Pursuit of Flexibility in Hospitality Industry

This blog discusses the pursuit of flexibility in the hospitality industry and its impact on management practices, labor market, and competitiveness. It explores the factors influencing flexibility, such as business management strategies, human resource management, and industry relations. The blog also highlights the importance of workplace flexibility as a business strategy for survival and growth.

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Blog 1: Pursuit of Flexibility in hospitality industry
Hospitality and tourism industry is a big economic contributor in the world. Hospitality
organization of work contains a mix of costs and benefits. The balance between the two is not
random at all. The employee’s response is influenced by the expectations and the experiences
prior (Bal and De Lange, 2015). Other factors that have affected the pursuit of flexibility is the
business management strategies, human resource management and the approach to the industry
relations. . Hospitality industry in its quest for flexibility is required to transform its management
practices as required (Eriksson, Larsson, and Pesämaa, 2017). There is a new dynamic cast
within familiar terrain of management that seeks to generate consent and maintain control in
the hospitality industry. In the pursuit of flexibility key factors in the hospitality industry is
elimination of rigidities especially in the labor market. This has led to increased competitiveness
and a decrease in unemployment rates. This is to cope with segmentation of markets,
diversification of services and the product proliferation. As many would view it, work place
flexibility is not a benefit but more of a right for businesses to grow. It’s a business strategy that
is required for one to survive in business. Pursuit for flexibility entails labor as well as services
and products that the hospitality industry is providing.
References
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Bal, P.M. and De Lange, A.H., 2015. From flexibility human resource management to employee
engagement and perceived job performance across the lifespan: A multisample study. Journal of
Occupational and Organizational Psychology, 88(1), pp.126-154.
Eriksson, P.E., Larsson, J. and Pesämaa, O., 2017. Managing complex projects in the
infrastructure sector—A structural equation model for flexibility-focused project
management. International journal of project management, 35(8), pp.1512-1523.
Blog 2: Flexibility and Human Resource
Flexibility in workplace is important in survival of the business. Many who are in the
field of human resource call it workplace flex. It’s a very powerful business tool. In the harsh
realities of today’s economies and competitive nature of business flexibility is a powerful
business tool. Pursuit for flexibility favors the dynamics of a lean and very productive
organization forcing many employers in hospitality industry to think a lot about human resource
and talent management (Noe, et al, 2017). This impacts directly to the sustainability and success
of the organization. The pursuit of flexibility grants employees the autonomy of control on how,
where and when to work in great efficiency and effectiveness (Yang, et al,2015). Flexibility is
the silver bullet in the hospitality industry and the Management Team can work with this to

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improve productivity. The hospitality industry should embrace the embedding flexibility as a
talent management strategy in human resource. Research studies have shown than in jobs, more
than 80% of employees are usually looking for other opportunities and new engagements
elsewhere. Retention and engagement of top talent in a business is at an all-time high risk.
Pursuit of flexibility should make a flex a key part in employee’s value proposition in the
organization.
Referenecs
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource management:
Gaining a competitive advantage. New York, NY: McGraw-Hill Education.
Yang, J., Zhang, F., Jiang, X. and Sun, W., 2015. Strategic flexibility, green management, and
firm competitiveness in an emerging economy. Technological Forecasting and Social
Change, 101, pp.347-356.