Comparing strategic human resource development approaches for tourism and hospitality workforce planning

Bartlett, Kenneth R.; Johnson, Karen R.; Schneider, Ingrid E.

doi:10.1080/15332845.2016.1148569

Cited by 11 publications

(10 citation statements)

References 63 publications

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“…They highlight the importance of the wider context affecting tourism employment and policy by raising questions as to "whether the characteristics of tourism jobs are really good or bad and whether addressing them as problems is always the correct way forward". The challenge, as Bartlett et al (2016) highlight, is that individual organisations and the sector within which they are located tend to focus on those areas of linkage in the external environment that are perceived to offer the greatest threats and opportunities. The arguments developed by Jithendran and Baum (2000) support this position, with a focus on the operational focus that underpins human resource issues at the policy and planning level in tourism, leading to ad hoc and fragmented responses.…”

Section: The Changing Context Of Tourism Workmentioning

confidence: 99%

Sustainable human resource management as a driver in tourism policy and planning: a serious sin of omission?

Baum

2018

Journal of Sustainable Tourism

137

109

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This paper focuses on the neglect of an employment or workforce focus in policy engagement and planning for sustainable tourism. Tourism is of interest here because there is an established role for government and the private sector in policy engagement and strategic planning with respect to product development, infrastructure, marketing and human resource capacity and the focus has increasingly emphasized sustainable goals within this process. The discussion addresses the central role of people and work within concepts of sustainability and sustainable communities and questions why this has been, substantially, ignored in tourism. The paper starts by recognising the interconnectedness of employment in tourism and its workforce concerns with a wide range of inter-linked policy and operational considerations. This, in turn, points to the utility of the sustainable HRM model as a means by which to frame tourism work. Thereafter, this paper introduces new approaches through the proposal of sustainability indicators that have both theoretical and practical policy formation value in relation to the workforce. These Sustainable Employment Capacity (SEC), Service Delivery Capacity (SDC) and Service Quality Capacity (SQC) with which policymakers can gauge their readiness for sustainable growth in tourism employment. The research and application implications for this approach are discussed.

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Section: The Changing Context Of Tourism Workmentioning

confidence: 99%

Sustainable human resource management as a driver in tourism policy and planning: a serious sin of omission?

Baum

2018

Journal of Sustainable Tourism

137

109

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“…The industry will benefit from improvements in tourism and hospitality curriculum at the post-secondary level by preparing highly innovative and creative graduates (Nzonzo and Chipfuva, 2013). A partnership approach between industry and education is vital to create awareness of related occupations and to make tourism a favorable industry choice (Bartlett et al, 2016). At the State and governmental levels, policies can be implemented to help combat the talent crisis.…”

Section: Discussionmentioning

confidence: 99%

“…Generics skills are directly intrinsic to an employee and are crucial for career contexts and mobility across a variety of jobs and industries (Dierdorff et al, 2009). For example, the capability to follow instructions, willingness to learn, exercise initiative (Hospitality Training Foundation, 2000) along with the ability to adapt easily to a rapidly changing environment (Bartlett et al, 2016) are highly valued. Resilience, team playing, the aptitude to develop trust and build relationships are key staff and managerial skills and competencies required in hospitality (D'Annunzio-Green, 2002).…”

Section: Article Identification Processmentioning

confidence: 99%

“…Formal tourism education programs, through universities and vocational institutions, have also been examined as foundational to TD. While the primary means of skill acquisition has focused on postsecondary education, training and development in the workplace, a great emphasis has also been placed on K-12 education (Bartlett et al, 2016). Graduates from hospitality programs is one of the major sources of recruitment for tourism executives who seek qualified individuals with the potential for further TD (Nelson andHancer, 2011).…”

Section: Training and Developmentmentioning

confidence: 99%

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Mapping talent development in tourism and hospitality: a literature review

Johnson

Huang

Doyle

2019

EJTD

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Purpose The purpose of this study is to develop a deeper understanding of the scope of talent development (TD) strategies and practices in tourism and hospitality industry contexts. Design/methodology/approach Because the literature on talent management and TD in tourism and hospitality is limited and fragmented, an integrative literature review method was used to identify and analyze relevant studies to create a more comprehensive representation of the industry’s talent strategies. Findings Findings from the literature review showed that by nature, the context of tourism and hospitality is complex and the meaning of talent in this industry is not necessarily comparable to other industry sectors (Baum, 2008). While most industries adopt a more exclusive approach to develop talent, an inclusive approach may be more ideal for tourism and hospitality especially in light of the importance of frontline employees for business success. More robust management structures and human resource systems are needed especially in small and medium tourism enterprises to aid the facilitation of TD. A partnership approach involving strong commitment between education, industry and government should be necessitated to implement and sustain TD considering the importance of the industry to nation’s economic and social advancement. Research limitations/implications This study adds to the body of literature on TD in tourism and hospitality. Future research opportunities should explore both qualitative and quantitative methods to provide empirical evidence and to further build on the literature. Practical implications Generally, organizations place emphasis on the development of technical skills, however, managers and leaders of tourism organizations should focus on developing both technical and generic competencies especially for frontline employees to ensure that a positive image of the organization is consistently demonstrated. TD can influence employees’ emotional labor; therefore, increased and quality emotional labor training can impact the types of strategies that employees use during guest encounters to promote quality service. Originality/value The paper contributes a comprehensive review of the literature on TD in the tourism and hospitality context. The TD map provides more focused direction and will aid in the establishment of TD strategies and practices.

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“…There is a need to put more emphasis on obtaining and analyzing data related to the quantity and quality of human resources in tourism (Costa, 2007; Kumar Singh and Tagiya, 2017). Such actions should bring measurable benefits to all stakeholders, including managers involved in regional tourism development (Barlett et al , 2016). Therefore, it is commonly recognized that the adoption of a strategic human resources management approach in hospitality and tourism organizations is increasing (Harrington et al , 2014).…”

Section: Literature Reviewmentioning

confidence: 99%

Human resources management as a factor determining the organizational effectiveness of DMOs: a case study of RTOs in Poland

Fedyk

Sołtysik

Oleśniewicz

et al. 2021

IJCHM

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Purpose This study aims to investigate the human resources management of regional tourism organizations (RTOs) in Poland as a condition for organization effectiveness and presents a model of RTO operation in destination management organizations for improved effectiveness. Design/methodology/approach The study was of qualitative nature because of the scope of the examined features and analyses of RTO effectiveness (here in relation to human resources). The research involved the following stages: desk research of secondary sources, pilot diagnostic survey and diagnostic survey proper, qualitative and statistical analyses. First, an analysis of secondary sources regarding conditions of RTO operation effectiveness took place. Next, a questionnaire was used to collect empirical data from 137 respondents from the same 13 group types, in equal numbers from each organization in the entire population of 16 RTOs. Findings The research identified 197 organizational effectiveness variables, in four feature groups: the effectiveness of statutory and economic objectives, stakeholders’ benefits from cooperating with RTOs and general characteristics of RTO operation effectiveness. The findings suggest that the characteristics of RTO employees influence organizational effectiveness, especially from the perspective of the organization’s stakeholders. There is a need for strong support for RTO employee structures as a measure to raise organization effectiveness. Practical implications Specific human resources practices are identified for the effectiveness of non-enterprise organizations (employee character and structure) that constitute an essential component of the management system at regional and national levels. New directions for RTO operations are also proposed. Originality/value The study fills a substantial and identified knowledge gap in assessing organization effectiveness level against the quality characteristics of RTO human resources. The analysis allowed the creation of a multidimensional and universal model of RTO effectiveness investigation, which facilitates comparative analysis of organizations despite their strong diversity. It can be implemented in assessing the effectiveness of other non-enterprise organizations in the context of tourism.

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Comparing strategic human resource development approaches for tourism and hospitality workforce planning

Cited by 11 publications

References 63 publications

Sustainable human resource management as a driver in tourism policy and planning: a serious sin of omission?

Sustainable human resource management as a driver in tourism policy and planning: a serious sin of omission?

Mapping talent development in tourism and hospitality: a literature review

Human resources management as a factor determining the organizational effectiveness of DMOs: a case study of RTOs in Poland

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