For the purposes of the research, the South West refers to the counties of Cornwall, Devon, Somerset, Gloucester shire, Wiltshire and Bristol. Tourism related industries provide significant employment and income for the South West and the region has an above average population of hotels. At the time of the research, the region represented 9% of total UK employment in the hotel sector (Office for National Statistics, 2002). Moreover, the regional hotel sector is diverse in its composition, ranging from the small, highly seasonal guest houses in the far South West (Cornwall & Devon) to large urban hotels serving both the tourism and business markets (e.g. in Bristol & Bath) and, as such, provided scope to explore a broad mix of both product and labour markets. In particular, the study sought to investigate the pervasiveness of the “black hole” model of employee relations, whether there was evidence of more “progressive” forms of HRM in certain sections of the industry and to explore the factors that might shape approaches to HRM, such as size and location of hotel establishment. On the basis of the assumption that management practice is largely dictated by local labour and product market, mediated by size of establishment, then significant diversity of practice should have been revealed within this varied population of hotels. Data were collected using a cross-sectional questionnaire survey of the HR policies and practices among 137 hotels and a number of follow-up interviews with managers with responsibility for HR issues in a sample of larger hotel establishments in the region.
For the purposes of the research, the South West refers to the counties of Cornwall, Devon, Somerset, Gloucester shire, Wiltshire and Bristol. Tourism related industries provide significant employment and income for the South West and the region has an above average population of hotels. At the time of the research, the region represented 9% of total UK employment in the hotel sector (Office for National Statistics, 2002). Moreover, the regional hotel sector is diverse in its composition, ranging from the small, highly seasonal guest houses in the far South West (Cornwall & Devon) to large urban hotels serving both the tourism and business markets (e.g. in Bristol & Bath) and, as such, provided scope to explore a broad mix of both product and labour markets. In particular, the study sought to investigate the pervasiveness of the “black hole” model of employee relations, whether there was evidence of more “progressive” forms of HRM in certain sections of the industry and to explore the factors that might shape approaches to HRM, such as size and location of hotel establishment. On the basis of the assumption that management practice is largely dictated by local labour and product market, mediated by size of establishment, then significant diversity of practice should have been revealed within this varied population of hotels. Data were collected using a cross-sectional questionnaire survey of the HR policies and practices among 137 hotels and a number of follow-up interviews with managers with responsibility for HR issues in a sample of larger hotel establishments in the region.
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