Liz Doherty

Work‐life balance initiatives: implications for women

This article uses evidence from a piece of action research conducted in the UK hospitality industry to explore the effectiveness of work‐life balance initiatives in helping women progress to senior management. It explores the main barriers to womens progression and highlights the long hours associated with managerial roles as a major problem. The article shows that the business case which underpins diversity management and a voluntary approach to work‐life balance may only deliver positive benefits to women when the labour market is tight, and, even then, the benefits for women in management are far from demonstrated. A stronger equal opportunities approach is also shown to be problematic as it draws attention to womens “difference” to men and their need for special treatment. Given the contingent nature of the business case, it is argued that a strong floor of rights is still needed to protect the most vulnerable employees, especially in an industry where trade unions have virtually no “voice”. It is further argued that more work needs to be done with male managers in order to humanise the workplace for men and women who wish to lead rounded lives.

Diversity management in practice

Presents the findings of a research project which analysed diversity management approaches, and in particular the ethnic minority policies of international hotel chains operating in San Francisco. The primary research was based on the work of Kandola and Fullerton (1994) and included questionnaires and interviews with seven human resource directors. The study did not intend to create a representative sample or to explore diversity management practices in general. It concentrated on gathering in‐depth data on hotels which were expected to have the most advanced policies and practices in the area of diversity management and equal opportunities. Most of the sample hotels implemented a “reactive diversification strategy” which tolerates, but does not expressly value, the diversity of a workforce. Therefore, many of the sample hotels could be categorised as plural organisations which focus on affirmative action programmes required by law and equal opportunity training. To achieve some of the benefits of diversity promoted by supporters of diversity management, the hotels would have to change from plural to multicultural organisations which foster and value cultural differences.

Action research to develop work‐life balance in a UK university

Purpose – This paper aims to show the extent to which an action research approach, which incorporates learning from previous studies and interventions, can be used to progress work‐life balance (WLB) policies and practices in a university context.Design/methodology/approach – The paper builds on the now considerable knowledge relating to the theory and practice of WLB. It adopts an action research/change management approach as part of a project partly funded by the Department for Trade and Industry partnership scheme. Specific methods utilised include a fundamental review of organisational policy using an evaluative matrix and an analysis of the outcomes of four workshops with 51 line managers.Findings – The findings show considerable differences between the experiences of administrative, professional, technical and clerical (APT&C) staff and academics. In particular, APT&C staff seek a greater sense of “entitlement” and more trust and autonomy, whereas academic staff seek a more manageable work load. By ...

Approaches to HRM in the Barbados hotel industry

Purpose – The purpose of this paper is to measure the extent of the adoption of human resource management (HRM), the existence of a formal HR strategy, and the development of the HR function in the Barbados hotel industry compared with Hoques sample of hotels in the UK.Design/methodology/approach – A quantitative survey, covering 46 hotels out of a population of 75 hotels was conducted with the respondents being the hotels management: a general manager, HR manager or line manager.Findings – It was found that the adoption of human resource (HR) practices was more prevalent in Barbados hotels than in the UK sample. With respect to the existence of a formal HR strategy, the results were mixed. The results also show that in many respects the Barbados hotels are ahead of their UK counterparts in the development of the HR function.Research limitations/implications – The research focused on a small sample in a developing country. In addition, responses were obtained from top management rather than all levels o...

Women's employment in Italian and UK hotels

This article uses secondary and primary data to compare and contrast the experience of women in the Italian and UK labour markets. It explores differences in national social policies and the impact of these on employment practices in the hotel industry in each country. It demonstrates that although Italy has a stronger legal framework to support women, their job opportunities are limited and the favourable maternity rights, in particular, appear to be disadvantaging women. By comparison, it shows how fast economic transformation has increased opportunities for women in the UK, but that these tend to be in numerically flexible jobs which are vulnerable to economic fluctuation. The article moves on to evaluate each Governments approach to implementing the European Directive on Parental Leave, and concludes that EU attempts at convergence through legislation are unlikely to be effective as different countries will interpret and implement the legislation in very different ways.

The experience of work life balance for Irish senior managers

Purpose – The purpose of this paper is to explore the experience of work‐life balance amongst senior managers, with particular emphasis on the cause of imbalances. The research is set in a call centre in Ireland at a time when the economy was moving from growth to recession.Design/methodology/approach – A single case study approach is taken. Semi‐structured interviews were conducted with all eight members of senior management in Ireland and with five members of senior management based in five sites across Europe. In addition, company documentation was used.Findings – The overall findings of this study point towards the effect the economy has on the promotion and adoption of work‐life balance initiatives. The findings also show that it is not possible to measure work‐life balance in an absolute way, because personal circumstances influence the way this is perceived. Whilst managers with caring responsibilities have obvious work‐life conflicts, the findings show that some childless managers do also, but can...

A qualitative study of HRM and performance in the Barbados hotel industry.

ABSTRACT This study explores and measures the effect of human resource management (HRM) and performance in the hotel industry in Barbados. HRM and performance have been the subject of much debate worldwide, especially in the large Anglophone countries. This research seeks to replicate Hoques (1999b) study of HRM and performance in the UK hotel industry. The qualitative survey covered 16 hotels out of a population of 75 hotels in Barbados. Respondents in this research were hotel managers, being either a general manager, human resource (HR) manager or line manager, who gave their perceptions. Similar to Hoque, the impact of internal and external fit and the universal relevance of HRM were tested. It was found that there was mixed support for internal fit, external fit, and universal relevance in the Barbados hotel industry. All the hotels perceived themselves as performing well. Strong evidence of elements of industrial relations and personnel management (IR/PM) and HRM were also found. However, one can conclude that best practice works in Barbados rather than best fit.

Making and measuring “good” HR practice in an SME: the case of a Yorkshire bakery

Purpose – The purpose of this paper is to understand how “good” HR practice is characterised in SMEs and what the drivers are for adopting this good practice. The paper also explores methods for measuring the impact of HR practice which are helpful and realistic in the context of an SME. Design/methodology/approach – The research was carried out in one SME, a bakery based in South Yorkshire. It was an action research project which utilised semi-structured interviews, participant observation on the factory floor and analysis of company documentation in the diagnosis phase. In addition, reflections on action interventions have informed the findings, together with post-project, semi-structured interviews with key actors three years after the completion of the project. Findings – The drivers of good HR practice were found to be size, market position, external “coercive networks”, presenting issues, the ideology of the managing director and the energy of an HR champion. The findings demonstrate that the impact...

The Appraisal Process: Beneath the Surface

Abstract Based on empirical evidence this paper explores a large, service-driven, foreign-owned hotel companys intended approach to appraisal and the actual implementation of its appraisal system on a unit/operational level. The company has adopted many of the practices associated with HRM, including an appraisal process which follows the “textbook” prescriptions for a good scheme. However, the paper shows that when looking below the surface, the behaviour of the individuals involved in the process is so inconsistent that many of the potential advantages of appraisal schemes are unlikely to be realised. It might be that the hotel industry (even if focusing on an international company) can only manage a veneer of sophisticated practice and is not prepared to invest enough in training and support of its line managers to really deliver HRM. Alternatively, this may be a more general problem and that whenever we look below the surface, inconsistent practice will be found. It could be concluded that the “ideal type” (Storey, 1992) of HRM is rarely found in the real world.