Human resources development and quality tourism: A multi-conference report

Jafari, Jafar; Fayos-Solà, Eduardo

doi:10.1016/0160-7383(96)81497-6

Cited by 14 publications

(7 citation statements)

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“…Achieving quality and service excellence in a competitive international environment is increasingly important and it is widely acknowledged that destinations which foster their human resources will be best placed to develop high quality tourism products (Baum, 1993;Baum & Conlin, 1996;Go, 1993;Jafari, 1993;Jafari & Fayos-Sola, 1996;Johns, 1996). An appropriately skilled workforce in tourism's component sectors can assist a destination to maintain and develop its competitive advantage and bring about sustainable development.…”

Section: Tourism and Human Resource Development In Sub-saharan Africamentioning

confidence: 99%

A Quality Assessment of Education and for Kenya's Tour-operating Sector

Mayaka

King

2002

Current Issues in Tourism

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This study examines the provision of tourism education and training in Kenya in the context of Sub-Saharan Africa and developing countries. Specifically the paper examines the human resource skills needed by Kenya's tour-operating sector and the extent to which current training provision is adequate. The approach used in the present study is a modified version of WTO's Tourism Education and Quality (TEDQUAL) methodology. The results indicate considerable convergence between the perceptions of industry operators and education providers concerning quality gaps in the development of skills. A number of systemic training shortcomings are identified including curriculum deficiencies and the inadequate development and enhancement of workplace skills. In view of the resource constraints facing most developing countries, it is argued that tourism training and education should consciously address the needs of the locally-based industry and that such an approach should result in a more effective education and training system.

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Section: Tourism and Human Resource Development In Sub-saharan Africamentioning

confidence: 99%

A Quality Assessment of Education and for Kenya's Tour-operating Sector

Mayaka

King

2002

Current Issues in Tourism

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“…Destination management should encourage education and training programs designed to meet the needs of the different industries within the tourism and hospitality field (Ritchie & Crouch, ). Tourism as the labour‐intensive industry requires well‐qualified human resources that are the drivers of competition (Jafari & Fayos‐Sola, ). Professional training of human resources offers many benefits such as improved service quality, flexibility, and the ability to adjust to different customers.…”

Section: Major Determinants Of Destination Competitivenessmentioning

confidence: 99%

Destination competitiveness from a tourist perspective: A case of the United Arab Emirates

Reisinger

Michael

Hayes

2018

Journal of Tourism Research

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The main purpose of this study is to determine the major factors that influence destination competitiveness from the tourist perspective. The focus is on tourism competitiveness of the United Arab Emirates (UAE). A convenience sample of 218 international tourists was surveyed. A hierarchical regression analysis was used to test the effects of destination resources, infrastructure and support services, human resources, and business environment on the UAE tourism competitiveness. The results show that destination infrastructure and support services, followed by destination resources, had the highest significant effect on the UAE's tourism competitiveness as perceived by tourists.

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“…In turn, this examination would clarify and strengthen the socio-economic position of tourism globally and further facilitate the task of many agencies acting as the spokespersons of the industry. At the same time, progress on this matter would further complement such ongoing efforts as the 'standardisation and certification' of hospitality and tourism programs eagerly pursued in various circles, or even add more support, depth and meaning to the now popular subject of human resources development in tourism (Jafari and Fayos-Sola, 1996). To move in this direction, one can begin with a look at the broad conceptual scope of the field: that tourism is the study of man (the tourist) away from his usual habitat, of the touristic apparatus and networks which respond to his needs, and of the ordinary (home-based) and nonordinary (tourism-based) worlds and their dialectic relationship (Jafari, 1994, p. 1).…”

Section: Introductionmentioning

confidence: 96%

Tourismification of the profession: chameleon job names across the industry

Jafari

1997

Progr. Tourism Hospit. Res.

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A frequently asked but rarely answered question deals with job prospects for students majoring in tourism. This paper argues that such an important and relevant question can no longer be ignored. To set the stage for a dialogue, the paper proposes that all those who respond to various needs of people away from home are tourism employees, over and above the industry sector in which they are housed, or the chameleon subsectoral job names in use. The paper concludes that degree programme foci should be formulated with respect to the totality of tourism on whose behalf the future workforce is being developed. © 1997 John Wiley & Sons, Ltd.

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Human resources development and quality tourism: A multi-conference report

Cited by 14 publications

References 0 publications

A Quality Assessment of Education and for Kenya's Tour-operating Sector

A Quality Assessment of Education and for Kenya's Tour-operating Sector

Destination competitiveness from a tourist perspective: A case of the United Arab Emirates

Tourismification of the profession: chameleon job names across the industry

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