Is the human resources management qualification required? An observation of human resources executives in Singapore and Macau integrated resorts and hotels

Abstract

Purpose This study aims to examine the human resources (HR) knowledge and cross-cultural and interpersonal skills needed by HR managers/directors to administer the integrated resort and hotel (IR&H) organizational talent. Design/methodology/approach This paper uses a qualitative method in the form of extensive interviews. Findings The labor-intensive nature of the IR&Hs have forced these organizations to be innovative in terms of retaining their top talents and to look overseas for foreign workers to ensure smooth operations. Research limitations/implications The research is limited to two Asian geographies and the high regulatory nature of the industry correspondingly limits the number of HR executives in operation within IR&Hs. Practical implications This paper provides insights for current and future Asian-based IR&Hs policy planners and HR managers. Social implications The paper provides an understanding of national and organizational skills shortages and their impact upon work and workers. Originality/value No previous comparative research in relation to Singapore and Macau has been conducted.