The dilemma of operating a strategic approach in human resource management in the Scottish visitor attractions sector

Margaret Graham, J. John Lennon

Research output: Contribution to journalArticle

Abstract

The majority of Scottish visitor attractions can also be defined as non-profit making cultural heritage organisations to include historic buildings, museums and art galleries. Goals of achievement within this sector involve other, longer established priorities other than tourism. For example, internal quality benchmarks within the public sector are led by best value management to facilitate quality public services at lowest cost and combat exclusion. In the wider attraction field these techniques are also applied to achieve best practice and to target new audiences. This paper draws from two national visitor attraction surveys. It highlights the dilemma facing HRM and HRD experts when trying to formulate a HRS for such a diverse workforce to include a high level of seasonal workers and volunteers. The paper recommends that any HRS needs to be flexible enough to schedule this unique workforce towards achieving the distinctive objectives of each attraction’s organisational mission.
Original languageEnglish
Pages (from-to)213-220
Number of pages8
JournalInternational Journal of Contemporary Hospitality Management
Volume14
Issue number5
DOIs
Publication statusPublished - 2002

Keywords

  • human resource management
  • employee development
  • strategy
  • tourism

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