The main conclusion that can be taken away from this is that there is a good level
of investment in HRM in Barbados and that managers themselves judge that their
hotels are performing well in terms of both HR and performance outcomes.
However, the findings do not demonstrate a clear causal link either between
investment in HRM or the application of internal fit with improved performance in
any specific business environment. One explanation for no major support for the
hypotheses tested in this study could be due to the small sample size. Another
explanation for this is that the hotel industry in Barbados is more homogeneous than
it is in the UK. That is to say, it targets a high spending tourist—from the very top of
the market, which provides 5 diamond (i.e. beyond 5 star rating) hotel
accommodation for the opulent and famous through to the more modest package
hotel accommodation, which, nevertheless, represents a once in a lifetime vacation.
In this context, the tourism organizations, the Barbados Tourism Authority and the
BHTA have pushed for service quality as a key focus across the industry. It could be
argued that the concept of a ‘cost-reducer’ strategy is not absolute, but that it is
relative and interpreted in different ways in different contexts—thus a ‘cost-reducer’
hotel in Barbados is a very different business proposition than a ‘cost-reducer’ in the
UK. The pressure for a high general standard of service in Barbados sits well with
the trade unions’ interest in providing a good level of HR practice for all their
members. Thus, these two pressures push the industry in Barbados more towards
‘best-practice’ HRM rather than ‘best fit’, and, further, this includes elements of
good industrial relations. It appears that this is serving the industry well and leading
to managerial perceptions of above average performance across the board as well as
providing a good standard of employment.
The main conclusion that can be taken away from this is that there is a good level
of investment in HRM in Barbados and that managers themselves judge that their
hotels are performing well in terms of both HR and performance outcomes.
However, the findings do not demonstrate a clear causal link either between
investment in HRM or the application of internal fit with improved performance in
any specific business environment. One explanation for no major support for the
hypotheses tested in this study could be due to the small sample size. Another
explanation for this is that the hotel industry in Barbados is more homogeneous than
it is in the UK. That is to say, it targets a high spending tourist—from the very top of
the market, which provides 5 diamond (i.e. beyond 5 star rating) hotel
accommodation for the opulent and famous through to the more modest package
hotel accommodation, which, nevertheless, represents a once in a lifetime vacation.
In this context, the tourism organizations, the Barbados Tourism Authority and the
BHTA have pushed for service quality as a key focus across the industry. It could be
argued that the concept of a ‘cost-reducer’ strategy is not absolute, but that it is
relative and interpreted in different ways in different contexts—thus a ‘cost-reducer’
hotel in Barbados is a very different business proposition than a ‘cost-reducer’ in the
UK. The pressure for a high general standard of service in Barbados sits well with
the trade unions’ interest in providing a good level of HR practice for all their
members. Thus, these two pressures push the industry in Barbados more towards
‘best-practice’ HRM rather than ‘best fit’, and, further, this includes elements of
good industrial relations. It appears that this is serving the industry well and leading
to managerial perceptions of above average performance across the board as well as
providing a good standard of employment.
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