An Analysis of Recruitment of Senior Management in the Quality Hotel Sector

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ACKNOWLEDGEMENT

I would take this opportunity to thank my research supervisor, family and friends for their support and guidance without which this research would not have been possible.

DECLARATION

I, [type your full first names and surname here], declare that the contents of this dissertation/thesis represent my own unaided work, and that the dissertation/thesis has not previously been submitted for academic examination towards any qualification. Furthermore, it represents my own opinions and not necessarily those of the University.

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ABSTRACT

The purpose of this article is to explore the experience of work-life balance amongst senior management with particular emphasis on the imbalances which might occur at this level. There is a strong assumption in the existing literature that achieving a desirable work-life balance at senior management level is not possible as the long hours culture and “presenteeism” culture dominates. It is further argued that the cultural expectation that senior managers will work long hours has the effect of excluding many women from managerial employment. Set against this, there has been a substantial commitment at European and national levels to introduce policy initiatives to enable employees to better balance their work and home lives, particularly to facilitate women's participation in the labour market.

TABLE OF CONTENTS

ACKNOWLEDGEMENTii

DECLARATIONiii

ABSTRACTiv

CHAPTER 01: INTRODUCTION1

Background of the Research1

Research Question2

Aims and Objectives2

Significance of the Study3

Limitations of the Study3

CHAPTER 02: LITERATURE REVIEW4

Theory: Link between work-life balance initiatives and the economy4

Practice: Personal balances/imbalances5

Best Reputation: Balances/imbalances in the role of senior management8

Key Factors10

REFERENCES13

CHAPTER 01: INTRODUCTION

Background of the Research

Senior management plays a vital role towards the speedy progression and smooth running of a company. Identifying and measuring human performance for a given job has evolved from being fairly definitive in the past to being more ambiguous in the present. In order to proceed with the orders mentioned, we shall be discussing the accounts of who are the executives, senior managers and hospitality hotels intended and that what the connection that resides amongst them is. Senior managers or the team of executives imply those individuals or a team of individuals at the highest level of organizational management who have routine responsibilities for managing the overall happenings and occurrences in the organization. These individuals have the right to bring unique and novel changes in the organizational processes, amend current undertakings or simply annul a process that may hinder the performance.

Hospitality industry implies the chains of hotels and broad categories of service industry that covers items such as lodging, restaurants, event planning, leisure parks, etc. For managing the stratum of hospitality industry, direct recruitment has been undertaken, which implies adopting cost cutting strategies by hiring within a group of companies under mutual consent of the senior managers and the approvals of the heads of authority. Very recently, a rather novel, yet practical concept of headhunting has been implied in the process of recruiting senior managers in the hospitality industry, which implies the approach of finding and attracting the best, experienced personnel with the right traits for the ...