Approaches to HRM in the Barbados hotel industry

Abstract

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 Hoque's 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 hotel's 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 of staff.

Practical implications

The findings about HR practices were based on management assertions. There is need for a follow‐up with more tangible evidence.

Originality/value

The paper highlights the importance of HR practices in a developing country. These findings were unexpected, given that the UK is a mature western economy, where Barbados is classified as a developing country. They may be explained by the better‐developed formal systems for the management of employment relations at an industry‐level in Barbados.

Citation

Alleyne, P., Doherty, L. and Greenidge, D. (2006), "Approaches to HRM in the Barbados hotel industry", International Journal of Contemporary Hospitality Management, Vol. 18 No. 2, pp. 94-109. https://doi.org/10.1108/09596110610646655