Human resource management and performance in the Barbados hotel industry |
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| Authors: | Philmore Alleyne Liz Doherty Dion Greenidge |
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| Institution: | aDepartment of Management Studies, University of the West Indies, Cave Hill Campus, Barbados, WI;bBusiness School, Oxford Brookes University, Wheatley Campus, Oxford, OX33, 1HX, UK;cDepartment of Management Studies, University of the West Indies, Cave Hill Campus, Barbados, WI |
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| Abstract: | This article measures the effect of human resource management (HRM) on performance in the hotel industry in Barbados. It used a quantitative survey covering 46 hotels out of a population of 75 hotels. The respondents were hotel's management, being either a general manager, human resource (HR) manager or line manager. Similar to Hoque's study of UK hotels, the impact of internal and external fit and the universal relevance of HRM were tested. The findings showed no major support for external fit, universal relevance and internal fit in the Barbados hotel industry. All the hotels perceived themselves as performing well, given the focus on quality and targeting high spending tourists. A quest for high service pushes the industry more towards best-practice ‘HRM’ rather than best fit. |
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| Keywords: | Human resource management Performance Hotel industry Internal fit External fit Universal relevance Barbados |
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