The accompanying article argues strongly for the proposition that a hotel's business strategy is related to its human resources policies. However, the conceptual framework in the article does not go into sufficient depth; nor does it seem to reflect existing research on HR system flexibility, that is, the extent to which employees can be directed to address a wide range of business activities.
Appelbaum, E., T. Bailey, P. Berg, and A. Kalleberg.2000. Manufacturing competitive advantage: The effects of high performance work systems on plant performance and company outcomes. Ithaca, NY: Cornell University Press.
2.
Becker, B.E., and M. Huselid.1998. High performance work systems and firm performance: A synthesis of research and managerial implications. In Research in personnel and human resources management, vol. 16, ed. Gerald R. Ferris, 53-101. Stamford, CT: JAI.
3.
Cappelli, P., and D. Neumark.1999. Do "high performance" work practices improve establishment-level outcomes?National Bureau of Economic Research Working Paper Series no. 7374, Cambridge, MA.
4.
Snell, S.A., M.A. Youndt, and P.M. Wright.1996. Establishing a framework for research in strategic human resource management: Merging resource theory and organizational learning. In Research in personnel and human resources management, vol. 14, ed. Gerald R. Ferris, 61-90. Stamford, CT: JAI.
5.
Schuler, R., and S. Jackson.1987. Linking competitive strategies with human resource management practices. Academy of Management Executive1 (3): 207-19.
6.
Tracey, J.B., and A.E. Nathan.2002. The strategic and operational roles of HR: A new model emerges. Cornell Quarterly43:17-26.
7.
Tracey, J.B., S.A. Way, and M.J. Tews. Forthcoming. HR in the hospitality industry: Strategic frameworks and priorities. In Handbook of hospitality and tourism human resource management, ed. D. Tesone.Elsevier Science and Technology Books.