Access the full text.
Sign up today, get an introductory month for just $19.
A. Martin, Deirdre Mactaggart, J. Bowden (2006)
The barriers to the recruitment and retention of supervisors/managers in the Scottish tourism industryInternational Journal of Contemporary Hospitality Management, 18
Pei-Chun Lai, T. Baum (2005)
Just-in-time labour in the hospitality sector?Employee Relations, 27
S. Raub, E. Streit (2006)
Realistic recruitment: An empirical study of the cruise industryInternational Journal of Contemporary Hospitality Management, 18
Building a workplace of choice
L. Jolliffe, R. Farnsworth (2003)
Seasonality in tourism employment: human resource challengesInternational Journal of Contemporary Hospitality Management, 15
E. Martin (2004)
Who's kicking whom? Employees' orientations to work.International Journal of Contemporary Hospitality Management, 16
H. Earle (2003)
Building a workplace of choice: Using the work environment to attract and retain top talentJournal of Facilities Management, 2
C. Lockyer, D. Scholarios (2004)
Selecting hotel staff: why best practice doesn't always workInternational Journal of Contemporary Hospitality Management, 16
H. Magd (2003)
Management attitudes and perceptions of older employees in hospitality managementInternational Journal of Contemporary Hospitality Management, 15
Michael Raybould, H. Wilkins (2005)
Over qualified and under experienced: Turning graduates into hospitality managersInternational Journal of Contemporary Hospitality Management, 17
Purpose – The purpose of this paper is to identify the best approaches management should embrace to successfully attract and retain high quality human resource talent within the Niagara region's hospitality industry. Design/methodology/approach – A selected cross‐section of relevant and recent publications are reviewed. The key findings from a mini survey involving 14 senior hospitality managers in the Niagara region are shared. Findings – This paper suggests that the hospitality managers should: understand the basics related to good human resource management practices; know the “fair market value” for each position; foster relationships with colleges and universities to tap into student labor; encourage mature workers to apply for part‐time work; and cultivate a good relationship with seasonal employees and educate them on the rewards of a career within the hospitality industry. Through the industry survey, it was discovered that hospitality managers within the Niagara region are already executing some of these strategies. However, it was concluded that a stronger working relationship with the seasonal employees is required in the region. Originality/value – Two academics with hotel general manager experience in five countries join hands with the president for three four‐diamond hotels to write this paper. Given the background of the authors, it is expected that the viewpoints would be welcomed by hospitality managers.
International Journal of Contemporary Hospitality Management – Emerald Publishing
Published: Apr 18, 2008
Keywords: Hospitality management; Human resource management; Consumer behaviour; Employee relations; Canada
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.