Essential Hospitality Management Competencies: The Importance of Soft Skills

2013 ◽  
Vol 25 (3) ◽  
pp. 131-145 ◽  
Author(s):  
Lisa G. Sisson ◽  
Allison R. Adams
Keyword(s):  
Soft Skills ◽  
Hospitality Management ◽  
Management Competencies

scholarly journals Pengembangan SDM pustakawan di Perpustakaan IAIN Kediri

2019 ◽  
Vol 1 (2) ◽  
pp. 1-14
Author(s):  
Nurwarniatun Nurwarniatun
Keyword(s):  
Human Resources ◽  
Human Resource Development ◽  
Information Literacy ◽  
Soft Skills ◽  
Human Resources Development ◽  
Management Competencies ◽  
Library Management ◽  
Source Data ◽  
Resources Development

Artikel ini mengeksplorasi pengembangan SDM pustakawan di perpustakan IAIN Kediri serta kendala-kendala yang dihadapi oleh perpustakaan dalam mengembangan SDM pustakawan. Metode penelitian dalam artikel adalah kualitatif, sedangkan sumber  datanya  adalah  data lapangan  yang  diperoleh  dari  pengamatan,  dokumentasi dan wawancara  dengan kepala  perpustakaan  dan  para  pustakawan  di  IAIN Kediri. Hasil penelitian ini menunjukkan bahwa pengembangan SDM pustakawan di IAIN Kediri bertujuan untuk meningkatkan kompetensi kepustakawaan pada aspek manajemen, pengolahan dan pelayanan perpustakaan. Mulai tahun 2013-2019 terdapat 29 kegiatan pengembangan SDM, kegiatan-kegiatan tersebut bisa dikelompokkan menjadi:  kompetensi manajemen perpustakaan, kompetensi pengolahan bahan pustaka, kompetensi IT, Kompetensi penulisan karya ilmiah dan Daftar Usul Penetapan Angka Kredit (DUPAK) dan Literasi Informasi, dan terakhir kompetensi soft skills.  Kendala pengembangan SDM yaitu: kemapuan pustakawan dalam hal dasar-dasar kepustakawanan sangat beragam,  Pustakawan belum menguasai aplikasi dasar sistem informasi, Pustakawan tidak percaya diri sehingga minim tindak lanjut, minimnya anggaran pengembangan SDM, dan perpustakaan tidak otonom dalam merencanakan kegiatan pengembangan SDM. Kata Kunci: Pengembangan SDM, Pustakawan, Perpustakaan This article explores the development of librarians 'resources in the library of IAIN Kediri as well as the obstacles faced by the library in developing librarians' resources. The research methods in the articles are qualitative, while the source data is field data obtained from observations, documentation and interviews with librarians and librarians at IAIN Kediri. The results of this study indicate that the development of librarians' resources at IAIN Kediri aims to enhance the competency of librarians in the areas of library management, processing and service. From 2013-2019 there were 29 human resources development activities, which can be grouped into: library management competencies, library processing competencies, IT competencies, Scientific writing competencies and Credit List Assignment List (DUPAK) and Information Literacy, and finally soft skills competency. Human resource development constraints are: librarians' competence in terms of corporate fundamentals, Librarians have not mastered the basic application of information systems, Librarians are not confident enough to follow-up, minimal HR development budgets, and the library is not autonomous in planning human resources development activities. Keywords: development of librarians 'resources, librarian, library

scholarly journals Formation of soft skills in the educational process of higher education as a factor in the development of competitiveness of young professionals

2021 ◽  
Vol 51 (3) ◽  
pp. 115-126
Author(s):  
Olga V. Zaslavskaya ◽  
◽  
Aleksandra S. Malafiy ◽  
Keyword(s):  
Soft Skills ◽  
Participant Observation ◽  
Self Regulation ◽  
Work Organization ◽  
Hospitality Management ◽  
Educational Process ◽  
Practical Significance ◽  
Professional Activity ◽  
Control Group ◽  
Experimental Group

Introduction. Modern professional activity of a specialist in tourism and hospitality requires the possession of not only highly specialized, so-called hard skills, but also skills, which in contrast to the former are considered “soft”. The growing tourism services sector, international competition, new forms of work organization require from a specialist to possess, first of all, the skills of self-organization, communication, teamwork, etc. Materials and methods. The study involved 86 people (46 people were in the control group; 40 people were in the experimental group) who were students of “Hospitality Management” at Tula State University. Methods of questionnaires, participant observation and “mystery shopping” were used to determine the level of formation of soft skills in the participants of the control group. The survey among employers (n=10) was conducted. To analyze the effectiveness of the forming experiment the χ2-Pearson’s criterion was used. Results. The formative stage of experimental work was associated with the introduction of organizational and pedagogical conditions in the practice of training bachelors in the direction of “Hotel Management”. It was found that the identified organizational and pedagogical conditions affect the formation of professionally significant qualities of a specialist, underlying its productive competitiveness in the field of professional activity. It was revealed that the students of the experimental group more actively form the skills of mental self-regulation and overcoming stressful situations (χ2 = 6.64; p<0.05). Discussion. The practical significance of the results is determined by the possibility of their use in training not only specialists in the field of tourism, but also other representatives of professions that are part of the “human-human” system.

scholarly journals Generation Z: Fitting Project Management Soft Skills Competencies—A Mixed-Method Approach

2020 ◽  
Vol 10 (7) ◽  
pp. 187
Author(s):  
José Magano ◽  
Cláudia Silva ◽  
Cláudia Figueiredo ◽  
Andreia Vitória ◽  
Teresa Nogueira ◽  
...  
Keyword(s):  
Project Management ◽  
Mixed Method ◽  
Soft Skills ◽  
Self Awareness ◽  
Management Competencies ◽  
Mixed Method Approach ◽  
Generation Z ◽  
Survey Results ◽  
Management Soft Skills ◽  
Method Approach

Generation Z is arriving in the workforce. Do these youngsters have the skills and traits to fit project teams? This study reviews the literature concerning project management competencies and the traits that are associated with Generation Z. To deepen the understanding of its members (Gen Zers) traits, we explore the self-awareness of their profile, strengths and weaknesses with an empirical study. We used a mixed-method approach, implementing a survey on a sample of 211 college students about to enter the labor market. Comparing our survey results with the literature, we identified differences that reveal some of the lack of awareness of Gen Zers about their traits. Further analysis also revealed a significant correlation between the most highlighted Generation Z traits and essential project management soft skills, pointing to Generation Z as a promissory asset in the project management field. However, other essential project management (PM) soft skills were not grounded in personality traits. Our findings, namely the lack of awareness and association results, suggest the need for further research on educational approaches and re-thinking and targeting education and training policies that could strengthen Generation Z soft skills. Our results also suggest reflections about whether the Gen Zers traits fit the PM competencies sought by organizations.

scholarly journals Formation of Emotional Intelligence of the Financial Company's Employees

2020 ◽  
Vol 11 (5) ◽  
pp. 485
Author(s):  
E. G. Nikiforova ◽  
D. S. Shakirova ◽  
A. D. Abrosimova
Keyword(s):  
Emotional Intelligence ◽  
Work Stress ◽  
Emotional Competence ◽  
Soft Skills ◽  
Retail Trade ◽  
Human Intelligence ◽  
Effective Management ◽  
Management Competencies ◽  
Conflict Situations ◽  
Financial Company

Today human intelligence plays an important role in management activities. "Soft skills" are the basis for creating effective horizontal and vertical communications; however, for the effective management of employees today stands out another factor – management competencies, including emotional intelligence. Due to the ability to manage emotions, the employee is capable of self-motivation, to the effective management of conflict situations, work stress, and also increases the efficiency of staff. Accordingly, understanding the emotions of employees allows the financial company to analyze their actions and adjust them to create conditions that will satisfy the needs of the staff in exchange for meeting the needs of the organization if it is necessary. When considering the features of the formation of the emotional competence of employees, we found that emotional intelligence must be developed following the developed algorithm, especially leaders. The research also provides models for managing factors, as well as methods for assessing emotional competence and the mechanism for developing emotional intelligence on the example of retail trade (hypermarket with more than 300 employees) in Kazan.

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