Contribution of Human Capital Development (Hcd) to Organisational Effectiveness in the Southern African Hospitality Industry

Mara, Cashandra; Govender, Cookie M.; Makka, Anoosha

doi:10.31920/1750-4562/2021/v16n3a10

Cited by 3 publications

(10 citation statements)

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“…Tokarz-Kocik (2018), another rare researcher who examined HR risks in the hospitality industry, intended to offer facilities and risks arising from motivating employees for the execution of hotel activities. Another research among the few was conducted by Mara et al (2019). The authors conducted a study on African hospitality managers' perception of human capital development (HCD) risk.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Findings of Bitsch et al (2006), Kozubíková et al (2020) and Mara et al (2019) have shown that the most likely HR risks are the risks associated with the recruitment and personnel selection, personnel adaptation risks, motivation risks, risks of an inefficient use of staff, performance, inadequate training, hiring, compensation, career, leadership, absenteeism, employee health and wellbeing, productivity, financial, high employee turnover, low employee commitment and reputation for manager accountability, legal and innovation. Because of their harmful nature, HR risks require particular attention.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Draconian competition between firms operating on the global market, together with rapid changes, are influencing goods, services and human needs and expectations (Backman et al , 2017; Kozubíková et al , 2020; Li and An, 2022; Mara et al , 2019). To meet these challenges, firms require high-performance strategic planning (Meyer et al , 2011), within which human resources (HR) plans play an important role in realizing firm and industry-level goals and objectives, since HR is recognized as an important asset for the firm in order to be competitive (Al Hrou and Mohamed, 2014; Rzayeva, 2020; Tatarusanu, 2009).…”

Section: Introductionmentioning

confidence: 99%

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Human resource risk challenges in the hotel industry

Ari

2022

JHTI

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PurposeThis study aims to identify and classify potential hospitality industry human resource (HR) risks in the luxury hotel context.Design/methodology/approachData has been collected from five-star hotels in Antalya, one of the most popular tourism destinations in Turkey. The study conducted focus groups to examine how hotel managers and lower-level staff perceive such risks. Using these focus group discussions, the participants' perceptions of HR risks were explored and elicited.FindingsParticipating hotel managers' and employees' perceptions were utilized to build up an outline for examining the risks associated with human resources management (HRM) practices in hotels. The evaluation shows that HR risk types in luxury hotels vary highly and that each type of risk requires close examination.Practical implicationsRecognizing HR risks play a key role for hospitality industry leaders and managers in attaining their organizations' goals and objectives, offering a practical framework in identifying and governing their HR risks, allowing them to make better strategic choices regarding their HR risk management (RM) plans.Originality/valueThis study extends the hospitality literature by exploring new ways of identifying and classifying HRM risks in luxury hotels.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Human resource risk challenges in the hotel industry

Ari

2022

JHTI

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“…The range of risks accompanying modern human resources management is quite diverse, which is due to the uncertainty and dynamics of the environment SMEs operate in as well as the wide range of reasons for each individual personnel risk (Tselyutina, Timokhina, Vlasova, Maslova, 2019). Insufficient awareness of the existence of such risks, insufficient knowledge of tools to their management often results in the fact that the risks are not perceived as important, they are not measured or are even ignored (Mara, Govender, Makka, 2019).…”

Section: Introductionmentioning

confidence: 99%

“…Understanding, identification, analysis, and prevention of risks in the area of human resources are thus an important element of risk management in SMEs (Mara et al, 2019;Urban, 2018). SME performance thus largely depends on the level of personnel risk management (Mura, 2021;Olton, Głowacki, 2014).…”

Section: Introductionmentioning

confidence: 99%

The Intensity of Perception of Selected Personnel Risk Factors in the V4 Countries

Rózsa

Belás

Metzker

et al. 2022

Folia Oeconomica Stetinensia

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Research background: The intensity of the personnel risk perception in SMEs is a crucial factor contributing to the application of risk management practices. Purpose: The objective of the study is to identify the intensity of perception of personnel risks and their manifestation in the form of staff turnover, error rate, and employee effort to improve their performance in SMEs in the V4 countries. Research methodology: The 1,585 companies in the V4 countries were randomly selected and surveyed. The descriptive statistics and Pearson correlation coefficient (Chi-square and Z-score) were used for hypotheses verification. Results: The results show heterogeneity in the perception of personal risks in the V4 countries. Compared to the Czech Republic, the intensity of perception of personal risks differs in Hungary and Slovakia (p-value < 0.0001/0.0404). However, the perception of employee turnover is different in Hungary (p-value = 0.0078), but not in Slovakia and Poland (p-value = 0.5218/0.4268). Perceptions of employee skills differ in Hungary (p-value = 0.0253), while the differences in Slovakia and Poland are not statistically significant (p-value = 0.1104/0.2414). Performance improvement and competitiveness in the workplace differ in Slovakia and Hungary (p-value = 0.0134/<0.0001). Novelty: The study fills in the gap in the area of perceived personnel risks and their manifestations and provides valuable proposals for taking measures concerning the limitations of SMEs.

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Measuring Human Capital Development (HCD) Return on Investment (ROI), Risk, and Knowledge Gaps across selected Occupations in South Africa

Govender

Adegbite

2023

JMR

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of Human Capital Development (HCD) as compared to their overall business performance and profitability. The HCD measurement challenge may be attributed to the knowledge gap on HCD measurement among employees and managers. A quantitative survey (n = 210) measured and compared management and employee knowledge on HCD Return on Investment (ROI), HCD risks, and HCD risk solutions in South Africa. Respondents ranged across occupational categories from various organizations. The findings indicated an awareness of HCD ROI measurement, risk, and risk remedies. However, there were deviations in that knowledge across occupational categories. General managers and entrepreneurs have better knowledge of HCD ROI measurement, risk identification, and risk remedies as compared to other occupations. HR, financial, hospitality, and learning and development professionals showed the lowest mean scores. The current study contributed to measure HCD ROI, risk, and occupational HCD knowledge gaps. The practical implication and contribution of the study was that managers and employees were made aware of the significance of measuring HCD ROI, risk, and remedies across all occupations. Moreover, further research is recommended to expand the research instrument and measure HCD knowledge across occupations in other countries in Africa and across the globe.

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Contribution of Human Capital Development (Hcd) to Organisational Effectiveness in the Southern African Hospitality Industry

Cited by 3 publications

References 0 publications

Human resource risk challenges in the hotel industry

Human resource risk challenges in the hotel industry

The Intensity of Perception of Selected Personnel Risk Factors in the V4 Countries

Measuring Human Capital Development (HCD) Return on Investment (ROI), Risk, and Knowledge Gaps across selected Occupations in South Africa

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