Hospitality, Tourism, and Events Industry Competency Model: Human Resource Management Implications

Friedman, Barry A.

doi:10.1007/978-3-030-12453-3_6

Cited by 5 publications

(3 citation statements)

References 14 publications

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“…Frontline staff must assure customers that they propose them the most favourable solution and provide them with a clear list of alternatives for their problems. Therefore, controlling and training human resources in this industry from the highest to the lowest level of employees is an influential factor that managers should not overlook (Friedman, 2019).…”

Section: Discussionmentioning

confidence: 99%

Hospitality-based service recovery, outcome favourability, satisfaction with service recovery and consequent customer loyalty: an empirical analysis

Shams

Rather

Rehman

et al. 2020

IJCTHR

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Purpose In recent studies, tourism scholars focussed more on service failure and recovery. Thus satisfaction with service recovery (SSR) and outcome favourability in conjunction with service recovery (SR) and customers’ behavioural intention was given very little attention, while they are very attention-grabbing, particularly in marketing areas of hospitality and tourism studies. Using stealing thunder and co-creation-based strategies, this study aims to investigate the impact of SR on outcome favourability, and its association with SSR and customer loyalty. Design/methodology/approach To attain the objectives of the current study, data were collected through field survey by applying a random sampling technique from 346 regular customers four- and five-star hotels in the context of Iran. The structural equation modelling technique was applied for testing the measurement and relationship models of the study. Findings The findings of this research reveal a positive relationship between SR and outcome favourability. The findings also indicate that outcome favourability positively affects SSR and loyalty. Finally, SSR exerts a favourable and significant impact on customer loyalty. Research limitations/implications The study findings may have restricted applicability in different contexts other than four- and five-star hotels. Theoretically, the current research contributes insight into the dynamics of characterizing SR, outcome favourability, SSR and behavioural intention-based theoretical associations, as observed in the hospitality industry. Originality/value This study adopted an un-explored SR, outcome favourability and SSR theoretical perspectives to identify the strength and nature of relationships between them and discuss their important implications for academicians and hotel managers.

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Section: Discussionmentioning

confidence: 99%

Hospitality-based service recovery, outcome favourability, satisfaction with service recovery and consequent customer loyalty: an empirical analysis

Shams

Rather

Rehman

et al. 2020

IJCTHR

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“…The described model includes five categories of competences: personal effectiveness, academic, workplace, industry-wide technical, and industrial sector technical competences. Depending on the level, these competencies include interpersonal skills, honesty, flexibility, creative thinking, problem-solving and decision-making skills, or marketing and sales [38]. In a broad range of competences in the tourism and hotel industry, two groups of competences can be distinguished-hard and soft skills.…”

Section: Literature Reviewmentioning

confidence: 99%

Actual and Expected Competencies in the Meetings Industry Sector during the Post-COVID-19 Era: The Case Studies Poland, Ireland, and Hungary

Nocoń,

Jurzak,

Kruszelnicki

et al. 2023

Sustainability

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The main purpose of the article is to identify the key competencies of the management staff and employees of meetings industry enterprises during the COVID-19 pandemic, which made it possible to secure the functioning of these entities during the crisis. The results of this survey, conducted in 2020 and 2021 among employees of this industry in three countries—Poland, Ireland, and Hungary, are the basis for a discussion on the competency profiles and competency gaps of employees in the meetings industry. Further research in this area of MICE competencies and the preparation of recommendation packages are necessary in order to prepare the industries for future possible crises based on the knowledge gained during the COVID-19 pandemic.

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“…The firm's organizational capability is improved as CM aligns an individual with job, role, and function, thus creating IC clusters at the leadership, specific function, or organization's specific capability. CM promotes communication in all directions (downward, lateral, and external communication) within the organizations (Friedman, 2019) by removing hierarchical and functional barriers. With the help of innovation competency, organizations develop patents and new products contributing to the IC of organizations (Papa, Dezi, Gregori, Mueller & Miglietta, 2018).…”

Section: Linking Competency Modeling To Intellectual Capitalmentioning

confidence: 99%

Managerial challenges to promoting competency-based intellectual capital in emerging market economies – developing a framework for implications

Shet

Giudice

Rammal

2021

JIC

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PurposeThis study aims to explore the challenges experienced by managers in adopting competency modeling (CM) and recommends an approach to overcome these challenges in promoting competency-based intellectual capital in organizations.Design/methodology/approachUsing in-depth interviews with organizational practitioners in India, this study identifies the challenges of competency modeling in emerging market economies.FindingsThis study identified nine contextual and eight non-contextual challenges in implementing CM practices in organizations. The framework addresses the CM challenges using direction setting, negotiation and selling, and monitoring and control dimension of implementation with behavioral, operational and change alignment aspects of CM. The framework proposes a checklist for stakeholders to help them diagnose and analyze the gaps in effective CM implementation.Research limitations/implicationsThis article contributes in the concept of competency-based intellectual capital and adoption of CM practices.Practical implicationsThis framework will assist the change management practitioners, human resources leaders, organizational development consultants and practitioners as a toolkit to address the challenges in the people management intervention.Originality/valueThe framework suggests a checklist for stakeholders to help diagnose and analyze the gaps in effective CM adoption.

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Hospitality, Tourism, and Events Industry Competency Model: Human Resource Management Implications

Cited by 5 publications

References 14 publications

Hospitality-based service recovery, outcome favourability, satisfaction with service recovery and consequent customer loyalty: an empirical analysis

Hospitality-based service recovery, outcome favourability, satisfaction with service recovery and consequent customer loyalty: an empirical analysis

Actual and Expected Competencies in the Meetings Industry Sector during the Post-COVID-19 Era: The Case Studies Poland, Ireland, and Hungary

Managerial challenges to promoting competency-based intellectual capital in emerging market economies – developing a framework for implications

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