Managing human resources in the European tourism and hospitality industry—a strategic approach

This chapter presents glocalisation as a new global phenomenon in providing sustainable business solutions and preserving durability of the business environment in the tourism and hospitality industry. The chapter reveals that the ‘one strategy fits all' (universalism) deficiency of globalization brought glocalisation into the limelight as the best alternative strategic approach in sustaining global business relevance and promoting environmental sustainability in the 21st century business era. The strategic mix of globalization and localisation inherent in glocalisation promotes unprecedented economic growth and the development of developing and emerging economies through promotion of their cultural heritage and historical values. The chapter further discloses that prevalent of global warming giving rise to climate change in the tourism and hospitality industry which can be significantly controlled through strategic implementation of a glocal strategy. It is concluded that glocalisation serves a dual-purpose of providing sustainable business solutions and preserving the business environment.

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THE IMPORTANCE OF HUMAN RESOURCES FOR EFFECTIVE IMPLEMENTATION OF CRISIS MANAGEMENT TOOLS IN TOURISM AND HOSPITALITY INDUSTRY

5th International Thematic Monograph: Modern Management Tools and Economy of Tourism Sector in Present Era - International Thematic Monograph: Modern Management Tools and Economy of Tourism Sector in Present Era ◽

10.31410/tmt.2020.441 ◽

2020 ◽

pp. 441-455

Author(s):

Branka Drašković ◽

◽

Marija Džunić ◽

Keyword(s):

Human Resources ◽

Crisis Management ◽

Hospitality Industry ◽

Dynamic Environment ◽

Management Tools ◽

Crisis Prevention ◽

Modern Business ◽

Negative Impacts ◽

Tourism And Hospitality Industry ◽

Tourism And Hospitality

The objective of this paper is to foreground the connection between human resources and crisis management in the tourism and hospitality industry, particularly in the implementation of various management tools for successful crisis strategy. One of the most significant sources of competitive advantage in organizations is allocated in human resources, their knowledge and skills, and the way they are used. Modern business conditions have created a dynamic environment that imposes the need to accept the changes flexibly. Whether it is a matter of sudden or gradual changes, as well as whether they are of a positive or negative character, each of them has implications that can result in a crisis. Therefore, the need to understand the crisis and the role of crisis management in the process of crisis prevention, management and overcoming, becomes a necessary element of any business system. Tourism represents one of the fastest-growing sectors in the world, but since it is vulnerable to various risks and crisis, developing an effective crisis management response, consisting of highly skilled people and the use of adequate crisis management tools, can significantly lower the negative impacts on this industry.

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Does and how resilience matter? Global implications for the tourism industry in the context of COVID-19

Worldwide Hospitality and Tourism Themes ◽

10.1108/whatt-01-2021-0015 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Alex Altshuler ◽

Joshua Schmidt

Keyword(s):

Large Scale ◽

Hospitality Industry ◽

Tourism Industry ◽

Deep Uncertainty ◽

Content Type ◽

Cascading Effects ◽

Strategic Approach ◽

The Face ◽

Tourism And Hospitality Industry ◽

Tourism And Hospitality

Purpose This paper aims to explore the concept of resilience both through conceptual lenses and an applied relevance and importance to the tourism and hospitality industry in the context of identifying the most effective approaches to cope with the worldwide epidemic of COVID-19. Design/methodology/approach This conceptual paper is based on a comprehensive literature review and strategic interdisciplinary analysis as a basis for comprehensive policy recommendations. Findings This paper suggests five clusters of globally applicable measures and approaches aimed to enhance the resilience of the tourism and hospitality industry in the face of COVID-19 and more broadly in the face of other regional and global large-scale disasters: fostering adaptive and creative leadership; humility and cautious navigating through a deep uncertainty; flexibility in building on the unknown; enhancing social capital; and developing mutual respect and positive interconnectivity among the various stakeholders. Originality/value Through policy-driven applied conceptual analysis, this paper provides the various audiences in the travel and hospitality sector across the globe with an original, flexible and strategic approach to effectively respond to the multiple cascading effects of COVID-19.

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Artificial Intelligence and Automation

10.4018/978-1-7998-8497-2.ch006 ◽

2022 ◽

pp. 88-97

Author(s):

Aarti Saini ◽

Rohan Bhalla

Keyword(s):

Artificial Intelligence ◽

Human Resources ◽

Hospitality Industry ◽

Digital Transformation ◽

Human Touch ◽

Virtual Assistance ◽

Tourism And Hospitality Industry ◽

Tourism And Hospitality ◽

Quality Of Products

Transformation is being observed in almost every sphere of life. Industries accept technological advancements by accepting artificial intelligence and automation to improve the quality of products and services and to have errorless processes. The industry has a large number of human resources, and it functions on the concept of human touch, also known as the essence of hospitality; however, with the advent of artificial intelligence, fear of losing the human resources and human touch in the industry is paramount. The authors of the chapter detail the significance of the human touch in the tourism and hospitality industry. The chapter also highlights the usage of artificial intelligence in tourism through predictive analysis, travel experiences through virtual assistance, and the digital transformation tourism and hospitality have observed mainly in the coronavirus pandemic. It ends with a discussion on artificial intelligence in tourism and hospitality as support system for human resources or enhanced service quality and customer experience.

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IMPLICATIONS OF EMPLOYEE’S PERCEPTION OF THE ROLE AND ACTIVITY OF THE HUMAN RESOURCES DEPARTMENT IN ROMANIAN TOURISM&HOSPITALITY INDUSTRY

Tourism and hospitality management ◽

10.20867/thm.14.1.3 ◽

2007 ◽

Vol 14 (1) ◽

pp. 23-26

Author(s):

Maria-Madela Abrudan

Keyword(s):

Human Resources ◽

Hospitality Industry ◽

Tourism And Hospitality Industry ◽

Tourism And Hospitality ◽

Relationship Of ◽

The Relationship

This paper is focused on the results of a study which has as main objective the assessment of the perception that employees have on the activity and the role of the Human Resources Department in Romanian Tourism and Hospitality Industry. The study was based on the administration of a questionnaire designed especially for this purpose addressed to the employees2 . The dimensions included in the questionnaire: a) The role of the HR Department from the employees’ perspective b) Typical activities of the HR Department from the employees’ perspective c) The relationship of the HR Department with the employees – trust and interaction d) The investment in employees– the development of the employees.

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Human Resources Management for Tourism and Hospitality Industry in Russia

IOP Conference Series Earth and Environmental Science ◽

10.1088/1755-1315/204/1/012031 ◽

2018 ◽

Vol 204 ◽

pp. 012031

Author(s):

A I Mosalev ◽

T M Shpilina ◽

O G Shcheglova ◽

A Sh Gizyatova

Keyword(s):

Human Resources ◽

Hospitality Industry ◽

Human Resources Management ◽

Resources Management ◽

Tourism And Hospitality Industry ◽

Tourism And Hospitality

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Gentrification and functional change in Budapest – ‘ruin bars’ and the commodification of housing in a post-socialist context

Urban Development Issues ◽

10.2478/udi-2020-0002 ◽

2020 ◽

Vol 65 (1) ◽

pp. 17-26

Author(s):

Gergely Olt ◽

Adrienne Csizmady

Keyword(s):

Ownership Structure ◽

Hospitality Industry ◽

Housing Stock ◽

Field Research ◽

Functional Change ◽

Global Changes ◽

Heritage Buildings ◽

The Subject ◽

Tourism And Hospitality Industry ◽

Tourism And Hospitality

AbstractThe growth of the tourism and hospitality industry played an important role in the gentrification of the post-socialist city of Budapest. Although disinvestment was present, reinvestment was moderate for decades after 1989. Privatisation of individual tenancies and the consequent fragmented ownership structure of heritage buildings made refurbishment and reinvestment less profitable. Because of local contextual factors and global changes in consumption habits, the function of the dilapidated 19th century housing stock transformed in the 2000s, and the residential neighbourhood which was the subject of the research turned into the so called ‘party district’. The process was followed in our ongoing field research. The functional change made possible speculative investment in inner city housing and played a major role in the commodification of the disinvested housing stock.

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Beach Town

10.1093/oso/9780198799658.003.0003 ◽

2017 ◽

Author(s):

Christopher Hilliard

Keyword(s):

Hospitality Industry ◽

First World War ◽

Social Position ◽

Maritime Trade ◽

World War ◽

Ship Building ◽

Coastal Shipping ◽

Tourism And Hospitality Industry ◽

Tourism And Hospitality ◽

First World

The chapter surveys post-First World War Littlehampton, a coastal town where tourism and hospitality had overtaken maritime trade, but where coastal shipping and ship-building remained important industries. The libel case unfolded in the Beach Town district, where Littlehampton’s hotels and apartment houses were concentrated. Many of the tradesmen, small businesswomen, labourers, and domestics who serviced the tourism and hospitality industry lived in the neighbourhood. Working from the evidence George Nicholls gathered, census records, and documents in the Littlehampton Museum, the chapter provides an anatomy of the neighbourhood and then examines the families at the centre of the dispute, their economic and social position, and relationships within the household, which were often marked by violence.

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The Perception of Job-related Motivators When Choosing a Career in the Tourism and Hospitality Industry – A Comparative Study Between Polish and Spanish Students

International Journal of Management and Economics ◽

10.1515/ijme-2017-0014 ◽

2017 ◽

Vol 53 (2) ◽

pp. 84-106 ◽

Cited By ~ 3

Author(s):

Aleksandra Grobelna

Keyword(s):

Competitive Advantage ◽

Rapid Growth ◽

Career Paths ◽

Hospitality Industry ◽

Staff Turnover ◽

Motivating Factors ◽

Tourism Experience ◽

Tourism And Hospitality Industry ◽

Tourism And Hospitality

AbstractThe recent rapid growth of the tourism and hospitality industries raises a question about the quantity and quality of the workforce needed in these sectors. In the tourism/hospitality industry, where most services are delivered directly by employees, competitive advantage is primarily attained through people (employees), who are perceived as an integral component of tourism experience. This creates challenges for an industry suffering from high rates of staff turnover, especially of young employees who leave their jobs after graduation, choosing other career paths.This study presents the job related motivators that students found important when considering their future careers, and investigates the extent to which those motivators can be found in the tourism and hospitality industry. Is the industry able to offer the motivators that will keep the employees willing to choose this particular path? We focus on two groups of potential employees – Polish and Spanish students. The study reveals that both groups generally do not believe that a career in the TH industry offered these motivating factors. We also contrast and compare both groups’ perceptions in this area.

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