Employee Relations: An International Journal

Riley, Michael

1993 Employee Relations: An International Journal

doi: 10.1108/01425459310031778

Describes the labour economics of the hotel and catering industry,which produce two characteristics individual contracts and lowunionization. Draws parallels between the free market behaviour of thistraditional industry and the general direction of change in the industryas a whole. Suggests that greater insecurity, a heightened sense ofimmediacy in tasks, and more unsocial hours may lead to a propensity formobility and a lack of organizational commitment behaviour whichis familiar in the hotel and catering industry.

Price, Liz

1993 Employee Relations: An International Journal

doi: 10.1108/01425459310031787

Individual employment law has the dual aim of stimulating goodpersonnel practice and of providing minimum protection for vulnerableemployees, such as those found in the hotel and catering industry.Findings from a survey of high quality hotels andrestaurants show that large establishments have developed a veneer offormality in some areas of personnel management, but that the detailwithin policies and procedures rarely conforms to all the requirementsset down in legislation and codes of practice. Finds that, in smallestablishments, practices are informal and often fail to meet basiclegal requirements. As for individual protection, the large majority ofparttimers qualify for the equivalent of fulltime rights, but casualworkers, who supply a substantial proportion of labour needs in theindustry, have no protection at all. Makes a strong case for extendingemployment rights to casuals and indicates that such a development wouldnot reduce their employment opportunities, nor would it cause particularconcern for employers.

AdamSmith, Derek; Goss, David

1993 Employee Relations: An International Journal

doi: 10.1108/01425459310031804

Addresses the workplace issues posed by HIVAIDS within the hoteland catering industry. In particular, examines the theoretical riskswhich may be peculiar to organizations in this industrial sector.Suggests that the objective risk assessment provided byexperts is not necessarily accepted nor understood by allemployees. Develops a model of risk assessment which takes account ofperceived risk, reflecting subjective and organizationalinfluences to provide an adequate understanding of likely employeeresponses. Uses the model to interpret data from a small survey of hoteland catering management trainees and uses the results to point to areasof further research and to matters which merit further discussion byhotel and catering employers.

Lucas, Rosemary E.

1993 Employee Relations: An International Journal

doi: 10.1108/01425459310031769

In the context of a gradually ageing labour force and skillsshortages, discrimination against older workers has recently become anissue of public policy concern. Ageism is arguably more pervasive in thehospitality industry than elsewhere a recent followup study confirmsthat hospitality organizations continue to rely heavily on youngerworkers and show little disposition to capitalize on the acknowledgedbenefits which older workers can offer. Consequently, theseorganizations do not appear to be well placed to manage futuredevelopments in the labour market, particularly in relation to obtainingmanagers.

Wynne, Jenny

1993 Employee Relations: An International Journal

doi: 10.1108/01425459310031813

Discusses the main approaches to power and power relationships anduses this discussion as the basis for analysing how power relationshipsevolve between employees at the lower level of an organizationalhierarchy traditionally perceived as the least powerful and customersof a service organization. Derives analysis from data collected during aperiod of observation on a luxury hotel in a major city inEngland. Finally, evaluates current approaches toempowerment in the hotel and catering industry within thecontext of the preceding sections and argues that many of thestrategies for empowering employees are misdirected, since they have amistaken and simplistic conception of the nature of empowerment.

Clark, Mona

1993 Employee Relations: An International Journal

doi: 10.1108/01425459310031822

Describes the outcome of a pilot study in which a number of hotelmanagers were interviewed at length in order to ascertain theirunderstanding of communications and social skills. Theobjective was to investigate how these skills might be taughteffectively by educators through the medium of tailormade courseswithin colleges and universities. Analyses managers perceptions inorder to investigate the possibilities of producingcustomerled courses, the customer in this respect beingthe employers and then discusses these perceptions in terms of theirconsequences for educators.

Aslan, Arsne H.; Wood, Roy C.

1993 Employee Relations: An International Journal

doi: 10.1108/01425459310031831

Given the principal characteristics of hotel and catering industryemployment low pay, low job security, high labour turnover,often arbitrary management it is a matter of some interest thatthe industry is unionized to only a limited extent. Offers a briefsummary of the principal reasons advanced for explaining lowunionization in the industry before proceeding to focus on the attitudesof hotel managers towards these explanations. Reports research based oninterviews with managers in Scotland, during which individuals wereasked to respond to a range of points with a view to ascertaining thecontinuing relevance or otherwise of the findings of previous research.Principal findings are that a tension exists between a general, ifreluctant, acceptance of the need, by managers, for union representationin the industry and a belief in their own managerial efficacy whichmakes unions irrelevant to their particular circumstances.

Dieke, Peter U.C.

1993 Employee Relations: An International Journal

doi: 10.1108/01425459310031868

Provides a policy basis for increasing tourism employmentadvantages for The Gambia. Emphasizes the need for cooperation betweenthe Government of The Gambia and overseas private tourism entrepreneursin the context of training programmes. The Government needs to providethe right atmosphere for development action, and foreign investors needto put at the disposal of The Gambia their extensive market connections,established reputations, and recognized expertise, to ensure thattraining does take place.