International Journal of Contemporary Hospitality Management, Volume 27, Issue 2, March 2015.
Purpose The purpose of this research is to explore the use and non-use of social media (SM) by North American hotels for human resource (HR) activities. Design/methodology/approach This exploratory study used an online survey and a sampling frame of 1,711 North American hotels with 300 or more rooms, excluding economy properties. With a response rate of 17.1% and a defined population, data were weighted to reflect the mid-scale, upscale, and luxury market classes. Findings Slightly more than half of North American hotels use SM for HR activities. Higher service level hotels are related to SM HR use generally; mid-scale properties report higher usage for internal communication. Use of SM in hotel HR is more focused on marketing versus recruitment activities. Research limitations/implications The generalizability, and therefore implications are limited to North American hotels, midscale or higher with 300 or more rooms. Future research should complement this broad based study by delving more deeply into rationale for HR communication over hiring functions for SM and its overall adoption for HR in the hospitality industry. Practical implications This study provides an understanding of how SM is being used and its perceived usefulness across a variety of HR activities. The findings will inform the application of SM for hotel HR purposes. Originality/value This is the first empirical study about social media and human resource practices in the North American hotel industry.
Purpose The purpose of this research is to explore the use and non-use of social media (SM) by North American hotels for human resource (HR) activities. Design/methodology/approach This exploratory study used an online survey and a sampling frame of 1,711 North American hotels with 300 or more rooms, excluding economy properties. With a response rate of 17.1% and a defined population, data were weighted to reflect the mid-scale, upscale, and luxury market classes. Findings Slightly more than half of North American hotels use SM for HR activities. Higher service level hotels are related to SM HR use generally; mid-scale properties report higher usage for internal communication. Use of SM in hotel HR is more focused on marketing versus recruitment activities. Research limitations/implications The generalizability, and therefore implications are limited to North American hotels, midscale or higher with 300 or more rooms. Future research should complement this broad based study by delving more deeply into rationale for HR communication over hiring functions for SM and its overall adoption for HR in the hospitality industry. Practical implications This study provides an understanding of how SM is being used and its perceived usefulness across a variety of HR activities. The findings will inform the application of SM for hotel HR purposes. Originality/value This is the first empirical study about social media and human resource practices in the North American hotel industry.