Professional profile and management competencies in the lodging industry

Maraouch, Fadila

doi:10.1080/15332845.2020.1763767

Cited by 5 publications

(4 citation statements)

References 26 publications

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“…Purposive sampling is one of the most common sampling strategies in qualitative research that enables us to group participants according to preselected criteria relevant to a particular research question (Teddlie and Yu, 2007). In the Lebanese context, it is known that 4-and 5-star hotels share some common characteristics, both in terms of the physical product and the management (Maraouch, 2020). We used "saturation" as a criterion for stopping interviews (Silverman, 2016).…”

Section: Methodsmentioning

confidence: 99%

How do hotels in developing countries manage the impact of COVID-19? The case of Lebanese hotels

Yacoub

Elhajjar

2021

IJCHM

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Purpose Many researchers have attempted to outline the effects of the coronavirus (COVID-19) pandemic on the growth of economies across the world. Few researchers consider addressing the COVID-19 pandemic as a crisis that needs effective crisis management measures. In particular, there is a gap in research that maps a way forward that managers can use as a guide to recover and revive the hospitality industry after the pandemic. This paper aims to fill this gap. Design/methodology/approach Data were collected through interviews with 26 hoteliers managing 4- and 5-star hotels in the city of Beirut. Data were analyzed using thematic analysis. Findings Findings show that the level of preparedness toward dealing with such a pandemic had been low. Hotels have been focused on ensuring transparency with the employees, providing adequate information and decentralizing power to the departmental levels to deal with the impacts of COVID-19. Operationally, hotel managers are shifting focus toward more safety-conscious operations across all departments; emphasizing the importance of local tourists rather than complete dependence on foreigners as a source of revenue; increasing flexibility in bookings and cancellations to incentivize customers. Shifts are expected to be made, making operations in hotels more technologically-aligned and focused. Research limitations/implications The aim of this study is to address the managerial reactions of the hotel industry during the COVID-19 pandemic crisis and the potential strategic approaches that hotels might adopt in the future. A focus on the Lebanese context can provide scholars with a new model and inform managers on how to approach a crisis of such nature and magnitude, especially in a country that is facing its worst political and economic crisis. The main challenge of this paper is that it examines the hotel industry only in the Lebanese context. The development of the hospitality sector cannot be studied outside the institutional context in which it operates. Originality/value This paper fulfills an identified need to study to which extent hotel managers were prepared to deal with a crisis the size of a global pandemic, what shifts in strategies were implemented and what is the future of the hospitality industry?

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Section: Methodsmentioning

confidence: 99%

How do hotels in developing countries manage the impact of COVID-19? The case of Lebanese hotels

Yacoub

Elhajjar

2021

IJCHM

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“…This refers to understanding, motivating, and working with others. Katz describes human resource skills as the capability to work effectively within a team while building an understanding of others and learning how to collaborate and take the initiative (Alamer, 2021;Caliendo, 2020;Iramaneerat, 2008;Katz, 2000;Maraouch, 2014;…”

Section: B Human Resource Skillsmentioning

confidence: 99%

“…They elaborate on this point in their study of the physical education office at a university in Iran. They found that human resource skills stood out compared to conceptual and technical skills (Alamer, 2021;Maraouch, 2014;Mostafa et al, 2012;Troutman, 2020).…”

Section: Technical Skillsmentioning

confidence: 99%

“…They ((Abdulhasan et al, 2020;Ismail et al, 2022;Savaneviciene & Girdauskiene, 2021;Thanh et al, 2021;Tsendsuren, Yadav, Kim, et al, 2021;Van Vo et al 2020;Zin et al, 2019) and agree with the opinion of (Katz, 2000) Abdulhasan et al, 2020;Chen et al, 2020;Dr. Iqbal Amin Khan et al, 2023;Gaigher et al, 2007;Ismail et al, 2022;Manxhari et al, 2017;Maraouch, 2014;Mohd Bekri et al, 2013;Mokhtar & Kadri, 2023;Ogan-Bekiroğlu & Arslan, 2014;Paarima et al, 2020;Penagos Guzmán & Hernández Castorena, 2023;Qiao & Wang, 2009;Saleh et al, 2019;Savaneviciene & Girdauskiene, 2021;Strohmeier, 2020;Thanh et al, 2021;Tsendsuren, Yadav, Kim, et al, 2021;Van Vo et al, 2020;Veliu & Manxhari, 2017 1. Focusing on strategic 2. long-term goals 3. rules and regulations Barney & Wright, 1998;Shirazi & Mortazavi, 2009 Mediation between : 1. professional and individual characteristics with business performance 2. managerial competence within good organizational performances…”

Section: Introductionmentioning

confidence: 99%

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The The Uniqueness of Managerial Competency Model in Indonesian Districts and Cities

Irawati,

Munajat

2023

pgr

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Managerial competency is a fascinating field to continue to develop and study until now. UNDP is still formulating the Competency Framework until 2030 (United Nations, 2018). The popularity of this field stems from the flexibility and dynamic nature of organizational practices that have been born due to global development. Managerial competencies have three components: conceptual skills, human resources skills, and technical skills. In Indonesia, city governments find it difficult to determine the right person based on managerial competence, so the wrong person is placed to occupy a strategic position. Therefore, this research wants to determine the right proportion of the three components of managerial competency and their indicators. That was the background of this study: analyzing the proportion of these skills by taking case studies in 2 regions in Indonesia, namely the Tasikmalaya Regency and Serang City. This study sought to find what managerial competency models apply in Indonesia, especially those represented by the two cities/regencies in Indonesia. This study used mixed methods: quantitative methods for distributing questionnaires to Echelon/ Class III and IV officials in the two cities and qualitative for expert group discussions to validate that would strengthen the analysis. The time needed for this research is about one year (around February 2019- August 2020). The contribution of this research shows that when an area uses an ideal competency managerial model, it is easier to achieve its vision and mission. The study results indicate that the Tasikmalaya Regency is quite good in its managerial competence selection process. It can be seen from the proportion of the three sets of dynamically dispersed managerial competencies compared to the ideal model, in contrast to Serang City, which is still far from ideal conditions. Serang City must improve its managerial competency model to make it more ideal. This is needed so that organizations can deal with changing times, which tend to be exponential to maximize performance achievements.

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Toward Sustainable Hospitality: An Examination of Sustainable Hotel Practices in Lebanon

Yacoub

2023

Contributions to Environmental Sciences &Amp; Innovative Business Technology

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Professional profile and management competencies in the lodging industry

Cited by 5 publications

References 26 publications

How do hotels in developing countries manage the impact of COVID-19? The case of Lebanese hotels

How do hotels in developing countries manage the impact of COVID-19? The case of Lebanese hotels

The The Uniqueness of Managerial Competency Model in Indonesian Districts and Cities

Toward Sustainable Hospitality: An Examination of Sustainable Hotel Practices in Lebanon

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