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dc.contributor.authorDavidson, Michaelen_US
dc.contributor.authorGuilding, Christopheren_US
dc.contributor.authorTimo, Nilsen_US
dc.date.accessioned2017-04-24T09:01:14Z
dc.date.available2017-04-24T09:01:14Z
dc.date.issued2006en_US
dc.date.modified2009-11-16T21:35:11Z
dc.identifier.issn02784319en_US
dc.identifier.doi10.1016/j.ijhm.2005.08.001en_AU
dc.identifier.urihttp://hdl.handle.net/10072/13977
dc.description.abstractThis study investigates employment and labour market practices based on observations derived from a two-phased empirical study that has yielded quantitative and qualitative sets of empirical data from luxury 4-5 star luxury domestic and multinational corporation (MNCs) hotels located in Australia's Brisbane-Gold Coast corridor. The research had two phases: a quantitative phase comprised an employee relations survey that sought data on operational employee and management demographics, wage levels, gender, skill formation and working conditions; and a qualitative phase involved interviewing 14 hotel human resource managers. The survey data highlights a persistence of gendered, low waged and segmented labour markets dominated by flexible forms of labour suggesting that HR accountability structures in hotels remain weak. This is despite an apparent growth in employee educational levels and hotel training activity suggesting the possibility at least of growing professionalism. It is noted that in this labour market, which we find is dominated by a ready supply of labour with low levels of union activity, increasing human capital levels have not translated into upward pressure on employee and managerial wages. This deficiency is likely to inhibit efforts to improve the delivery of HRM practices that in turn suggest that neither MNC nor domestic hotels have the types of labour market pressures that engender secure, long term and high commitment employment policies that are more conducive to HRM innovation.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_AU
dc.format.extent89886 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglishen_US
dc.language.isoen_AU
dc.publisherElsevieren_US
dc.publisher.placeUnited Kingdomen_US
dc.publisher.urihttp://www.elsevier.com/wps/find/journaldescription.cws_home/659/description#descriptionen_AU
dc.relation.ispartofstudentpublicationNen_AU
dc.relation.ispartofpagefrom193en_US
dc.relation.ispartofpageto210en_US
dc.relation.ispartofjournalInternational Journal of Hospitality Managementen_US
dc.relation.ispartofvolume25en_US
dc.rights.retentionYen_AU
dc.subject.fieldofresearchcode350599en_US
dc.titleEmployment, flexibility and labour market practices of domestic and MNC chain luxury hotels in Australia: Where has accountability gone?en_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.facultyGriffith Business School, Department of Tourism, Sport and Hotel Managementen_US
gro.rights.copyrightCopyright 2006 Elsevier. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.en_AU
gro.date.issued2006
gro.hasfulltextFull Text


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