The purpose of the article is to determine directions for the use of forecasting and modeling methods to optimize management of the development of the hotel and restaurant business. Types and methods of forecasting are listed. Classifications of forecasting methods were studied and their main groups were listed. The advantages and disadvantages of forecasting and modeling methods that are most commonly used in practice are analyzed. It was determined that the advantage of expert forecasting methods is relative simplicity for any situations, including in conditions of incomplete information. It is noted that simple methods of extrapolation can be used at the initial stage of forecasting to determine trends in changes in indicators. Complex methods of extrapolation can be used in the development of short-term forecasts. Smoothing methods are auxiliary in forecasting, which are used in combination with the main ones. It is noted that modeling methods can be used to determine the influence of various factors on the development of economic processes in the hotel and restaurant business. The advantages and disadvantages of the method of the annual average of the index are analyzed. The content of the forecasting methods themselves significantly depend on the terms of the forecasts. It was determined that when forecasting the development of hotel and restaurant business enterprises, it is most appropriate to use combined methods that combine economic-mathematical modeling and development scenarios inherent in intuitive methods. Recommendations for the use of cluster analysis of hotel and restaurant business enterprises are presented and the results of this analysis are determined. The stages of cluster analysis of a group of hotels and its results are described. It is noted that the possibilities of practical use of this or that forecasting method are determined by the purpose of the forecasting results, the features of the object, and the availability of the necessary information. Keywords: forecasting methods, modeling methods, economic and mathematical analysis, cluster analysis.

The article is aimed at defining the criteria and algorithm for selecting the optimal technologies for the use of personnel management in the hotel enterprise. The main approaches to the definition of the term management technology and staff management technology are analysed. The composition of technologies of target management and process technologies is considered. The features and conditions of use of process management technologies are defined. The advantages and disadvantages of management technologies when used in hotel enterprises are analysed. Recommendations on the use of personnel management technologies in accordance with the working conditions of hotel business enterprises are provided. The main types of personnel management technologies are listed. Personnel technologies and staff technologies are considered. A system of criteria for choosing the technology of personnel management is proposed. The following are proposed as selection criteria: size of the hotel enterprise, staff qualification, level of automation of production and management processes, degree of management informatisation, readiness for innovations, cost of technology and its popularity, period of introduction and initial testing of technology and the degree of technological maturity of the enterprise in general. An algorithm for choosing technologies for management of personnel of hotel enterprise has been provided. The formation of a refined list of management technologies recommended for implementation is carried out after selecting the target technology and assessing the level of technological and managerial maturity of the hotel enterprise. The expediency of adapting the components of the technology of personnel management by functional subsystems is emphasised. The main subsystems are as follows: technology of planning the need for personnel; technology of search, selection and attraction of personnel; technology of placement and accounting of personnel; technology of professional and social development of employees; technology of personnel evaluation; technology of stimulation and motivation of personnel. Keywords: personnel management, management technology, target management, personnel technologies, HR technologies.

In the article, organizational and economic support of tourism and hotel enterprises activities has been developed based on the construction of an effective mechanism capable of solving problems of an institutional, organizational and economic nature. The authors have found out that the development of tourism has a huge impact on the socio-economic state of the country and the level of the quality of life of the population, therefore the formation of organizational and economic support for the activities of tourism and hotel enterprises is of primary importance since the tourism industry is an interdisciplinary complex that is part of the tourism sphere and unites various types of economic activity from material production to the non-material sphere, which are the material basis of tourism, the basis for personnel training, production management organization, and tourism product sales. It has been stressed that tourism enterprises are business entities of a specific nature, which have certain features both from the point of view of production organization and their socio-economic efficiency.It has been found out that hospitality enterprises must form and implement existing service strategies in order to meet specific and rapidly changing needs of the market in which they have chosen a certain segment for themselves since, in conditions of a high level of bankruptcies, only those business entities that are able to think strategically and adapt to changes in the external environment can achieve success.An integrated approach to the formation and implementation of state policy in the field of tourism and hotel management is proposed. The functional relationship of the totality of the main factors that determine the state of the financial and economic activity of tourism and hotel enterprises is determined. It is indicated that the economic efficiency of the activities of tourism and hotel industry enterprises is achieved through a balanced personnel management system. A model for monitoring the development of personnel is suggested. The use of this model allows for controlling and managing the course of the process. It has been concluded that today when doing business in the field of tourism, it is necessary to clearly take into account external and internal factors influencing the activities of economic entities and improve the personnel management system since the level of satisfaction of consumers of tourism and hotel services depends on the personnel's professional abilities.

The purpose of the article is to determine the system of indicators for assessing the effectiveness of hotel enterprises. It is determined that the main criterion of the value of the investment project is the criterion of net discounted income. It is noted that the modified internal rate of return (MIRR) eliminates the lack of internal rate of return of the project, which occurs in the case of repeated outflows. It is noted that today there is no single approach to assessing the effectiveness of investment in hotel enterprises in accordance with the forms of ownership and their size, which is due to the need to ensure compliance with performance evaluation criteria and a system of indicators. Statistical and dynamic indicators of investment evaluation are considered Indicators are analyzed: simple (accounting) rate of return on the project (ARR), payback period (PP) Performance indicators taking into account the time factor are considered: discounted payback period (DPP), net discounted income (NPV), discounted profitability index (DPI), internal rate of return (IRR) and some others. The disadvantage of the discounted payback period has been identified - it does not take into account subsequent cash inflows, and therefore may serve as an incorrect criterion for the attractiveness of the project. The main advantages of static and dynamic indicators of investment project efficiency assessment are determined. It is noted that one of the main criteria of investment advantage of a project is profit maximization. Break-even analysis allows you to calculate the volume of sales at which the company's income equals costs. It is proposed to use the indicator modified internal rate of return (MIRR) It is determined that the most popular methods of assessing the effectiveness of the investment project today are the definition of such static indicators as simple rate of return, simple payback period and dynamic indicators, namely: discounted payback period, net present value, profitability index, internal rate of return and modified internal rate profitability. The most accurate results are given by dynamic indicators, as they take into account the value of money over time. Although dynamic methods are more accurate, all the considered methods of evaluating the effectiveness of the investment project have their pros and cons.

Мета статті полягає в розробці практичних рекомендацій щодо використання економічних методів управління персоналом підприємств. Визначено, що ефективна робота персоналу забезпечується за рахунок застосування гнучких систем оплати праці, забезпечення вартості робочої сили, а також пошуку й застосування методів підвищення ефективності нормативного планування та оцінки результатів діяльності персоналу, його стимулювання.