Employment Relations in the Hospitality

Employment Relations in the Hospitality and Tourism Industries

Rosemary E. Lucas 2003.- Employment Relations in the Hospitality and Tourism Industries. New York. Routledge.

As the world becomes more "flat" with globalization, the role of the Human Resources manager will be changing significantly, as well. This is especially true in the field of hospitality which, by its nature, is internationally based. This book, Employment Relations in the Hospitality and Tourism Industries, reviews the concepts and roles required for employment relations from an international perspective across Europe and into the Asia Pacific for the field of hospitality.

Lucas' main message is that hospitality employment; regulations; social, legal and political factors; cultural aspects; and trade unions vary considerably upon country, which she calls 'vulnerable' employment' (5), and thus "Knowledge boundaries need extending to convey a view of employment relations that is not western-centric and drawn from 'Anglo' countries."

Communication is another important element. It is necessary for managers to better understand why they and their employees do not necessarily share "commonly held assumptions of 'good' employment relations. We also need to determine how far the employment relationship, rather than the personal values of employees, affects the state of the psychological contract" (10).

Customers are also an essential aspects of the employment relations equation. They are drawn into managerial control strategies in a number of ways, such as pay and reward systems that are based on tips and customer appraisal. Customer-service work can be very satisfying, but unpredictable customers can both impede managerial strategies and enhance employee stress.

Hospitality and tourism employment is growing in importance across the globe. Although the number of larger establishments is growing, most places of employment are small, independent enterprises. A great deal of the work is unpaid or low-paid, with a heavy reliance on females and young labor and, in some countries, migrants. Most work is regarded as semi-skilled or unskilled, with some deskilling. Training is often basic, with firms tending to buy in skills from the labor market. A large number of workers communicate directly with customers, while others have a more indirect customer relationship.

Part-time and nontraditional employment is commonplace, and may be increasing among the different nations' interest in creating more flexible labor markets. Mobility is high, which leads to high labor turnover rates. Recruitment and retention is particularly problematic, particularly for managers where a lack of professionalism may impede business success in developing and transitional economies.