By: Norma D’ Annunzio-Green, Gillian A Maxwell and Sandra Watson Continuum,  (2002) New York, USA  ISBN: 0-8264-5765-7

Reviewed by: Syed Ahmad Rizwan

 

The dynamics and complexity of human resource is- sues make it extremely complex for an author to deal the issues within the boundaries of a book. The inter- national perspective make the task all the most ardu- ous and challenging.

 

Human Resource Management: International Per- spective in Hospitality and Tourism brings together issues in global hospitality and tourism supported by contemporary management principles.Title provides international insights on the topic with authors drawn from Australia, New Zealand, Europe and USA. This edited book consisting of three parts and seventeen chapters, each dealing with an internal issue of con- cern.

The book opens with a chapter by the editors which prepares the author’s background of the book and also prepares the reader for the further chapters is- sues preoccupying International tourism and hospi- tality organization’s. The discussion in the chapters enlighten readers on the often confused terms of stra- tegic HRM and international HRM. The presentation provides whiff of noveau thinking to the author.

 

Part one deals with the intricacies involved in Em- ployee Resourcing. Chapter two analyses the recruit- ment and selection issues and strategies. The text has been dealt in a comprehensive manner so as to pro- vide certain issues and matching strategies for pro- curing and hiring potential employees and also not letting the high quality employees wander. The case study attached further clears the queries in the minds of the readers, if any.

 

Chapter three Barrie Humphrey and Kathy Elvin dis- cusses the systematic approach to recruitment and selection in an international hospitality business. An Australian hotel serves as a case study. Lot of empha- sis have been laid upon the proactive approach and a more targeted approach in the areas of recruitment and selection to maximize effectiveness.

 

Chapter four by bring into light the grave issue of la- bour turnover which in its extreme can ruin the in- dustry. The economic, sociological and psychological

 

treatment of the existing theories has been excellently handled. This no longer remains a theoretical chapter as cause effect relation has been analysed and prob- able solutions have been suggested. the case study at- tached cite example of how to maximize employee’s performance and develop staff along with gaining their loyalty.

 

Information Technology has not been ignored and is well attempted by J. Kandam Puley and Ria Duddy. The authors asserts through examples that at no stage can technology replace humans but will always act as an aid. The case study of Hilton at Brisbane is one of the well knitted one.

 

Chapter six analyze the competencies and skills needed by managers to operate effectively. The cross-cultural employer-employee relationship is effectively stated with focus on Russia. This chapter closes Part I.

 

‘Employee Development’ constitute Part II . The fo- cus here shifts to quality service development through HR. To smoothen the process of quality service ongo- ing training has been recognized to be of immense help which is the basis of chapter eight by Conrad Lashley has ascertained this fact. Author states that training has to be viewed as an investment not as a expenditure. The case study here cites example from a restaurant. at uses fast food chain MacDonald chain as a case study. Chapter Nine talks of Multi Site man- agement: HRM Implications in the same pretext. The contribution of middle management is recognized. It introduces the conceptual framework of multi site managers.

 

Performance management is a key responsibility of HR managers, point well raised by Bruce Millet in chapter ten. How performance management can be a tool is well explained by study of Australian Marriot. Chapter eleven recognizes the fact that hospitality training is equally important especially to areas which have resource crunch and belong to developing na- tions. Part II closes with this concept.

‘Employee Relations’ forms the concluding part of the book as Part III . Chapter twelve provides a re- view of research on organizational commitment. Debra F Cannon presents a hypothetical case study.

 

Much ignored issues of ethics in HRM has been de- veloped to taste in chapter thirteen by discussing OHS (Occupational Health and safety) in hotels and fast food sectors. This gains it importance from the fact as the human resource suffers from low wages, poor working conditions and seasonal aspects of jobs.

 

Chapter fourteen by Nils Timo and Michael Davidson discusses employee relation. The study questions the oft repeated yet important questions on cost minimi- zation on flexible form of labour and standardization on cost of minimum investment in terms of labour and training. Study concludes with emphasis on the same.

 

Conrad Lashley desire and demand a feeling of em- powerment in chapter fifteen. Author argues and con- soles that if motivation is used as a tool empowerment of every individual organization can be thought of.

 

Multicultural corporations not only comprise cross- cultural customers but should also compose multi- cultural workforce. This will help in better commu- nication and interpretation, and minimal space for communication and cultural gaps. The issue of diver- sity has been theoretically defined in chapter sixteen by Conmie Mok. The chapter is suggestive of ideas to manage diversity.

 

The psyche and psychological relation of the service provider and customer brings an emotional element in the read in Chapter seventeen. The study recognizes means and ways to achieve quality service encoun- ters.

 

No doubt the book because of an international per- spective and a well drawn case study from all over the world is a welcome read. The book unlike other ed- ited books does not suffer from jumbled or misman- aged chapters. Each chapter is sequentially placed and will definitely help in knowledge management. The foreword by Tom Baum is an asset. The case study provides a food for the thought. It addresses key concerns on a somewhat neglected topic of HRM in Tourism and Hospitality. The book is excellent as a use for reference. The examples are cited will be handy to any instructor dealing HR in service indus- try. Researchers can also benefit a lot as it cites some early references of researches undertaken. It could be introduced at masters’ level as bachelor students will need to prepare a background to understand the book.

 

One thing that seemed to be missing is that authors heavily draw from the developed regions and authors also tend to come from these regions. The issues of developing countries could not be tabled in a robust fashion.