Advertisement

Employer Branding: Innovative Human Resource Practices in Tourism Sector

  • Christina ChalimourdaEmail author
  • Nikolaos Konstantopoulos
Conference paper
  • 45 Downloads
Part of the Springer Proceedings in Business and Economics book series (SPBE)

Abstract

The practices and actions undertaken by the tourism firms for the approach of their HR (Human Resources) are related to criteria which lead to the creation of a strong employer brand by creating a value proposition for it. Value proposition for a firm’s HR consists of its actions that will be appreciated by prospective or existing employees and will convince them to participate or stay with it. Such actions may be of an economic nature, such as good pay levels, bonuses and varied benefits may also be non-economic. Respect for diversity, mutual support and mutual understanding among workers, the creation of work-life balance and opportunities for personal and professional development are policies that aim to create an “employer of choice” where people will want to work and stay with him. In this paper we are exploring how hotel firms in tourism industry can develop engagement strategies by enhancing practices for creating an “employer branding” through the satisfaction of their HR.

Keywords

Employer of choice Human resource satisfaction Tourism sector 

References

  1. 1.
    Purcell J, Kinnie K, Hutchinson S, Rayton B, Swart J (2003) People and performance: how people management impacts on organizational performance. CIPD, LondonGoogle Scholar
  2. 2.
    Bellou V, Chaniotakis I, Kehagias I, Rigopoulou I (2015) Employer brand of choice: an employee perspective. J Bus Econ Manag 16:1201–1215CrossRefGoogle Scholar
  3. 3.
    Darwish AY (2017) Organizational commitment, job satisfaction and attitudes toward organizational change: a study in the local government. Int J Public Admin 40:77–88CrossRefGoogle Scholar
  4. 4.
    Locke EA (1976) The nature and causes of job satisfaction. In: Dunnette MD (ed) Handbook of industrial and organizational psychology. Hold, Reinhart & Winston, New York, NY, pp 1297–1349Google Scholar
  5. 5.
    Leap TL, Crino MD (1993) Personnel/human resource management. Macmillan, New York, NYGoogle Scholar
  6. 6.
    Robbins SP (2003) Organizational behavior concepts, controversies, application, 8th edn. Prentice-Hall International, Upper Saddle RiverGoogle Scholar
  7. 7.
    Gunlu E, Aksarayli M, Perçin NS (2010) Job satisfaction and organizational commitment of hotel managers in Turkey. Int J Contemp Hosp Manag 22:693–717.  https://doi.org/10.1108/09596111011053819 CrossRefGoogle Scholar
  8. 8.
    Azeem SM (2010) Job satisfaction and organizational commitment among employees in the sultanate of Oman. Psychology 1:295–299CrossRefGoogle Scholar
  9. 9.
    Chadi A, Hetschko C (2017) The magic of the new: how job changes affect job satisfaction. J Econ Manag Strategy 27:23–39CrossRefGoogle Scholar
  10. 10.
    Bauer TN, Bodner T, Erdogan B, Truxillo DM, Tucker JS (2007) Newcomer adjustment during organizational socialization: a meta analytic review of antecedents, outcomes, and methods. J Appl Psychol 92:707–721CrossRefGoogle Scholar
  11. 11.
    Freeman RB (1978) Job satisfaction as an economic variable. Am Econ Rev 68:135–141Google Scholar

Copyright information

© Springer Nature Switzerland AG 2020

Authors and Affiliations

  • Christina Chalimourda
    • 1
    Email author
  • Nikolaos Konstantopoulos
    • 1
  1. 1.Department of Business AdministrationUniversity of the AegeanChiosGreece

Personalised recommendations