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HRM in UK hotels: a focus on commitment

Peter J. McGunnigle (School of Hospitality & Food Manufacture, Thomas Danby College, Leeds, UK, and)
Stephanie M. Jameson (School of Tourism & Hospitality Management, Leeds Metropolitan University, Leeds, UK)

Employee Relations

ISSN: 0142-5455

Article publication date: 1 August 2000



Explores human resource management (HRM) and the established relationships between HRM, the management of “commitment cultures”, the recruitment and selection procedures, and the training and development practices considered necessary to develop employee commitment. The literature suggests that organizations adopting an HRM approach desire employee commitment, have in place sophisticated, objective recruitment and selection methods in order to achieve this, and have structured training and development systems to encourage commitment to the organization. Shows, however, that while there is a clear desire for commitment, little evidence is found of contemporary recruitment and selection methods commensurate with this aim. In contrast, there is strong evidence of relatively sophisticated training and development systems congruent with an HRM approach. Concludes that currently there is little to suggest a shift towards HRM in UK hotels



McGunnigle, P.J. and Jameson, S.M. (2000), "HRM in UK hotels: a focus on commitment", Employee Relations, Vol. 22 No. 4, pp. 403-422.




Copyright © 2000, MCB UP Limited

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