Competencies of hotel general managers: a conceptual framework

2017 ◽  
Vol 29 (1) ◽  
pp. 393-418 ◽  
Author(s):  
Sonia Bharwani ◽  
Parvaiz Talib
Keyword(s):  
Hospitality Industry ◽  
Talent Management ◽  
Competency Model ◽  
Competency Framework ◽  
Sustainable Leadership ◽  
Senior Managers ◽  
General Manager ◽  
Content Type ◽  
Leadership Competency ◽  
General Managers

Purpose It is crucial for hospitality organisations to develop sustainable leadership by regularly re-evaluating the competencies and skills required by their senior managers and leaders. In the context of this strategic talent management imperative, this paper aims to identify and map competencies required for the pivotal position of a hotel general manager to develop a holistic and relevant leadership competency framework. Design/methodology/approach Through secondary research, this study undertakes a detailed literature review of competency and leadership studies in the context of the hospitality industry to distil the essential competencies and skills required by a general manager. Findings This study proposes a leadership competency model for hospitality organisations in the form of a 43-item competency framework for hotel general managers categorised into four broad dimensions – cognitive competencies (knowledge), functional competencies (skills), social competencies (attitudes and behaviours) and meta competencies (motives and traits). Practical implications The proposed competency model, once empirically tested for robustness, could serve as a blueprint for hospitality organisations to develop their own organisation-specific competency framework for senior leadership that could prove to be a keystone for integrated talent management practices. Further, educationists and trainers could use the findings of this study as inputs in designing curricula and pedagogical interventions to meet the industry’s future needs and expectations with regards to competencies of senior managers. Originality/value By aggregating competencies from earlier studies and synthesising and categorising them in accordance with a contemporary, hospitality industry-relevant typology, a comprehensive competency model specific for hotel general managers has been proposed.

Talent management in government organizations: identification of challenges and ranking the solutions to address them

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad-Hadi Sehatpour ◽  
Behnam Abedin ◽  
Aliyeh Kazemi
Keyword(s):  
Human Resources ◽  
Talent Management ◽  
Successful Implementation ◽  
Senior Managers ◽  
Related Factors ◽  
Content Type ◽  
Government Organizations ◽  
Top Managers ◽  
Different Types ◽  
Comprehensive Framework

PurposeThe main aim of this research is to rank and prioritize the solutions to address the challenges for the successful implementation of talent management (TM) in government banks in Iran.Design/methodology/approachThis paper has identified the challenges of TM implementation in government banks and proposed the solutions to address these challenges through a review of the extant literature. The identified challenges and solutions were ranked using two multi-criteria decision-making (MCDM) methods called PROMETHEE and VIKOR based on the insights from 20 senior managers of government banks in Iran.FindingsThe challenges and solutions were categorized into cultural, managerial, human resources and environmental-related factors. “Building culture of TM in organizations”, “making TM as an ongoing process in organizations”, “commitment of senior managers to TM process”, “managing TM pipeline” and “focusing on meritocracy in recruitment and selections” were ranked as the top solutions to address cultural, managerial, human resources and environmental challenges, respectively.Research limitations/implicationsThe findings can provide a comprehensive view of different types of challenges and solutions in the TM process for government organizations and institutions. It also provides helpful insights for top managers to define their organizations' strategies effectively and to implement the TM process by ranking and prioritizing the solutions to address their challenges.Originality/valueThe main contribution of this study is to develop a comprehensive framework in which, identification of different types of challenges in the implementation of TM processes can be addressed and the approaches to remove or mitigate the effects of these challenges are ranked by using two well-established MCDM techniques.

Incorporating medical leadership into undergraduate curricula: a proposal for a spiral curriculum

2019 ◽  
Vol 32 (3) ◽  
pp. 435-444 ◽  
Author(s):  
Ross I. Lamont ◽  
Ann L.N. Chapman
Keyword(s):  
Leadership Development ◽  
Leadership Training ◽  
Learning Opportunities ◽  
Competency Framework ◽  
Medical Council ◽  
Undergraduate Level ◽  
Content Type ◽  
Leadership Competency ◽  
Spiral Curriculum ◽  
Medical Leadership

Purpose There is increasing recognition of the importance of incorporating medical leadership training into undergraduate medical curricula and this is now advocated by the General Medical Council (GMC) and supported through the development of the Undergraduate Medical Leadership Competency Framework (MLCF). However to date, few medical schools have done so in a systematic way and training/experience in medical leadership at undergraduate level is sporadic and often based on local enthusiasm. The purpose of this paper is to outline a theoretical curriculum to stimulate and support medical leadership development at undergraduate level. Design/methodology/approach This study describes a theoretical framework for incorporation of medical leadership training into undergraduate curricula using a spiral curriculum approach, linked to competences outlined in the Undergraduate Medical Leadership Competency Framework. The curriculum includes core training in medical leadership for all students within each year group with additional tiers of learning for students with a particular interest. Findings This curriculum includes theoretical and practical learning opportunities and it is designed to be deliverable within the existing teaching and National Health Service (NHS) structures. The engagement with local NHS organisations offers opportunities to broaden the university teaching faculty and also to streamline medical leadership development across undergraduate and postgraduate medical education. Originality/value This theoretical curriculum is generic and therefore adaptable to a variety of undergraduate medical courses. The combination of theoretical and practical learning opportunities within a leadership spiral curriculum is a novel and systematic approach to undergraduate medical leadership development.

scholarly journals AI redefining the hospitality industry

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Huub Ruel ◽  
Esther Njoku
Keyword(s):  
Customer Satisfaction ◽  
Service Quality ◽  
Employee Engagement ◽  
Hospitality Industry ◽  
Management Practices ◽  
Talent Management ◽  
Analytical Tool ◽  
Content Type ◽  
Hospitality And Tourism ◽  
Service Profit Chain

Purpose This paper aims to explore how artificial intelligence (AI) technologies have redefined the hospitality industry. It develops a theoretical framework to evaluate its impact on employee engagement, retention and productivity levels, stemming from its potential implications for service quality and customer satisfaction. Design/methodology/approach Based on the exploration of relevant literature, role theory and service-profit chain were used to develop – role-service-profit chain. Findings Role-service-profit chain is an analytical tool which has strong implications for investment and deployment analysis of the new technologies in hospitality and tourism businesses. It proposes how managers can evaluate how the role expectation of technological innovations relate to service quality and customer satisfaction through its impact on employee-related outcomes (such as employee engagement, retention and productivity), and assess the corresponding impact on profitability and growth, in the context of their own unique internal environment and position in the market. Research limitations/implications Although an empirical assessment of the hypothesised relationships in the model is required to evaluate and validate it in the hospitality industry, role-service-profit chain presents promising implications for tourism and hospitality practice and future research. Practical implications Role-service-profit chain is an analytical tool from which managers can make improvements on talent and talent management practices and adjust expectations and behaviours in ways that facilitate improvements in service quality and customer satisfaction. Originality/value This paper makes an important contribution to hospitality and tourism literature, as it explores how AI technologies implemented to improve on talent and talent management practices impact on service quality and customer satisfaction, and develops analytical tools by which this may be evaluated.

scholarly journals Exploring HR practitioners’ perspective on employer branding and its role in organisational attractiveness and talent management

2017 ◽  
Vol 25 (5) ◽  
pp. 742-761 ◽  
Author(s):  
Vishwas Maheshwari ◽  
Priya Gunesh ◽  
George Lodorfos ◽  
Anastasia Konstantopoulou
Keyword(s):  
Human Resource ◽  
Multinational Enterprises ◽  
Banking Sector ◽  
Talent Management ◽  
Embryonic Stage ◽  
Structured Interviews ◽  
Employer Branding ◽  
Senior Managers ◽  
Content Type ◽  
Professional Perspective

Purpose The latest research in the field of employer branding highlights a mix of marketing principles and recruitment practices, based on the concept that, just as customers have perceptions of an organisation’s brand, then so do other stakeholders including employees. However, the emphasis has been on organisations, which predominantly operate in developed countries typically with Westernised-individualistic cultures. This paper aims to investigate employer branding for service organisations’ image and attraction as an employer in a non-Western culture. Design/methodology/approach This study examines the perceptions of human resources’ professionals and practitioners on the role of employer branding in employer attractiveness and talent management, within Mauritian banking sector. The data collection for this qualitative study involved semi-structured interviews with senior managers from Mauritian banking organisations, including multinational enterprises, small business unit banks and Mauritian banks. Findings Analysis of the findings showed that organisations, and banks in this case, are increasingly competing to attract highly skilled personnel in various professional areas; therefore, those organisations that attract the best talent will have a distinct edge in the marketplace. Furthermore, findings from the semi-structured interviews with senior managers suggest that employer branding remains at the embryonic stage within the Mauritian banking sector; therefore, a clear need exists for a more developed strategy. Research limitations/implications The outcomes of this study call for re-engineering with regards to managerial collaboration in organisations for the successful design and implementation of the employer branding strategy. The empirical findings from the Mauritian banking sector show that the strategic position occupied by the human resource function is still at an embryonic stage as regards with the competitiveness of banks as service organisations. Practical implications The study presents a need for the development and maintenance of long-term collaborative and trust-based relationships between the human resource and marketing functions. Originality/value The insights provided through this study addresses the dearth of academic research on employer branding on the African continent while providing invaluable information from a human resource professional perspective.

scholarly journals Better together? A hospitality case for umbrella branding

2016 ◽  
Vol 31 (8) ◽  
pp. 1004-1016 ◽  
Author(s):  
Kaouther Kooli ◽  
Huifen Cai ◽  
Xiaoyun Tang ◽  
Cornelia Beer ◽  
Len Tiu Wright
Keyword(s):  
Hospitality Industry ◽  
Theoretical Framework ◽  
Structured Interviews ◽  
Senior Managers ◽  
Content Type ◽  
Alliance Management ◽  
Umbrella Branding ◽  
Behavioural Characteristics ◽  
Umbrella Organisation ◽  
Branding Strategies

Purpose While the topic of “umbrella branding” strategies for manufacturers’ products in the business-to-business literature has received attention, much less has been written about umbrella branding strategies in the hospitality industry. With the aid of a theoretical framework, this paper aims to explore three types of behavioural characteristics: alliance attribute, communication behaviour and alliance management, to examine cost and service benefits for alliance success within one umbrella organisation in the German hospitality industry. The theoretical framework of the paper built on the model of Vanpoucke and Vereecke (2012), incorporating a top management perspective to test and extend an umbrella brand. Design/methodology/approach Semi-structured interviews with a sample of senior managers were carried out in Germany at the headquarters of Ringhotels e.V. Content analysis of the data collected was implemented to increase understanding of the research phenomenon with regard to relationships and the conceptual framework applied. The results were presented in the tables with discussions about the qualitative research. Findings The results of the study showed that behavioural characteristics played a significant role in explaining overall alliance success on cost and service benefits. A good level of quality presented in Ringhotels’ services, marketing, risk and coordination was found to be a better predictor of success when absence of management and lack of trust hampered good performance. Originality/value The study offers insights into the management of relationships within Ringhotels e.V. and how these can be better managed. The main contribution of the work fills in a gap currently existing in the literature about umbrella branding within the hospitality industry.

scholarly journals A dialogic reframing of talent management as a lever for hospitableness

2018 ◽  
Vol 10 (1) ◽  
pp. 14-27 ◽  
Author(s):  
Allan Ramdhony ◽  
Norma D’Annunzio-Green
Keyword(s):  
Design Methodology ◽  
Hospitality Industry ◽  
Moral Dilemmas ◽  
Talent Management ◽  
Necessary Condition ◽  
Moral Obligations ◽  
Content Type ◽  
Tourism And Hospitality Industry ◽  
Tourism And Hospitality ◽  
Practical Implications

Purpose The purpose of this paper is to consider how the talent of hospitableness can be transposed to commercial settings without a wholesale erosion of its altruistic and moral core and how it can be effectively leveraged within the talent management (TM) process. Design/methodology/approach The authors unpack the concept of hospitableness which entails an unconditional disposition and moral obligation in the host to care for their guest. This paper also exposes its moral dilemmas and the risks it presents to both host and guest – leading to the endorsement of reciprocal altruistic hospitableness which warrants altruistic sentiments and moral obligations in both parties as the necessary condition for a more protective, mutually beneficial and enduring host–guest relationship. Against the backdrop of the tourism and hospitality industry, this paper examines the challenges of transposing hospitableness to commercial settings without a wholesale erosion of its altruistic and moral core. It posits that what is needed is a reframing of TM as a dialogic process through which hospitableness can be effectively leveraged as a unique talent. Findings In carrying out this exercise, this paper develops a conceptual framework that brings the TM process under the overarching principle of free dialogue – which the authors see as a precondition for preserving the altruistic and moral core of hospitableness even when transposed to commercial settings. Practical implications The framework contains concrete guidelines on how to reframe TM as dialogic practice and can be used as a canvas for experimentation in managing the talent of hospitableness and for training purposes. Originality/value The paper expands the conceptual dimensions of hospitableness and deepens understanding of its application via the TM process to commercial settings.

scholarly journals Workplace learning and organisational performance in the hospitality industry

2020 ◽  
Vol 34 (2) ◽  
pp. 173-186
Author(s):  
Anne Kleefstra ◽  
Michel Altan ◽  
Jol Stoffers
Keyword(s):  
Workplace Learning ◽  
Hospitality Industry ◽  
Structural Features ◽  
International Perspective ◽  
Organisational Performance ◽  
Learning And Development ◽  
Content Type ◽  
General Managers ◽  
Hr Managers ◽  
Depth Interviews

PurposeThe hospitality industry creates a distinctive context in which learning takes place. The industry's international perspective and large globalisation play an important role in learning, as well as the operational and structural features that give meaning to learning and development in the hospitality industry. This explorative research therefore studies the relation between workplace learning and organisational performance in the Dutch hospitality industry.Design/methodology/approachThe qualitative research is done through 15 in-depth interviews with general managers and HR managers of Dutch hotels with three or more stars and at least ten employees.FindingsIt can be concluded that there is a relation between workplace learning and organisational performance in the hospitality industry, as the participants in this research and the literature both mention workplace learning enhances organisational performance.Originality/valueLittle research has been done on learning and organisational performance specifically, in the (Western) hospitality industry. This research therefore focusses on HRD and studies the influence of workplace learning on organisational performance in the Dutch hospitality industry.

Talent management, emotional labour and the role of line managers in the Scottish hospitality industry

2018 ◽  
Vol 10 (1) ◽  
pp. 57-68 ◽  
Author(s):  
John Bratton ◽  
Sandra Watson
Keyword(s):  
Business Strategy ◽  
Hospitality Industry ◽  
Talent Management ◽  
Formal Training ◽  
Line Managers ◽  
Content Type ◽  
Good Communication ◽  
Emotional Labour ◽  
The Uk

Purpose The purpose of this paper is to explore the role of line managers (LMs) in managing talent and emotional labour (EL) in the Scottish hospitality industry. Design/methodology/approach Data were generated from manager and HR practitioner interviews and a roundtable discussion with ten invited participants. In addition to obtaining an overview of approaches taken to managing talent and emotion, the authors also explored any challenges in implementing talent management (TM) in the industry and used an adapted model to rank the perceived importance of decisional, interpersonal, informational and developmental roles undertaken by front-LMs. Findings TM is seen as being of strategic importance, with structured and planned approaches in many of the organizations. Within these, LMs are given a great deal of responsibility. This requires organizations to provide time, resources and support to managers. It was evident that a caring and supportive culture is required. Highly significant differences are found on managing emotion. Although all managers highlighted that EL is important in the hospitality industry and managing it is challenging, most participants had an equivocal understanding of the concept and managers indicated that they had received no formal training to help manage emotion in the workplace. Research limitations/implications The scale of the paper is limited and restricted to the Scottish hospitality industry. Extending the research to other parts of the UK would be useful. Practical implications It is apparent that TM has to be linked to business strategy, with incentives and rewards for LMs. In addition, more formal training in the concepts of EL and emotional intelligence should be provided for senior and LMs. Also, good communication skills and support from top management for TM is important. Originality/value Previous research and commentary on TM mainly centres on relevant HR practices and policies. This paper focuses on the connection between managing talent and EL and identifies development behaviours as key factor affecting the performance of front-line employees.

Challenges to implement innovative ideas and practices

2016 ◽  
Vol 8 (4) ◽  
pp. 490-495
Author(s):  
Rumki Bandyopadhyay
Keyword(s):  
Design Methodology ◽  
Hospitality Industry ◽  
Structured Interview ◽  
Hotel Management ◽  
General Manager ◽  
Content Type ◽  
Innovative Solutions ◽  
Innovation Processes ◽  
Practical Implications

Purpose The purpose of this paper is to explore the key challenges related to innovation in the hospitality industry specific to the ITC Welcome Group’s Fortune Park Centre Point, Jamshedpur. This paper also presents possible solutions to these challenges. Design/methodology/approach The study is based on a semi-structured interview with the General Manager, ITC Welcome Group’s Fortune Park Centre Point, Jamshedpur. The purpose was to explore an open-ended strategic question: what are the key challenges in the implementation of innovative ideas and practices in the hospitality industry? And what are the ways to improve the innovation processes in the hospitality industry? Findings The paper provides valuable information on hotel management and operations and outlines innovative solutions to key challenges in Fortune Park Centre Point, Jamshedpur. Practical implications The paper highlights the operative approaches to key challenges, especially the tailor-made training and philosophy for overcoming workforce barriers. Originality/value The paper draws on practitioner perspectives and observations to explain how Fortune Park Centre Point, Jamshedpur, secures operational success. This paper will be of interest to practitioners, educators, researchers, industry leaders and students.

Leadership behaviours that foster organisational identification during change

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kim Aitken ◽  
Kathryn von Treuer
Keyword(s):  
Personal Characteristics ◽  
Organisational Change ◽  
Leadership Competencies ◽  
Competency Framework ◽  
Change Initiatives ◽  
Leadership Practice ◽  
Content Type ◽  
Leadership Competency ◽  
Identity Processes ◽  
Competency Domains

PurposeTo better understand how leadership behaviours are operationalised to foster organisational identification during change, to maximise the success of change initiatives.Design/methodology/approachUtilising the Delphi Technique, 15 Australian senior leaders and leadership subject matter experts were canvassed regarding their opinions on the role of leadership in nurturing organisational identification during change. Their perspectives on a preliminary leadership competency framework developed in an earlier research phase were also obtained.FindingsOrganisational identification was considered an important organisational construct that can yield a range of positive outcomes – including when guiding organisations (and their members) through change. However, organisational identification currently appears to be more of an academic term than a concept employed in leadership practice. Four key themes emerged regarding the leadership behaviours deemed most effective when encouraging organisational identification during change: (1) effective communication, (2) focus on relationships, (3) stewardship of the organisation and the change it is undertaking, and (4) management of self. The refined leadership competency framework consisted of 12 competencies within four competency domains: (1) Leadership and governance in organisational change, (2) Relationship management and communication skills, (3) Management of people, organisational systems and processes and (4) Personal characteristics and capabilities.Originality/valueThe study outlines a range of specific and observable leadership competencies and behaviours that can be employed to foster organisational identification during change. The findings should be of interest to organisations examining identity processes in response to business disruptions, including ensuring their members retain a sense of connection to the organisation during times of uncertainty and altered work practices.

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