Tourism And Hospitality Industries: A perspective of Human Resource Management

by

ACKNOWLEDGEMENT

There is an immense role of my supervisor, family and associations for the completion of this research study. I would be gratitude to them for supporting me and assisting me.

DECLARATION

I take oath that the entire dissertation has been completed by me and the entire work has been done by writing and no copy pasting material has been added in this thesis.

Signed __________________ Date _______________

ABSTRACT

The field of human resource management (HRM) research traditionally adopted a best practices approach, which argued that certain practices would be universally effective in promoting the performance of human resources. This research study is conducted to examine the perspective of human resource management in the tourism and hospitality industries. Although this approach garners substantial empirical support, the best practices perspective only conveys a general high performance philosophy but does not fully articulate the complex HRM in effect. For instance, a philosophy of selective hiring or pay for performance can be implemented using many different practices, focusing on different skills and performance aspects. Global tourism is estimated at about 700 million travellers accounting for 8% of world exports and 30% of international trade in services. As a result, for this industry, competency ought to be more than a skill. The competencies for hospitality management fall within two considerably large domains. There is a significant impact of the human resource management policy dimension in the tourism and hospitality industries. The results in the study indicated that soft skills such as communication, persuasion and leadership are perceived as more important than hard or technical skills such as accounting, marketing and decision making.

TABLE OF CONTENTS

ACKNOWLEDGEMENTII

DECLARATIONIII

ABSTRACTIV

CHAPTER # 1: INTRODUCTION1

Background of the Study1

Problem Statement2

Purpose of the Study3

Significance of the Study3

CHAPTER # 2: LITERATURE REVIEW5

Hospitality management competencies5

Soft skills for the hospitality industry6

Knowledge Management Research in the Hospitality and Tourism Industry8

Configurations of Human Resource Management10

CHAPTER # 3: METHODOLOGY14

Research design14

Research instrument14

Population and Sample15

Data Analysis Techniques16

CHAPTER # 4: FINDINGS17

Introduction17

Respondents Profile17

Questionnaire Analysis20

Correlation Analysis24

CHAPTER # 5: DISCUSSION AND CONCLUSION27

Discussions27

Conclusion29

Recommendations for tourism and hospitality industries educational institutions30

Recommendations for further research30

Summary31

REFERENCES32

APPENDIX34

Questionnaire34

CHAPTER # 1: INTRODUCTION

Background of the Study

Previous researchers have examined management within the tourism and hospitality industry for many reasons, including: examining job satisfaction of general managers, determining factors on a resume that may lead to being contacted for an interview, and determining the causes of management turnover and what could be done to increase retention. Amoah (2007) found differences between pre- and post-entry expectations of tourism and hospitality management in the industry. However, no past research has examined differences in tourism and hospitality with respect to experiences, importance, and turnover in the industry.

A discrepancy between what employees expect and what they experience has been suggested as one of the reasons tourism and hospitality employees leave the industry (Amoah 2007 12). The responsibilities of entry-level managers in the hospitality industry are continuously changing. Obtaining and keeping a management job in a restaurant or hotel requires that a person have the ability to change. Successful managers have the enthusiasm to ...