Developing human resources for the tourism industry with reference to India

Singh, Shalini

doi:10.1016/s0261-5177(97)00018-6

Cited by 38 publications

(29 citation statements)

References 5 publications

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“…According to Gopinath (2005), there are 400 airports in India, nearly half of which have no service even including areas such as national parks and world treasures, such as the Taj Mahal. Singh (1997) estimated that there were 100 million domestic tourists in 1995 and most of these would have travelled either by bus or train. By 2003 however, the World Travel and Tourism Council (2005) estimated that the number of domestic tourists had reached 270 million.…”

Section: Introductionmentioning

confidence: 99%

Transformation of India's Domestic Airlines: A case study of Indian Airlines, Jet Airways, Air Sahara and Air Deccan

O’Connell

Williams

2006

Journal of Air Transport Management

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India, home to one-sixth of the world's population, is becoming one of the world's economic engines. Its bureaucratic and outdated regulatory policies have been reformed resulting in a three-fold increase in the number of scheduled airlines and a five-fold increase in the number of aircraft operated. This paper reviews how the new regulatory roadmap has transformed the supply of domestic air services. A large passenger survey conducted in Mumbai investigated the sensitivity of passengers to a change in fare and which flight products would encourage them to select either a full service airline or a low cost carrier. The study finds that there is a homogenous set of flight products required by leisure passengers, travelling on both full service and low cost airlines, however there is a considerable dissimilarity overall between the requirements of passengers using a full service airline and a low cost carrier.

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Section: Introductionmentioning

confidence: 99%

Transformation of India's Domestic Airlines: A case study of Indian Airlines, Jet Airways, Air Sahara and Air Deccan

O’Connell

Williams

2006

Journal of Air Transport Management

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“…(Ekenci and İmamoglu, 2002: 116-132;Baum, 2007;Singh, 1997). In fact, business activities by providing high level of customer satisfaction keep quality staff (Mayaka and Akama, 2007;Zagonari, 2009 ).…”

Section: Discussionmentioning

confidence: 99%

“…In this contex, a sport management should find and choose the personnels that are in the right amount with enough qualification and quantity to make benefit of manpower efficiently and productive for providing services and widen the horizon (Ekenci & İmamoglu, 2002;116-132;Baum, 2007;Singh, 1997). Because it is stated that continuity of funcitons that sport managements have and client pleasure is based upon the quality of personnel (Mayaka & Akama, 2007;Zegonari, 2009).…”

Section: Literature Searchmentioning

confidence: 99%

Determination of Customer Satisfaction by Staff Demographic Properties: A Research In Recreation Sports Business

Korkutata¹

2017

JETS

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Sport managements supply consumers with services in a number of sport branches. In the same breath sport managements (facilities) should provide customer satisfaction due to the intuition of 'client centered and service providing corporations'. In this regard, the purpose of the researcher is to analyze whether the pleasure of clients that prefer studios make them special to individual exercise training are satisfied or not according to demographic features. The research has been conducted in Private Training Studio as a case study. In this research, the questionnaire technique has been employed and applied to 100 clients that came to Private Training Studio within the scope of the research technique. This research concludes that; a difference is not observed in clients based on gender, membership period and the frequency of making benefit of the management, however the significant determinants proved to be the age of clients and the pleasure level of the management (see Table 4).

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“…In this context, Raguraman (1998) has examined India as a country of immense tourism potential but which has failed to exploit this potential because of several factors, such as the low level of infrastructure development, poor marketing and promotional activities and the low prioritisation accorded by the government towards the sector. In particular the level of service in India's tourism sector could be improved drastically by proper development of human resources in this sector (Singh, 1997). This paper will extend these areas of work but will revisit most of these issues from a bilateral perspective.…”

Section: Examines Regionalisation As a Strategymentioning

confidence: 99%

Tourism flows between India and Singapore

Yahya

2003

Journal of Tourism Research

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The tourism industry has become increasingly important as a source of revenue and employment for countries in Southeast Asia. Within the Southeast Asian region, intraregional travel has also seen an upsurge since the Asian Financial Crisis of 1997. More attention is also being paid to attract other Asian tourists from China, India, Japan and South Korea to the region. Competition to be tourism hubs in the region has seen countries such as Singapore developing an array of incentives to entice inbound foreign tourists to its shores. The aim of this paper is to examine the growing importance of India as a source of inbound tourists for countries in Southeast Asia and in particular Singapore. India is an apt case study because of its long historical and cultural links with the region. Another main motivation for examining inbound tourists from India is India's engagement with the Southeast Asian region through its 'Look East' policy. Following from its economic reforms and liberalisation of 1991, India has sought to strengthen economic links with ASEAN member states through a range of economic sectors including tourism. The 1991 Indian economic liberalisation has also created an upsurge of Indian business travellers who are exploring investment and business opportunities in the Southeast Asian region. With India's economic liberalisation of 1991, an expanding middle class has come to view foreign travel as a necessity. In turn, ASEAN member states, such as Singapore in particular, which is heavily dependent on its services sector, including tourism, for revenue, have chosen to regionalise its tourism operations by collaborating and investing in projects in India to woo more Indian tourists. Competition in the tourism sector among ASEAN countries has increased the urgency for Singapore to reinvent itself to attract foreign tourists and implement a number of initiatives to maintain its share of the tourism market.

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Developing human resources for the tourism industry with reference to India

Cited by 38 publications

References 5 publications

Transformation of India's Domestic Airlines: A case study of Indian Airlines, Jet Airways, Air Sahara and Air Deccan

Transformation of India's Domestic Airlines: A case study of Indian Airlines, Jet Airways, Air Sahara and Air Deccan

Determination of Customer Satisfaction by Staff Demographic Properties: A Research In Recreation Sports Business

Tourism flows between India and Singapore

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