Understanding Perceptions of Human Resource Competencies and Effectiveness in the New Zealand and Australian Hotel Industry

Traditionally, human resource management (HRM) was focused on personnel management through policies and practices (Ulrich, Brockbank, Johnson, Sandholtz, & Younger, 2008) and was seen as a highly administrative function. However, in today’s competitive global business market, there has been increasing interest and importance placed on how HRM contributes to organisational performance and delivering business results (Boselie & Paauwe, 2005; & Ulrich et al., 2008). The hotel industry is becoming of increasing value to both the New Zealand and the Australian economy. Effectiveness of the Human Resource (HR) function is particularly important in the hospitality industry as service industries place much importance on employees as the main source of competitive advantage (Browning, Edgar, Gray, & Garrett, 2009). The hotel industry is characterised as highly labour-intensive, with high turnover, therefore effective HRM plays a vital role in this sector (Davidson, McPhail, & Barry, 2011; Lockyer, 2007; Lucas & Deery, 2004). For these reasons, the hospitality industry is theoretically and practically interesting and valuable in providing insight into the perceptions of HR competencies and effectiveness. One way that HRM integrates people management and business strategy, connecting people with business, is through HR business partner and competency models (Losey, 1999; Ulrich, 1997; Ulrich & Brockbank, 2005; Ulrich, Brockbank, Yeung & Lake 1995). Over the past decade, these models have become increasing prevalent and popular (Burgoyne, 1993; Yeung, Woolcock, & Sullivan, 1996). The critical dimensions of these models is the competencies required of HR professionals who work and run the function (Ulrich et al., 2008). In this regard, six well-established HR competencies have been identified by Ulrich et al. (2008), which are: credible activist, operational executor, business ally, talent manager/organisation designer, culture and change steward and strategy architect. The competency model proposes that these principal competencies are predictors of HR effectiveness. Exploratory Factor Analysis (EFA), correlations coefficient and multiple regression analysis were performed to test the research hypotheses. An online questionnaire was used to conduct the research study. Data were collected from 103 participants that were hotel industry employees working in hotels across New Zealand and Australia. Participants held a range of job functions and worked across a variety of departments. The results of this study showed that the HR competencies that were the strongest predictors of HR effectiveness were a combination of Credible Activist and Talent Manager/Organisation Designer competencies as well Operational Executor and Talent Manager/Organisation Designer. The study examines two critical lines of inquiry, being, how employees perceive the six HR competencies in the HR function and, secondly, how these perceptions impact on effectiveness. Therefore, the study contributes to the body of knowledge on HR competencies and HR effectiveness. The study also contributes to a gap in current literature about HR competencies and HR effectiveness in the New Zealand and Australian hotel industry context. Theoretically, the empirical findings of the study contribute to the ongoing discussion regarding the validity of HR competency and the business partner models. Practically, the findings indicate which competencies are perceived to be the best predictors of HR effectiveness that provides guidance for HR professionals in the hotel industry across New Zealand and Australia

Stress and Coping Experiences of UK Professional Football Managers During the COVID-19 Pandemic

Guided by transactional stress theory, this study aimed to explore elite U.K. soccer coaches’ perceived stressors, the situational properties, appraisals, and coping during the COVID-19 pandemic. This study also aimed to explore any variation in stress experiences across football league standards A total of 13 professional first-team male U.K. association football coaches between 38 and 59 years of age (M = 43.00, SD = 6.94) participated in telephone (n = 5) or online (n = 8) semistructured interviews. Informed by the philosophical position of critical realism, Braun et al.’s six-phase approach to thematic analysis was used to generate competitive, organizational, and personal stressor themes. Deductive thematic analysis generated themes reflective of all situational properties of stressors identified by Lazarus and Folkman and an array of appraisal and coping strategies. Future research and recommendations for supporting coach performance and well-being post-COVID-19 pandemic are offered.<br/

Stress and coping experiences of UK professional football managers during the COVID-19 pandemic

Accepted author manuscript version reprinted, by permission, from The Sport Psychologist [year], https://doi.org/[doi-number]. © Human Kinetics.Guided by transactional stress theory (Lazarus & Folkman, 1984), this study aimed to explore elite U.K. soccer coaches’ perceived stressors, the situational properties, appraisals and coping during the COVID-19 pandemic. This study also aimed to explore any variation in stress experiences across football league standards. Thirteen professional first team male U.K association football coaches aged between 38 and 59 years (M = 43.00, SD = 6.94) participated in telephone (n = 5) or online (n = 8) semi-structured interviews. Informed by the philosophical position of critical realism (Danermark et al., 2019), Braun et al.’s (2016) six-phase approach to thematic analysis (TA) was used to generate competitive, organizational, and personal stressor themes. Deductive thematic analysis generated themes reflective of all situational properties of stressors identified by Lazarus and Folkman’s (1984), and an array of appraisal, and coping strategies. Future research and recommendations for supporting coach performance and well-being post-COVID-19 pandemic are offered

A systematic review of inequalities in the mental health experiences of Black African, Black Caribbean and Black-mixed UK populations: implications for action

This is an accepted manuscript of an article due to be published by Springer. The accepted version of the publication may differ from the final published version. For re-use please see the publisher's terms and conditions.Background: Measurable differences in the experience and treatment of mental health conditions have been found to exist between different racial categories of community groups. The objective of this research was to review the reported mental health of Black African-Caribbean communities in the UK, determinants of mental health, and interventions to enhance their experiences of mental health services. Method: The Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) Statement was applied. To be included, papers must be: published in a peer reviewed journal; report on adult populations (over 18) from any of Black African, Black Caribbean or Black mixed people in the UK; and assess (quantitative), or discuss (qualitative) mental health experiences, determinants of mental health, or interventions intended to enhance experiences of mental health services among the target population. The aims, inclusion criteria, data extraction, and data quality evaluation were specified in advance. Searches were conducted using EBSCO (PsychInfo; MEDLINE; CINAHL Plus; psychology and behavioural sciences collection). The search strategy included search terms relating to the aim (see Appendix 1). Risk of bias was assessed using a standard tool, records were organised using Endnote, and data were extracted and synthesised using Microsoft Excel. Results: Thirty-six studies were included, of which 26 were quantitative and six reported exclusively on Black participants. Black populations were less likely to access mental health support via traditional pathways due to stigma and mistrust of mental health services. Black Africans especially, sought alternative help from community leaders, which increased the likelihood of accessing treatment at the point of crisis or breakdown, which in turn increased risk of being detained under the Mental Health Act and via the criminal justice system. Discussion: Findings suggest a cycle of poor mental health, coercive treatment, stigma, and mistrust of services as experienced by Black communities. Evidence was limited by poorly defined ethnic categories, especially where Black populations were subsumed into one category. It is recommended that mental health services work collaboratively with cultural and faith communities in supporting Black people to cope with mental illness, navigate mental health pathways, and provide culturally appropriate advice.We would like to acknowledge the Public Health Division in Birmingham City Council who commissioned and funded this systematic review