Promoting Innovation in Hospitality Companies, Article Critique Example

Part One

Chang, S., Gong, Y., & Shum, C. (2011). Promoting innovation in hospitality companies through human resource management practices. International Journal of Hospitality Management, 30(4), 812-818.

Harrington, R. J., & Ottenbacher, M. C. (2011). Strategic management: an analysis of its representation and focus in recent hospitality research. International Journal of Contemporary Hospitality Management, 23(4), 439-462.

Popescu, L., Iancu, A., Poepscu, V., & Vasile, T. (2013). Human resource management practice in the hospitality and tourism industry. Economics, Management, and Financial Markets, 8(4), 160.

Wang, C. H., Chen, K. Y., & Chen, S. C. (2012). Total quality management, market orientation and hotel performance: the moderating effects of external environmental factors. International Journal of Hospitality Management, 31(1), 119-129.

Part Two

An article by Chang, Gong, & Shum (2011) addresses the role of innovation in supporting the practices that occur in the hospitality industry, including the expansion of knowledge, training, and resources to ensure that managers and employees in hospitality organizations receive the tools that are necessary to support innovative practices through technology and other resources. It is important to identify the types of resources that managers require to achieve greater innovation and to be effective communicators of human resource principles that impact change within the hospitality industry on a continuous basis (Chang et.al, 2011). These practices support the ability of organizations to facilitate innovation through their activities and to be receptive to change at the human resource level and to encourage employees to take risks to improve the organization and its practices (Chang et.al, 2011).

An article by Harrington & Ottenbacher (2011) addresses the role of strategic management and its impact on the hospitality industry through an examination of research in this area to determine impact and focus regarding strategy and how it influences organizational outcomes. It is important to identify specific resources that are required to ensure that hospitality employees and managers possess strategic approaches to common problems so that new resources are identified and specific factors may be introduced that will positively impact organizations and their overall performance (Harrington & Ottenbacher, 2011). The industry requires continuous strategic change in order to meet market and consumer demands; therefore, it is important to identify how to best accommodate these needs through human resource intervention and idea generation (Harrington & Ottenbacher, 2011).

An article by Popescu, Iancu, Popescu, & Vasile (2013) addresses the significance of leadership, innovation, human capital, and change within the hospitality and tourism industry in order to accomplish the desired objectives as a key facilitator of change and progress to accommodate consumer needs and expectations. These practices represent a means of expanding the industry using key human resource principles in order to accomplish the tasks required to promote sustainable development and growth throughout the industry on a continuous basis (Popescu et.al, 2013). In addition, the article explores new insights regarding the role of diversity and multigenerational factors and how they impact the hospitality and tourism industry throughout the world (Popescu et.al, 2013).

An article by Wang, Chen, & Chen (2012) considers the role of total quality management and how it impacts performance, examining external factors that support the industry and how it impacts outcomes for organizations. It is important for members of the hospitality industry to be effective communicators of their vision within each organization by adopting a total quality management set of initiatives to ensure that feasible outcomes are achieved and are appropriate for continued growth (Wang et.al, 2012). This strategy supports the efforts made by an organization to adopt a total quality management initiative that coincides with key human resource principles and the needs of the current market (Wang et.al, 2012). This process demonstrates the importance of different perspectives to achieve total quality management that also impact organizational operations and the chosen infrastructure (Wang et.al, 2012).

Part Three

The articles that have been presented offer different insights regarding the role of human resources and management in shaping the hospitality industry and how these concerns support the development of new approaches that are creative and innovative in scope and practice. Some of the articles are more relevant than others, particularly those that discuss innovative means to address common problems that impact an organization’s competitive advantage. These principles are essential to the growth of the industry and the opportunities that are available to support and impact outcomes for hospitality businesses who seek to attract new clientele and also improve customer loyalty. Management teams must be apprised of the latest and greatest techniques to support their growth in the industry, as well as the knowledge and experience that is required to expand the scope of an organization and influence outcomes over the long term. The articles convey the challenges associated with understanding the scope of the hospitality industry and how it impacts the quality of service that is received by customers, along with the ability to effectively communicate effectively with all members of the team. The articles demonstrate that there are significant issues to consider in evaluating human resources and the ability to initiate change within the hospitality industry and how to promote positive outcomes for the field that will facilitate widespread growth and opportunity. There are considerable advantages introduced in the articles that impact industry outcomes; however, there are also many challenges to consider that are likely to be influential in growing an organization by using its infrastructure to accomplish the desired level of growth. The articles demonstrate that there are many factors to consider in expanding the hospitality industry to meet consumer and market demands; however, these issues also reflect a means of determining how to best approach human resource management to accommodate the needs of the industry and the challenges that have been identified. Nonetheless, research in this area requires further expansion and focus because existing research does not necessarily capture all of the current issues and trends regarding consumer-driven needs and demand within the industry that are likely to impact market share and the growth of the business over time.

References

Chang, S., Gong, Y., & Shum, C. (2011). Promoting innovation in hospitality companies through human resource management practices. International Journal of Hospitality Management, 30(4), 812-818.

Harrington, R. J., & Ottenbacher, M. C. (2011). Strategic management: an analysis of its representation and focus in recent hospitality research. International Journal of Contemporary Hospitality Management, 23(4), 439-462.

Popescu, L., Iancu, A., Poepscu, V., & Vasile, T. (2013). Human resource management practice in the hospitality and tourism industry. Economics, Management, and Financial Markets, 8(4), 160.

Wang, C. H., Chen, K. Y., & Chen, S. C. (2012). Total quality management, market orientation and hotel performance: the moderating effects of external environmental factors. International Journal of Hospitality Management, 31(1), 119-129.