Sandra Watson

Developing graduate managers for hospitality and tourism

Development of managers is key to the future health of hospitality and tourism: sectors increasingly affected by trends in globalisation and pressures on competitiveness. Reporting on a round table event, driving forces affecting the development of the sectors are identified; major stakeholder views are offered and the ensuing discussion of graduate profiles was organised into three main scenarios: professional developers, portfolio strategists and pragmatic mavericks. The scenarios identify varying approaches for graduates, higher education institutions and employers. One outcome of the analysis is to note high levels of interdependency between these stakeholders in ensuring any desired outcomes and argues for long‐term, strategic co‐operation.

Line managers’ views on adopting human resource roles: the case of Hilton (UK) hotels

Purpose – The purpose of this paper is to explore different levels of line manager perspectives, namely strategic and first‐line on their role in human resource management (HRM) and human resource development (HRD), and to identify enablers of and barriers to devolving HR to line managers.Design/methodology/approach – Using a deductive approach, case study data was collected from 76 hotels, owned by Hilton UK, via self‐administered questionnaires to strategic and first‐line managers. Descriptive statistics were used to analyse the quantitative results, prior to significance tests being conducted in SPSS to identify differences in means based on managerial positions.Findings – A number of points of divergence in opinions are revealed, implying that there is potential for the case organisation to secure greater engagement of its first‐line managers in HR roles. Reducing the workloads and short‐term job pressures of these managers, together with capitalising on the good relations with the hotel HR specialist...

UNDERSTANDING HUMAN RESOURCE DEVELOPMENT: A research-based approach

This edited volume contains original chapters by some of the leading researchers and writers in HRD. It provides a definitive work on the design and conduct of research in HRD and identifies and examines the possibilities and limitations of particular methods and techniques. Emerging debates on the purpose, nature and practice and theoretical base of HRD are examined. Each chapter is structured with: * Statement of aims * Description of theoretical and empirical context^ * Identification and examination of methodological issues * Description and evaluation of research design * Critical analysis and evaluation * Key learning points

Where are we now? A review of management development issues in the hospitality and tourism sector: implications for talent management.

Purpose – This paper seeks to explore the range of research that has been published in the field of hospitality management development and discuss the implications of findings for the field of talent management.Design/methodology/approach – The paper provides a literature review into factors influencing and components of management development. It encompasses literature that addresses management learning, management development and career progression as these are seen to impact on talent management. Secondary research into articles published under the broad heading of “management development in the hospitality industry” in management, hospitality and tourism journals from 2000‐2007 was conducted. After this initial trawl the author themed these into categories to aid presentation and discussion of findings.Findings – There are four key areas which emerge from this review. First, there is research which focuses on factors which influence management development; second, there is a focus on hospitality manag...

Quality service in the international hotel sector: A catalyst for strategic human resource development?

This paper analyses the nature of, and relationship between, a quality service initiative and the concept of strategic human resource development. Hilton International is the case study used for this analysis. The principal finding is that the quality initiative is acting as a catalyst for a strategic approach to human resource development to emerge in the case organisation. However although many of the factors identified with the concept of strategic human resource development are evidenced, it is proposed that the standards set by academics in the field of human resource development may be too aspirational for the hotel sector.

Implementing cultural change through human resources: the elusive organization alchemy?

Examines approaches taken by two UK hotels for survival in the current complex environment in which greater competition, market changes and technological advances are affecting the manner in which the hospitality industry is operating. Examines strategies which have been implemented in an attempt to ensure long‐term success. Analyses the manner in which these organizations have undertaken the process of culture change in order to achieve and maintain a competitive advantage. Focuses on the role of human resource management within this process.

Exploring Perspectives on Human Resource Development: An Introduction

The problem and the solution. This issue overview presents a brief justification for adopting a multiperspectival approach to theory and practice in human resource development (HRD). It is argued that such an approach has the potential to add theoretical depth and breadth to HRD discourse as well as contributing to reflective HRD practice.The contributions are then briefly introduced.

Yield management: a human activity system

Yield management is a process based on forecasting, strategy and people. Most research has converged on the forecasting and strategy elements, neglecting the people element of yield management. Argues that the people element is the cornerstone of successful yield management practices and suggests a matrix framework for an organizational, team and individual approach to yield management based on commitment, focus and boundaries. Explains yield management as a human activity system, therefore adopting a systems theory framework in analysis.

Metaperspectives and HRD : lessons for research and practice

The problem and the solution. Reviewing the contributions, four metaperspectives on HRD are proposed: language, community/ societal, system, and psychological. Each suggests a particular conception of HRD and some implications of each metaperspective for theory and practice are presented.Academics and practitioners are challenged to incorporate multiperspectival views into theory,method, and practice.

Spanning the HRD Academic-Practitioner Divide -- Bridging the Gap Through Mode 2 Research

In HRD, the relationship between theory (usually produced by academics) and practice (the domain, normally of practitioners), has been seen in dichotomous terms of theory versus practice, referred to in various ways such as: the research-practice gap; the implementation gap; the research-practice divide; and the theory-practice void. This gap is also typified by Mode 1 research, an approach which adopts the principles of ‘normal science’ and which generates results, the main beneficiaries of which are the academic community. Practitioners, however, need research that has a practical focus and which can be applied immediately. This article examines the nature of Mode 2 research, where knowledge is generated in the context of multi-stakeholder teams (academics and practitioners) that transcend the boundaries of traditional disciplines, working on problems to be found in working life. It is an approach that requires both academic rigour and practical relevance. The article presents and critically evaluates a number of examples of academic-practitioner partnerships in action in order to highlight both the potential and the challenges for the development of Mode 2 research. It also recommends strategies for the advancement of Mode 2 research, including getting academics to attune themselves more closely with the needs of practitioners, encouraging academics to write for practitioner journals, and the use of the kinds of research methodologies that can generate richer stories and cases that resonate with practitioner interests.