The respected managerââ"šÂ¬Ã‚¦ the organisational social capital developer

While ââ"šÂ¬Ã‹Å“labour cost managementââ"šÂ¬Ã¢"žÂ¢ is the main reason for the significant use of contingent labour in hotels, it needs to be managed differently from full-time labour. This research sets out to identify who, in a hotel context, manages the organisation's contingent labour, their managerial style and associated challenges. Results indicate that it is middle managers who are responsible for this workforce (the majority of hotelsââ"šÂ¬Ã¢"žÂ¢ employees), with themselves usually being the least experienced managers in the hotel. The major challenge for managers is the continual labour turnover and the pressure to choose between a rationalistic or humanistic managerial approach, with an implied bias to that of rationalism. However, the most successful manager (defined in this research as the ââ"šÂ¬Ã‹Å“respected managerââ"šÂ¬Ã¢"žÂ¢) uses a humanistic managerial approach with elements of rationalism, one which encourages the development of organisational social capital. Yet, humanism struggles to fit into rational, system-based organisations like hotels, and is often so stressful for managers taking this approach that it leads to the manager resigning.