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Abstract: The purpose of the study is to examinewhether two differentwork commitment profiles influence service quality in the hospitality sector in Slovenia and Serbia and how the implications of the differences can be used in the tourism and hospitality industry. Combining a qualitative and quantitative approach, two new instruments were developed for this study. The first instrumentwas created on the basis of short, structured interviews with employees. Two factors explaining the two different commitment profiles were determined with statistical analysis and with themethod of clustering, four dimensions of commitment profiles formingwere extracted. The second instrument was developed on the basis of existing evaluation forms for employees in the tourism industry and interviews with leading and middle managers of hotels. The findings of the study show that there is a small proportion of professionallyoriented employees in the tourism sector, and the difference among employees is evident in the ranking of working values. These results could be useful formanagers in planning and organising their human resources and also in planning further development of their companies% human resource policies. The original contribution of the article is the ranking of working values and the perception of quality work by employees in the hospitality sector. The study also reveals new evidence on different types of commitment profiles.
Keywords: tourism, hospitality, organisational commitment, professional commitment, human resources management, HRM
Published in DKUM: 29.01.2024; Views: 270; Downloads: 19
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Abstract: The handbook “Remote working management skills for HR professionals-HANDBOOK FOR TRAINERS” is related to online training for HR professionals. In the handbook, we present the curricular aspects of the training. The emphasis is on the following: list of skills for mangers; list of learning outcomes; list of learning contents; learning strategies and methods; learning materials; instructions for examination and grading; instructions for implementation. There are six learning modules in the list of learning contents: Communicational skills, Digital skills, Work-life balance, skills, Organizational skills, Leadership skills and HRM skills. For each learning module, we prepared the learning material: Case studies; Practical exercises; Questions and answeres; Multiple choice questions. The trainer also has available for each learning module: Power point presentations (5 files for each learning module); Lecture notes (10-15 pages for each learning module). Presentations and lecture notes are not included in this handbook. They are published separately.
Keywords: remote working, education, curriculum, human resources management, management, iorganisation
Published in DKUM: 27.07.2022; Views: 1113; Downloads: 101
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Abstract: A human resources management (HRM) model integrating trends in HRM with trends in tourism into a dialectical system by the Dialectical Systems Theory (DST). HRM strategy, integrated within the tourism organization´s (TO´S) strategy is implemented through functional strategies helping their users to achieve a requisitely holistic (RH) HRM strategy replacing the prevailing one-sided ones. TO´S strategy covers: employees (1) planning, (2) acquisition and selection, (3) development and training, (4) diversity management, (5) teamwork and creativity, (6) motivation and rewarding, (7) stress reduction and health, (8) relationships, (9) personal holism, (10) well-being, (11) work and results assessment; etc. Everyone matters; their synergy is crucial. An innovated HRM model for TOs, which applies employees´, organizations´ RH and integrates new knowledge about HRM. HRM belongs to central managers´ tools. Their HRM must be adapted for TOs, where employees are crucial.
Keywords: tourism, human resources management, well-being, Dialectical Systems Theory, social responsibility, organizational cybernetics
Published in DKUM: 13.07.2017; Views: 1357; Downloads: 107
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Abstract: After a strong focus on transition processes in Central East European countries (CEE), this topic has been displaced by more dramatic merger and reorganization processes or the recent financial crisis. This obscures the fact that we know almost nothing about the management competencies in these countries, which is an important building or stumbling block for future development. Therefore, we will examine the individual competencies of almost 300 top and middle managers in the Czech Republic, Hungary and Slovenia, and we will compare the different sets of competencies and interpret them according to the given economic situation in these countries
Keywords: competency management, human resources, transition economies
Published in DKUM: 30.12.2015; Views: 1473; Downloads: 181
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Abstract: Human resources in sport organizations is a challenging task in the context of changing technologies, workforce composition and work patterns, community expectations, employee expectations, employment legislation, and the increasing impact of global competition. This master’s thesis took a brief look at different approaches to human resource management that can help sport organizations respond to these challenges. We attempted to locate these approaches within various theoretical and regulatory contexts. We explored the activities of front line managers and supervisors in hiring, motivating, rewarding, and retaining both employees and volunteers. Human resources management is about the overall process of managing people in organizations, so that they are motivated and able to perform to their potential and thus maximize the overall effectiveness of the organization in meeting its goals. It provides an integrated framework for making decisions about the people in an organization, who to appoint, how to reward good performance, what motivates people to perform to their full capacity, how to determine training and development needs, and when to let people go. We tried to explore the basics of human resources management in sports organizations and how the human resources approach conceptualizes the fundamentals of hiring, performance appraisal, compensation systems, and other human resources functions in sports organizations. We discussed the contemporary sport organization and how a human resources perspective can help it to attain its goals. In parallel with this, it considers today’s people management challenges and opportunities and the effective management of individuals who come to work and volunteer in sport organizations, by addressing such aspects as their competencies, personality, needs, values, and beliefs. The nature and attributes of workgroups in which individuals find themselves are also considered as this is a fundamental part of the context of human resources in sport organizations. However, some sports organizations have had paid employees, often coaches, for years. Increasingly, sport is employing a variety of resource people to support and extend the work of club volunteers – these include operating staff, managers and coaches. They are becoming more and more important to the smooth operation of the club, league or association. At the same time, human resource management has become more complex and can make a significant impact on employee productivity and the bottom line. More organizations need to pay attention to human resources by ensuring their business planning process includes human resource issues. Whether you’re implementing new technology, reducing costs, expanding, or experiencing a major change within your organization – all of these impact your human resources and should be addressed in your strategic plan.
Keywords: human resources management, sport, sport management, sports organizations, non-profit organizations, volunteers
Published in DKUM: 27.01.2015; Views: 2522; Downloads: 224
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