Managing People in the Hospitality Industry

Michael Riley is Professor Emeritus at the University of Surrey, UK.

• Part 1. Management Judgement and decision-making. Chapter 1 Management decision-making Chapter 2 Personal and organisational knowledge Part 2. People at work Chapter 3 The importance of a good start Chapter 4 Motivation Chapter 5 Negative behaviour Chapter 6 Groups and teams Chapter 7 Communication, job satisfaction and empowerment Chapter 8 Understanding attitudes Chapter 9 Identity and diversity Chapter 10 organisations and authority Part 3. The economics of labour in hospitality Chapter 11 Economics of labour Chapter 12 Hotel and catering labour markets Chapter 13 productivity Chapter 14 The measurement of labour turnover and stability Part 4 Human Resource Management practice Chapter 15 Administration; the necessary bureaucracy Chapter 16 Pay Management Chapter 17 Appraisal Chapter 18 Recruitment and Selection Chapter 19 Grievance and dispute management Part 5. The Wider Perspective Chapter 20 Developing Human Resource Management (HRM) strategies Chapter 21 Managing in an international environment Part 6 Development and Careers Chapter 22 Development and Careers