Human resource management for tourism, hospitality and leisure : an International perspective / Tom Baum.

Enhanced descriptions from Syndetics:

Human Resource Management for the Tourism, Hospitality and Leisure Industries uses a strategic and issues-driven approach to present a reflective analysis of how human resource evolves in the context of international tourism, hospitality and leisure. Drawing on wide-ranging, international academic and application sources to illustrate the debates and vital issues that exist within people management in this sector, this book is designed to develop students� critical understanding of why things operate in the manner that they do and how the international context creates diversity in the application of management principles. In addition, this process of reflecting on human resource issues will allow students to arrive at ideas and solutions that will assist them in the workplace.

Table of contents provided by Syndetics

• Preface (p. ix)
• 1 People in international tourism, hospitality and leisure: an introduction (p. 1)
• Chapter objectives (p. 1)
• The context of tourism, hospitality and leisure (p. 1)
• Defining tourism, hospitality and leisure (p. 20)
• People in tourism, hospitality and leisure - who are they? (p. 23)
• Managing people, managing human resources (p. 24)
• 2 The development of tourism, hospitality and leisure and the nature of employment (p. 29)
• Chapter objectives (p. 29)
• The notion of leisure (p. 29)
• The development of tourism, hospitality and leisure - from elite to mass participation (p. 32)
• International tourism, hospitality and leisure - the development of work and employment (p. 41)
• Changing patterns of work in tourism, hospitality and leisure (p. 45)
• 3 Tourism, hospitality and leisure labour markets (p. 54)
• Chapter objectives (p. 54)
• What are tourism, hospitality and leisure labour markets? (p. 54)
• What is the value of understanding labour markets? (p. 57)
• Global labour markets (p. 58)
• Tourism, hospitality and leisure labour markets (p. 61)
• Flexibility in the tourism, hospitality and leisure workplace (p. 65)
• De-skilling and the tourism, hospitality and leisure workplace (p. 73)
• Returning to the macro environment (p. 75)
• 4 Tourism, hospitality and leisure: a service focus and the role of people (p. 81)
• Chapter objectives (p. 81)
• Service quality and the tourism, hospitality and leisure environment (p. 81)
• Characteristics of service (p. 84)
• Human resource implications of a service quality focus (p. 86)
• Front-line staff (p. 87)
• Responsive management (p. 94)
• Organizational citizenship - taking empowerment further (p. 101)
• Measuring success by customer satisfaction levels (p. 104)
• Vulnerability to union pressure (p. 105)
• Business structure in tourism, hospitality and leisure (p. 106)
• 5 A dark side to the coin? (p. 110)
• Chapter objectives (p. 110)
• Introduction (p. 110)
• Remuneration for work (p. 117)
• Conditions in the tourism, hospitality and leisure workplace (p. 124)
• Workplace relations in tourism, hospitality and leisure (p. 129)
• The status of work in tourism, hospitality and leisure (p. 131)
• A low skills sector? (p. 133)
• Professionalism and managerial functions in tourism, hospitality and leisure (p. 136)
• The image of work in tourism, hospitality and leisure (p. 139)
• Biting the hand that feeds you - employee misbehaviour in tourism, hospitality and leisure (p. 142)
• Looking to the future of work in tourism, hospitality and leisure (p. 145)
• 6 Cultural diversity in tourism, hospitality and leisure (p. 149)
• Chapter objectives (p. 149)
• Introduction (p. 149)
• A multicultural marketplace (p. 151)
• A multicultural workforce (p. 155)
• The contribution of theory to an understanding of cultural diversity (p. 164)
• Management in a multicultural environment (p. 170)
• 7 The social composition of employment in tourism, hospitality and leisure: diversity beyond culture (p. 182)
• Chapter objectives (p. 182)
• Introduction (p. 182)
• Gender (p. 184)
• Ability and disability (p. 189)
• Age (p. 191)
• Social inclusion (p. 196)
• Motivation and choice (p. 199)
• 8 Education, training and development (p. 202)
• Chapter objectives (p. 202)
• Introduction (p. 202)
• Education and training - the concepts (p. 204)
• Training is for skills and education is for life? (p. 206)
• The context of development (p. 214)
• Education, training and development and the tourism, hospitality and leisure labour market (p. 219)
• Models of education, training and development for tourism, hospitality and leisure (p. 222)
• Management education, training and development (p. 231)
• Learning - a lifelong experience (p. 235)
• 9 Planning to meet the human resource needs of the international tourism, hospitality and leisure industry (p. 240)
• Chapter objectives (p. 240)
• Introduction (p. 240)
• Human resource planning at the level of the business unit (p. 244)
• Human resource planning in the corporate context (p. 251)
• Human resource planning at the community, regional, national and transnational level (p. 254)
• The Republic of Ireland: a case environment (p. 263)
• The Republic of Ireland: fine-tuning the employment implications of growth in tourism, hospitality and leisure (p. 266)
• Transnational perspectives (p. 269)
• 10 Sustainability and the future of work and employment in tourism, hospitality and leisure (p. 272)
• Chapter objectives (p. 272)
• The changing role of people (p. 272)
• The nature of work in tourism, hospitality and leisure (p. 273)
• The impact of globalization on work and employment (p. 274)
• The de-skilling of tourism, hospitality and leisure work (p. 276)
• Technology - are people necessary? (p. 277)
• Employment matters as drivers of change (p. 277)
• New models for careers (p. 278)
• Predicting the future? (p. 281)
• Sustainability in contemporary tourism, leisure and hospitality and the role of people (p. 282)
• Sustainable human resource management in tourism, hospitality and leisure - a broader perspective (p. 294)
• A moral dimension (p. 294)
• Community responsibility (p. 296)
• The value of intrinsic motivation in the workplace (p. 298)
• Belief in the individual (p. 300)
• A long-term perspective on the management of people (p. 303)
• McDonaldization and sustainability (p. 305)
• Sustainability and social responsibility (p. 307)
• References (p. 311)
• Index (p. 321)

Author notes provided by Syndetics