Relevance of Strategic Management of Human Resources in Travel Agencies

2022 ◽  
pp. 1644-1665
Author(s):  
Maria Del Pilar Ramirez-Salazar ◽  
Omar Orlando Ovalle-Mora ◽  
Carlos Salcedo-Perez ◽  
Rafael Ignacio Perez-Uribe
Keyword(s):  
Human Resources ◽  
Strategic Management ◽  
Applied Research ◽  
Management Model ◽  
Tourism Sector ◽  
Travel Agencies

The strategic organizational direction must deal with the causes that give rise to changes in the organizations in each of their levels. The strategy is affected by the principles, values, and interests of all those who have power in their environment. This chapter reports the results obtained in the Relevance dimension, achieved during more than 3 years of theoretical and applied research that has taken place as a result of the Responsible Integral Management Model (GIR) based on the Human Resources of the companies of the tourism sector, as in the Colombian case.

Relevance of Strategic Management of Human Resources in Travel Agencies

2020 ◽  
pp. 80-101
Author(s):  
Maria Del Pilar Ramirez-Salazar ◽  
Omar Orlando Ovalle-Mora ◽  
Carlos Salcedo-Perez ◽  
Rafael Ignacio Perez-Uribe
Keyword(s):  
Human Resources ◽  
Strategic Management ◽  
Applied Research ◽  
Management Model ◽  
Tourism Sector ◽  
Travel Agencies

The strategic organizational direction must deal with the causes that give rise to changes in the organizations in each of their levels. The strategy is affected by the principles, values, and interests of all those who have power in their environment. This chapter reports the results obtained in the Relevance dimension, achieved during more than 3 years of theoretical and applied research that has taken place as a result of the Responsible Integral Management Model (GIR) based on the Human Resources of the companies of the tourism sector, as in the Colombian case.

scholarly journals Sustainable Strategic Management Model for Hotel Companies: A Multi-Stakeholder Proposal to “Walk the Talk” toward SDGs

2020 ◽  
Vol 12 (20) ◽  
pp. 8652
Author(s):  
Ernestina Rubio-Mozos ◽  
Fernando E. García-Muiña ◽  
Laura Fuentes-Moraleda
Keyword(s):  
Sustainable Development ◽  
Strategic Management ◽  
Management Model ◽  
The Sustainable Development ◽  
Stakeholder Approach ◽  
2030 Agenda ◽  
Tourism Sector ◽  
Qualitative Research Methodology ◽  
Development Goals ◽  
Multi Stakeholder

As we reach the fifth anniversary of the Declaration of the United Nations 2030 Agenda for Sustainable Development, the tourism sector responsible for over 10% of the world’s GDP still does not have an open-source, sustainable management criteria that would enable and empower them to “walk the talk” to contribute to the Sustainable Development Goals (SDGs). The purpose of this paper is to fill the gap in the social sciences and business management literature by providing a theoretical Sustainable Strategic Management Model (SSMM) proposal for the Fourth Sector (4S), Small- and Medium-sized (SMEs) Hotel companies (4S-SM-HCs), which are committed and have the will to contribute firmly to the 2030 Agenda. Based on their corporate purpose and aligned with the SDGs, this article provides a holistic proposal with a multi-stakeholder approach, adding the SDG perspective. Through a qualitative research methodology based on two focus groups in which the main stakeholders and the management team of the 4S-SM-HC under examination took part, a theoretical SSMM is co-defined so that the hotel company can make significant contributions to the five areas of the SDGs. Basing their structure on the internationally recognized Global Sustainable Tourism Council (GSTC) Criteria and co-created through social learning, this SSMM proposes four strategic management axis and develops ten principles of ethical performance (PEP). The main contributions of this article are two: (1) to provide an ecosystemic SSMM proposal to the 4S-SM-HCs to allow them to make significant contributions to the SDGs, and (2) to facilitate a methodological framework with a multi-stakeholder approach and SDG perspective to enable them to contribute to the wellbeing of people, the community and the planet.

Equal Opportunities and Managing Diversity in Tourism Management

2020 ◽  
pp. 39-54
Author(s):  
Şaban Kargiglioğlu ◽  
Gül Erkol Bayram
Keyword(s):  
Human Resources ◽  
Working Environment ◽  
Equal Opportunities ◽  
Managing Diversity ◽  
Tourism Management ◽  
Tourism Sector ◽  
Travel Agencies ◽  
Food And Beverage ◽  
Emotional Dimensions ◽  
Tourism Enterprises

All the changes are based on the ability to make the most of the human resources they possess, rather than the material elements, in order to survive in an environment of increasing creativity and competition. According to the businesspeople, physical, mental, and emotional dimensions are different from each other. Although it is difficult to manage the human resources that have these differences, the capacity and success level of the enterprise will increase when it is managed effectively. Management of differences in tourism enterprises, in addition to respecting and not discriminating between individuals and groups in accommodation, food and beverage, recreation establishments, and travel agencies, are evaluated and utilized for individual and organizational purposes. The aim of managing differences in the tourism sector is to create an appropriate working environment for all tourism staff, to increase the potential advantage of differences and to reduce their potential drawbacks.

scholarly journals Strategic management model with lens of knowledge management and competitive intelligence

2017 ◽  
Vol 47 (1) ◽  
pp. 55-93 ◽  
Author(s):  
Muhammad Shujahat ◽  
Saddam Hussain ◽  
Sammar Javed ◽  
Muhammad Imran Malik ◽  
Ramayah Thurasamy ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Information Resources ◽  
Competitive Intelligence ◽  
Management Model ◽  
Management Process ◽  
Content Type ◽  
Use Of Knowledge ◽  
Strategic Management Process

Purpose The purpose of this study is primarily to discuss the synergic and separate use of knowledge and intelligence, via knowledge management and competitive intelligence, in each stage of strategic management process. Next, this paper aims to discuss the implications of each stage of strategic management process for knowledge management and competitive intelligence and vice versa. Design/methodology/approach A systematic literature review was performed within time frame of 2000-2016. Extracted information from reviewed studies was synthesized and integrated in strategic management model of Fred David. Findings A strategic management model with lens of knowledge management and competitive intelligence is proposed. Each stage of knowledge management process has implications for knowledge management and competitive intelligence and vice versa. In addition, synergic and separate use of knowledge and intelligence results in effective decision-making, leading to competitive advantage. Research limitations/implications Learning curve of knowledge management and competitive intelligence and being limited to the use of Fred David model are among the many key limitations. Practical implications Experts of knowledge management, competitive intelligence and strategic management can use this study to gain competitive advantage based on knowledge and information resources. Organizations should have knowledge management function and competitive intelligence to support the strategy formulation, implementation and evaluation. Social implications Readers can take a view for how they can manage their knowledge and information resources from a strategic perspective. Originality/value This study proposes a strategic management model with lens of knowledge management and competitive intelligence. The model discusses ways for synergic and separate use of knowledge and intelligence in each stage of strategic management, leading to competitive advantage. In addition, it discusses the holistic and integrated implications of knowledge management and competitive intelligence for each stage of strategic management process and vice versa.

scholarly journals Design, measurement and analysis of a Knowledge Management model in the context of a Mexican University

Innovar ◽  
2016 ◽  
Vol 26 (59) ◽  
pp. 21-34 ◽  
Author(s):  
Gibrán Rivera González ◽  
Igor Antonio Rivera González
Keyword(s):  
Higher Education ◽  
Knowledge Management ◽  
Human Resources ◽  
Knowledge Creation ◽  
Information Technologies ◽  
Model Fit ◽  
Management Model ◽  
Leadership Culture ◽  
Measurement And Analysis ◽  
Question Survey

The paper aims to design and apply a Knowledge Management (KM) model within the context of a Higher Education (HE) institution in Mexico. The model is composed of six enablers: leadership, culture, structure, human resources, information technologies and measurement, which facilitate the processes of knowledge creation, storage, transfer and application. A 53-question survey applied to thirty-six (36) people allowed to evaluate the degree of development and implementation of knowledge enablers and processes. Objectivity, reliability and overall model fit were assessed.

scholarly journals The Roles of English in the Development of Tourism and Economy in Indonesia

2021 ◽  
Vol 11 (3) ◽  
pp. 305-313
Author(s):  
Ida Ayu Made Sri Widiastuti ◽  
◽  
I Nengah Dasi Astawa ◽  
Ida Bagus Nyoman Mantra ◽  
Putu Herny Susanti ◽  
...  
Keyword(s):  
Human Resources ◽  
Industrial Development ◽  
World Economy ◽  
National Development ◽  
Tourism Industry ◽  
Economic Community ◽  
Industry Sector ◽  
Tourism Sector ◽  
The World ◽  
The Government

Tourism is very necessary to continue to be developed to improve the economy in Indonesia and increase the position of the country geographically, which is very strategic for tourism and the world economy. For this reason, the ability to communicate in English is absolutely necessary, in order to compete with workers from other countries, so that they can contribute to the improvement of the national economy. The ability to communicate in English is a strategic sector in the development of highly competitive human resources in the tourism industry sector and in the global economic community. By having good English communication skills, it will be easier to grab market share in the tourism industry sector and the economic sector. The tourism sector as one of the prime industrial development is developed in order to further increase the rate of national development. For this reason, it is necessary that the government continues to increase its resilience, policies, and increase the development of tourism with a view to further developing the community's economy and increasing the ability to speak English so that human resources are able to compete in various tourism industries so that the economy will increase.

scholarly journals Gestão Estratégica de Recursos Humanos: já se Pode Falar dela na Administração Pública em Moçambique?

Revista Foco ◽  
2019 ◽  
Vol 12 (3) ◽  
pp. 138
Author(s):  
Albino Alves Simione
Keyword(s):  
Human Resources ◽  
Strategic Management ◽  
Public Management ◽  
New Public Management ◽  
Human Resources Management ◽  
Private Companies ◽  
The Public ◽  
New Public ◽  
Management Concepts ◽  
Recursos Humanos

A gestão estratégica de recursos humanos no setor público constitui-se como desafio contemporâneo para a sustentabilidade dos programas de governo. Estratégias relacionadas à reforma da gestão de pessoal são recomendadas por vários praticantes, pesquisadores e organizações internacionais especializadas, com o propósito de que os governos as adotem para melhor gerir seus funcionários como meio de garantir resultados positivos. As recomendações propõem o uso de abordagens estratégicas na gestão de recursos humanos fundamentadas na modernização das respetivas políticas, inspiradas nas concepções da New Public Management que advogam uma administração mais eficiente baseada nas práticas aplicadas pelas empresas privadas. Porém, pairam questões sobre a aplicabilidade dessas recomendações, bem como sobre de que modo a gestão estratégica de pessoas, mecanismo pensado fundamentalmente para as empresas privadas, irá se efetivar na área pública. O ensaio foi baseado em uma revisão bibliográfica e documental e enfatiza o contexto do serviço público em Moçambique. The strategic management of human resources in the public sector constitutes a contemporary challenge for the sustainability of government programs. Strategies related to personnel management reform are recommended by a number of practitioners, researchers, and specialized international organizations, with the aim of governments adopt them to better manage their employees as a means of ensuring positive results. The recommendations propose the use of strategic approaches in human resources management based on the modernization of their policies, inspired by the New Public Management concepts that advocate a more efficient administration based on the practices applied by private companies. However, questions remain about the applicability of these recommendations, as well as how the strategic management of people, a mechanism designed primarily for private companies, will be implemented in the public area. The essay was based on a literature and documentary review and emphasizes the public service context in Mozambique.

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