The dilemma of operating a strategic approach to human resource management in the Scottish visitor attraction sector
Authors: Graham M.; Lennon J.J.
Source: International Journal of Contemporary Hospitality Management, Volume 14, Number 5, 2002 , pp. 213-220(8)
Publisher: Emerald Group Publishing Limited
Key:
- Free Content
- New Content
- Subscribed Content
- Free Trial Content
- Free Content
- New Content
- Subscribed Content
- Free Trial Content
Abstract:
The majority of Scottish visitor attractions can also be defined as non-profit making cultural heritage organisations to include historic buildings, museums and art galleries. Goals of achievement within this sector involve other, longer established priorities other than tourism. For example, internal quality benchmarks within the public sector are led by best value management to facilitate quality public services at lowest cost and combat exclusion. In the wider attraction field these techniques are also applied to achieve best practice and to target new audiences. This paper draws from two national visitor attraction surveys. It highlights the dilemma facing HRM and HRD experts when trying to formulate a HRS for such a diverse workforce to include a high level of seasonal workers and volunteers. The paper recommends that any HRS needs to be flexible enough to schedule this unique workforce towards achieving the distinctive objectives of each attraction's organisational mission.Keywords: Human Resource Management Employee Development; Strategy; Tourism
Document Type: Research article
DOI: 10.1108/09596110210433736
Key:
- Free Content
- New Content
- Subscribed Content
- Free Trial Content
- Free Content
- New Content
- Subscribed Content
- Free Trial Content
Click here for Page Help