METHODS OF PERSONNEL MANAGEMENT IN HOTEL AND RESTAURANT BUSINESS ENTERPRISES
DOI:
https://doi.org/10.37332/2309-1533.2023.3.9Keywords:
hotel and restaurant business enterprises, personnel, management, methods, ecological approach, expectation-reward approach, intermediary approach.Abstract
Okhota V.I., Horodetskyi M.Ya. METHODS OF PERSONNEL MANAGEMENT IN HOTEL AND RESTAURANT BUSINESS ENTERPRISES
Purpose. The purpose of the article is to systematize the main approaches to determining personnel management methods at hotel and restaurant business enterprises.
Methodology of research. A systematic approach was used in the work, which made it possible to establish the basis of approaches and methods used in the context of the specified problem. The factor method was also used, on the basis of which certain factors of the development of innovative processes with the participation of personnel were determined within the framework of the mediation approach.
Findings. The main approaches to determining personnel management methods at hotel and restaurant business enterprises are defined and presented. It has been proven that the following approaches are distinguished in modern scientific thought: ecological approach (personnel management of enterprises in the hotel and restaurant sector, which is carried out with a focus on the components of green human resource management); the “expectation-reward” approach (a combination of high expectations from employers and high rewards for staff compliance); mediating approach (combining high expectations from employers and high rewards for staff compliance, investment in training and development, innovative technologies and practices with the mediating role of human capital).
It is shown that within the framework of: an ecological approach, modified forms of methods of stimulation and delegation of authority, based on the reverse productivity of personnel, can be used; the “expectation-reward” approach uses the expectation-incentive method of managing labour resources (strict practices of hiring (selection) of qualified personnel, which include appropriate planning, as well as strict criteria for candidates, high initial salaries and the level of human capital performance); the intermediary approach can be implemented by the expectant-incentive method of managing labour resources.
Originality. The theoretical and methodological aspects of personnel management at the enterprises of the hotel and restaurant business in the context of defining its main approaches and methods have gained further development.
Practical value. The methods and approaches presented in the article are due to the possibility of a guideline for the use of the specified methods in personnel management of enterprises of the hotel and restaurant business.
Key words: hotel and restaurant business enterprises, personnel, management, methods, ecological approach, expectation-reward approach, intermediary approach.References
Arasli, H., Nergiz, A., Yesiltas, M. and Gunay, T. (2020), “Human Resource Management Practices and Service Provider Commitment of Green Hotel Service Providers: Mediating Role of Resilience and Work Engagement”, Sustainability, Vol. 12(21):9187, available at: https://www.mdpi.com/2071-1050/12/21/9187 (access date May 23, 2023).
Babakus, Е., Yavas, U. and Karatepe, O.M. (2017), “Work engagement and turnover intentions”, International Journal of Contemporary Hospitality Management, Vol. 29 (6), pp. 1580-1598.
Chen, W.-J. (2022), “Innovative Service Behaviors of Hotel Employees: An Internal Service Perspective”, Journal of Quality Assurance in Hospitality & Tourism, Vol. 24:4, pp. 380-401, available at: https://www.tandfonline.com/doi/citedby/10.1080/1528008X.2022.2051220?scroll=top&needAccess=true (access date May 23, 2023).
Cropanzano, R., Anthony, E.L., Daniels, S.R. and Hall, A.V. (2017), “Social exchange theory: A critical review with theoretical remedies”, The Academy of Management Annals, Vol. 11, рр. 479-516.
González-González, Т. and García-Almeida, D.J. (2021), “Frontline employee-driven innovation through suggestions in hospitality firms: The role of the employee’s creativity, knowledge, and motivation”, International Journal of Hospitality Management, Vol. 94, available at: https://www.sciencedirect.com/science/article/pii/S0278431921000207 (access date May 23, 2023).
Kang, H.J.A. and Busser, J.A. (2018), “Impact of service climate and psychological capital on employee engagement: The role of organizational hierarchy”, International Journal of Hospitality Management, Vol. 75, рр. 1-9.
Liu, C.-H.S. (2018), “Examining social capital, organizational learning and knowledge transfer in cultural and creative industries of practice”, Tourism Management, Vol. 64, рр. 258-270.
Luu, T.T. (2018), “Employees’ green recovery performance: The roles of green HR practices and serving culture”, Journal of Sustainable Tourism, Vol. 26, рр. 1308-1324.
Malik, P. and Garg, P. (2020), “Learning organization and work engagement: The mediating role of employee resilience”, The International Journal of Human Resource Management, Vol. 31, рр. 1071-1094.
Nieves, J. and Quintana, A. (2018), “Human resource practices and innovation in the hotel industry: The mediating role of human capital”, Tourism and Hospitality Research, Vol. 18(1), рр. 72-83.
Downloads
Issue
Section
License
Open-access articles (open-access journals)
Authors whose articles are published in open-access retain all rights to the content of the articles.
Open access articles are committed to be published under Creative Commons Attribution (CC BY) 4.0. This license allows others to distribute, edit, correct and build upon your work, even commercially, as long as they indicate your authorship. Detailed information at Creative Commons site: https://creativecommons.org/licenses/by/4.0/
Permissions for open-access journals
If the article is published in open-access under CC BY 4.0 or CC BY-NC 4.0 (which was possible till the 15th of December, 2018) licenses, users may reproduce it in accordance with their terms.
Additionally, if the article had been published under CC BY-NC 4.0 (this license authorizes others to download your works and share them with others as long as they indicate your authorship, but they can’t use them commercially in any case.), the use for the following commercial purposes requires permission:
– reproduction of content in a work or product intended for sale;
– reproduction in presentations, brochures or other marketing materials used for commercial purposes;
– distribution of the content to promote or market a person, product, course, service or organization;
– text and data mining for the purpose of creating a saleable product or product which benefits from promotional or advertising revenue;
– use of the content by a commercial entity or individual for the purposes of remuneration, directly or indirectly through sale, licensing, promotion or advertising;
– linking to the content (in an email, webpage, portable electronic device or otherwise) for the specific purpose of marketing or advertising a person, product, course, service or organization for commercial benefit.
For further details and permission requests, please contact.
