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Attracting and retaining quality human resources for Niagara's hospitality industry

Attracting and retaining quality human resources for Niagara's hospitality industry 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Contemporary Hospitality Management Emerald Publishing

Attracting and retaining quality human resources for Niagara's hospitality industry

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References (10)

Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0959-6119
DOI
10.1108/09596110810866109
Publisher site
See Article on Publisher Site

Abstract

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.

Journal

International Journal of Contemporary Hospitality ManagementEmerald Publishing

Published: Apr 18, 2008

Keywords: Hospitality management; Human resource management; Consumer behaviour; Employee relations; Canada

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