independent agency surveys a representative client sample for each organization. Three groups are constructed: Home care clients are asked to complete a survey; somatic clients are interviewed using a survey as a guide.

For psychogeriatric clients suffering from cognitive issues such as dementiaan authorized representative completes a survey. To ensure the comparability of the employee data with the client and financial performance data, we only included organizations with information in all three databases. This resulted in a database with 85 organizations.

Measurement The dataset constructed as described above has the potential to increase our understanding of the relationship among HR practices, job satisfaction and outcomes. However, it also has limitations. The data are not gathered with academic objectives in mind; instead, its primary goal is to be practically useful for the organizations involved. This implies that items used in this study are only partly based on validated scales and existing theory.

To determine the reliability of the scales, we have computed reliability statistics where possible. HR practices The employee questionnaire contains five indicators that are often used in HRM and performance research: In the overview article by Harris et al. They stated that HR practices that should be adopted in HRM systems incorporate high performance work practices found to have had a positive effect on performance in other sectors the so-called best practices without derogating the specific health care context.

The first two indicators included by us are the most frequently used in research [ 12 ]. The other three also score relatively high on the list of the most common practices ranked 5, 10 and 11 [ 12 ]. No single agreed, or fixed, list of HR practices or systems of practices exists to measure HRM [ 3031 ].

Nevertheless, a certain consensus regarding the measurement of HRM has emerged in the academic literature on HRM and performance during the last decade. More than half of the articles published after 2000 made use of AMO Ability, Motivation and Opportunity theory [ 30 ].

The underlying idea is that employees will perform well if they have the requisite abilities, when they are motivated and when they obtain the opportunity to profile themselves [ 32 ]. These five HR practices are also regularly part of the measurement of HRM in health care studies [ 212434 ]. Training and development was measured using case studies on hrm for hotel staffing items.