TY  - JOUR
AB  - 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
VL  - 22
IS  - 4
SN  - 0142-5455
DO  - 10.1108/01425450010340380
UR  - https://doi.org/10.1108/01425450010340380
AU  - McGunnigle Peter J.
AU  - Jameson Stephanie M.
PY  - 2000
Y1  - 2000/01/01
TI  - HRM in UK hotels: a focus on commitment
T2  - Employee Relations
PB  - MCB UP Ltd
SP  - 403
EP  - 422
Y2  - 2024/04/19
ER  -