Power in the darkness: Taking a historical and critical employment relations approach in hospitality David Williamson a, * , Erling Rasmussen b , Katherine Ravenswood b a School of Hospitality and Tourism, Faculty of Culture and Society, AUT University, New Zealand, Level 5 Wellesley Street East, Private Bag 92006, Auckland, New Zealand b AUT Business School, Auckland University of Technology, New Zealand article info Article history: Available online 31 October 2017 Keywords: Historical Critical Hospitality Employment relations Hotels abstract This article presents a theoretical framework and case study to illustrate the advantages of applying historical criticality in hospitality employment relations research. Based on extensive archival research and in-depth interviews with over 20 senior hotel managers and union leaders in New Zealand, the article presents an original research approach by triangulating multiple theory perspectives, using the work of Polanyi (2001), Burawoy (1978, 2010), Corporatism (Schmitter, 1974, 1989) and Strategic Choice Theory (Kochan, McKersie, & Cappelli, 1984). The research design “stacks” these theoretical approaches into three levels of analysis: a macro, global level; a mid-level, national view; and a micro, organisational and individual agency level. The rich analysis made possible by this approach is applied to a case study that focusses on 1990/1991, a key transitional period in New Zealand's employment relations environ- ment. The paper concludes by demonstrating how critical historical research can provide tangible ex- amples of new answers to old questions about poor employment conditions in the hospitality sector. © 2017 The Authors. 1. Introduction Recent government reports in Australia and New Zealand have highlighted escalating problems in the hospitality and tourism la- bour markets (Deloitte, 2015; Tourism Industry Association New Zealand, 2015). These reports contrast the rapid growth and eco- nomic success of the sectors (both being one of the largest export earning sectors for their countries) with long standing, yet steadily worsening labour market problems. This contemporary data highlights the intensification of problems around human resource management, employment relations and labour markets that are equally present in the international hospitality and tourism sectors (Baum, 2007, 2008, 2015; Baum, Kralj, Robinson, & Solnet, 2016; Deery, 2002; Enz, 2009; Lashley, 2016; Lucas & Deery, 2004; Robinson, Kralj, Solnet, Goh, & Callan, 2014; Solnet, Baum, Robinson, & Lockstone-Binney, 2015). These problems include skills shortages, high labour turnover, low pay, lack of full-time work and poor career path information (Deloitte, 2015; New Zealand Tourism Industry Association, 2015). Despite its crucial economic importance and the fact that the international hospitality and tourism sector has a long history of problematic employment (Baum, 2007, 2008, 2015; Baum et al., 2016), historical and critical employments relations research in this field of remains scant. There is copious international research on the problematic nature of work in international hospitality and tourism, highlighting the well-trodden themes of high labour turnover, poor career progression, low pay, poor work conditions, poor work-life balance and weak occupation and safety systems (Baum, 2007, 2008, 2015; Ancheri & Kandasamy, 2009; Deery & Jago, 2015; Deery, 2002; Enz, 2009; Ladkin, 2011; Lucas & Deery, 2004; McGing & Connolly, 2007; Mooney, 2016; Poulston & Jenkins, 2016; Robinson et al., 2014; Solnet et al., 2015; Wickramasekara, 2011; Wood, 1997). However, little of the above research focusses on power relations among the tri-partite stake- holders in the employment relationship. This article argues that applying a historical approach to employment relations research will provide new, innovative and critical theoretical perspectives to the study of hospitality work. Based on archival research and in-depth interviews with senior hotel managers and union leaders in New Zealand, the article presents a triangulated theoretical approach that brings a more critical and insightful focus to employment in this industry. The * Corresponding author. E-mail addresses: david.williamson@aut.ac.nz (D. Williamson), erling. rasmussen@aut.ac.nz (E. Rasmussen). Contents lists available at ScienceDirect Journal of Hospitality and Tourism Management journal homepage: http://www.journals.elsevier.com/journal-of-hospitality- and-tourism-management https://doi.org/10.1016/j.jhtm.2017.10.014 1447-6770/© 2017 The Authors. Journal of Hospitality and Tourism Management 33 (2017) 134e141