Human resource management in the events industry
In many respects, any discussion of human resource management (HRM) in the events sector is no different from much of the discussion that has preceded this chapter. For example, a recent textbook covering HRM in the events industry covered aspects such as organizational culture, recruitment and selection, training and development and grievance and disciplinary procedures (van der Wagen, 2007). Similarly, Deery (2009), in her discussion of employee recruitment and retention strategies for event management frames her discussion by drawing lessons from the literature on these issues from the tourism and hospitality industries. However, while a number of the functional aspects of HRM will not differ, there are a number of signiﬁcant differences which make a separate chapter on the events industry a necessity. Thus, as
This chapter is concerned with the events industry as a related, but distinct, part of the tourism and hospitality industry. It considers the nature of the events industry and in particular recognizes the signiﬁcant challenges of managing volunteers, who supply a major part of the events industry workforce. Therefore, the aims of this chapter are:
• To recognize the events industry as a distinct part of the tourism and hospitality industry.