Managing Employee Attitudes and Behaviors in the Tourism and Hospitality Industry

REFERENCES

Chapter 2: EMPLOYEE ATTITUDES AND BEHAVIORS AND THEIR ROLES FOR TOURISM AND HOSPITALITY BUSINESSES

INTRODUCTION

THE CONCEPTS OF ATTITUDES AND BEHAVIORS

Attitude-Behavior Relations

Behavior-Attitude Relationship

BROAD APPROACHES TO THE STUDY ANDDETERMINANTS OF ATTITUDES AND BEHAVIORS

Biological Approach

Psychodynamic Approach

Cognitive Approach

Behavioral Approach

Humanistic Approach

Socio-cultural Approach

Social Cognitive (Learning) Approach

THE ROLES OF EMPLOYEE ATTITUDES AND BEHAVIORSIN TOURISM AND HOSPITALITY ORGANIZATIONS

Intangibility

Inseparability

Heterogeneity

ANTECEDENTS AND ORGANIZATIONAL OUTCOMESOF EMPLOYEE ATTITUDES AND BEHAVIORS

Personality, Employee Attitudes and Behaviors, and OrganizationalOutcomes

Human Resource Management Policies/Practices, Employee Attitudes andBehaviors, and Organizational Outcomes

Internal Marketing, Employee Attitudes and Behaviors, and OrganizationalOutcomes

Internal Service Quality, Employee Attitudes and Behaviors, andOrganizational Outcomes

Organizational Culture/Climate, Employee Attitudes and Behaviors, andOrganizational Outcomes

REFERENCES

PART 2: ATTITUDES OF THE POTENTIAL ENTRANTS TO THE TOURISM AND HOSPITALITY INDUSTRY

Chapter 3: THE STATUS OF TOURISM EMPLOYMENT

INTRODUCTION

THE CONCEPT OF STATUS

THE CONCEPT OF STATUS AND TOURISM EMPLOYMENT

Perceptions of Tourism Employment

HIERARCHICAL OCCUPATIONAL STRUCTURESAND THE EXPERIENCE OF WORK

TOWARDS AN INTEGRATED THEORY OFSTATUS IN TOURISM EMPLOYMENT

IMPLICATIONS OF THE LOW STATUS OF TOURISM EMPLOYMENT

CONCLUSIONS

REFERENCES

Chapter 4: ATTITUDES OF THE YOUNG TO CAREERS IN HOSPITALITY AND TOURISM: REVIEW AND RECOMMENDATIONS

INTRODUCTION

ATTITUDES TO WORK

HOSPITALITY AND TOURISM EMPLOYMENT

ATTITUDES TO CAREERS IN HOSPITALITY AND TOURISM

Positive Attitudes

Negative Attitudes

RECOMMENDATIONS

CONCLUSION

REFERENCES

Chapter 5: PERCEPTIONS AND ATTITUDES OF UNDERGRADUATE TOURISM STUDENTS TOWARDS WORKING IN THE TOURISM AND HOSPITALITY INDUSTRY IN A DEVELOPING ECONOMY*

INTRODUCTION

REVIEW OF THE RELEVANT LITERATURE

METHODOLOGY

RESULTS AND DISCUSSIONS

Characteristics of Survey Sample

Perceptions and Attitudes of Tourism Students towards Working in theTourism Industry

Attitude Differences

Determinants of Students’ Commitment to the Tourism Industry

CONCLUSION

REFERENCES

Chapter 6: WHY DON’T HOSPITALITY STUDENTS KEEP THE FAITH? A RESEARCH REPORT ON HOSPITALITY STUDENTS’ COMMITMENT TO CAREERS IN THE INDUSTRY

INTRODUCTION

METHODOLOGY

RESULTS AND DISCUSSION

CONCLUSIONS

REFERENCES

Chapter 7: UNDERGRADUATE TOURISM STUDENTS’ SATISFACTION WITH STUDENT WORK EXPERIENCE AND ITS IMPACT ON THEIR FUTURE CAREER INTENTIONS: A CASE STUDY

INTRODUCTION

REVIEW OF THE RELATED RESEARCH

METHODOLOGY

FINDINGS AND DISCUSSION

Profiles of the Respondents

Some Characteristics of SWE

Satisfaction with SWE

SWE and Future Career Intentions

CONCLUSION AND SUGGESTIONS

Effective Student Recruitment into the Tourism and Hospitality Courses

Development of a Legal Framework for SWE

More Communication, Cooperation, and Partnership Amongst the PartiesInvolved

Employment of Industrial Tutors at Schools

Commitment of All the Parties to SWE

REFERENCES

Chapter 8: MANAGING STUDENTS AS A FLEXIBLE LABOURRESOURCE IN HOSPITALITY AND TOURISM INCENTRAL AND EASTERN EUROPE AND THE UK

INTRODUCTION

EMPLOYERS’ NEEDS FOR FLEXIBILITY

THE NEED FOR FLEXIBLE STUDENT LABOURIN MATURE AND DEVELOPING ECONOMIES

METHODS

RESULTS

Reasons for Working and Industry-Orientation

Patterns of Work and Employment

Types of Jobs Undertaken

Remuneration and Reward

Attitudes to Job Satisfaction and Dissatisfactions

DISCUSSION

Prior Experience

Availability for Work

Work Motivations and Satisfaction

ACKNOWLEDGEMENTS

REFERENCES

PART 3: MANAGING EMPLOYEE ATTITUDES AND BEHAVIORS AT WORK IN TOURISM AND HOSPITALITY ORGANIZATIONS

Chapter 9: MANAGING THE SERVICE ENCOUNTERS IN TOURISM

INTRODUCTION

THEORIES OF THE SERVICE ENCOUNTER

MARKETING ASPECTS OF THE SERVICE ENCOUNTER

OPERATIONS MANAGEMENT AND THE SERVICE ENCOUNTER

SERVICE DELIVERY ISSUES IN HRM

TOURISM SERVICES

MANAGING TOURISM SERVICE ENCOUNTERS

Planning and Design

Organisation and Leadership

Feedback and Control

CONCLUSIONS

REFERENCES

Chapter 10: SERVICE BEHAVIORS AND CUSTOMER SATISFACTION

INTRODUCTION

DIMENSIONS AND IMPORTANCE OF SERVICE BEHAVIORS

SPECIFIC SERVICE BEHAVIORS AND CUSTOMERSATISFACTION/DISSATISFACTION

NEW SERVICE BEHAVIOR DIMENSIONS

DISCUSSION

REFERENCES

Chapter 11: THE ROLE OF NONVERBAL COMMUNICATION IN SERVICE ENCOUNTERS

INTRODUCTION

BACKGROUND AND CONCEPTUAL MODEL

NONVERBAL CHANNELS OF COMMUNICATION

Kinesics

Paralanguage

Proxemics

Physical Appearance

SUMMARY AND MANAGERIAL IMPLICATIONS

REFERENCES

Chapter 12: EMOTIONAL LABOR IN THE HOSPITALITY AND TOURISM INDUSTRY

INTRODUCTION

THE CONSTRUCT OF EMOTIONAL LABOR

Dimensions and Processes of Emotional Labor

The Emotional Labor Process

Relationships and Patterns of Emotional Labor

ANTECEDENTS AND CONSEQUENCES OF EMOTIONAL LABOR

Job and Organizational Characteristics

Individual Level Variables

Consequences of Emotional Labor

THE HOSPITALITY AND TOURISM INDUSTRY

Increased Competition

Culture

IMPLICATIONS AND CONCLUSIONS

REFERENCES

Chapter 13: ORGANIZATIONAL CITIZENSHIP BEHAVIOR IN THE HOSPITALITY AND TOURISM INDUSTRY

INTRODUCTION

THEORETICAL DEVELOPMENT OF THE CONCEPT OFORGANIZATION CITIZENSHIP BEHAVIOR

Current State of Development of the Theory of Citizenship Behavior

CAUSES OF CITIZENSHIP BEHAVIOR

ORGANIZATIONAL CONSEQUENCES OF CITIZENSHIP BEHAVIOR

MANAGING FOR CITIZENSHIP BEHAVIOR IN THE HOSPITALITY AND TOURISM INDUSTRY

LOOKING FORWARD: GOOD CITIZEN EMPLOYEES IN HOSPITALITY AND TOURISM

REFERENCES

Chapter 14: THE QUINTESSENTIAL RELATIONSHIP: SERVICE PREDISPOSITIONS AND QUALITY ASSURANCE

INTRODUCTION

THE CONCEPT OF QUALITY

SERVING CUSTOMERS: ASPECTS AND DYNAMICS

Some Techniques

ENCOUNTER MANAGEMENT

Selection

THE SERVICE PREDISPOSITION INSTRUMENT

Service Dimensions

Cognitive Expressions

INTERPRETATION AND EXPLANATION

CONCLUSIONS

REFERENCES

Chapter 15: THE FIRST STEP TO SERVICE EXCELLENCE IN THE GLOBAL TOURISM AND HOSPITALITY ENVIRONMENT: SELECTING SERVICE-ORIENTED PERSONNEL

INTRODUCTION

SERVICE ORIENTATION

BIOGRAPHICAL DATA

CONCLUSION

REFERENCES

APPENDIX 1 – BIODATA QUESTIONNAIRE ITEMS

Chapter 16: ORGANIZATIONAL SOCIALIZATION: MESSAGES, MEANINGS, AND MAKING SENSE

INTRODUCTION

ORGANIZATIONAL SOCIALIZATION

Socialization Content

Socialization Effectiveness

TACTICS AND STRATEGIES ORGANIZATIONS USE TO SOCIALIZE NEW EMPLOYEES

Collective vs. Individual, Formal vs. Informal

Sequential vs. Random, Fixed vs. Variable

Serial vs Disjunctive, Investiture vs. Divestiture

EFFECTS OF SOCIALIZATION TACTICS ON ORGANIZATIONAL OUTCOMES

THE PROCESS OF SOCIALIZATION: STAGES, INFORMATION-SEEKING, AND SENSE-MAKING

ORGANIZATIONAL SOCIALIZATION INHOSPITALITY AND TOURISM ORGANIZATIONS

CONCLUSION

REFERENCES

Chapter 17: TRAINING AND DEVELOPMENTIN TOURISM ORGANIZATIONS

INTRODUCTION

SO, WHAT IS TRAINING SPECIFICALLY?

TRAINING IN TOURISM ORGANIZATIONS

Value of Training

Quantifying Training

Barriers to Providing Training

A STRUCTURE FOR DEVELOPING EFFECTIVE TRAINING PROGRAMS

Training Design

Adult Learning

Types of Training

Selection of Methodologies and Identification of Timelines

Identification of Training Providers

Training Delivery

Instruction Techniques

Instructional Aids

Dealing with Difficult Situations: Troubleshooting Training Processes

REFERENCES

Chapter 18: MOTIVATION RESEARCH IN HOSPITALITY BETWEEN 1990 AND 2001: A PRESCRIPTIVE REVIEW OF THE LITERATURE

INTRODUCTION

WHAT IS MOTIVATION?

NEEDS AND SELF-REPORTED MOTIVATORS

GOAL-SETTING

OUTCOMES, INCENTIVES, AND REINFORCEMENT THEORY

EQUITY, FAIRNESS AND JUSTICE

SOCIAL NORMS AND ORGANIZATIONAL CULTURES

EMPLOYEE COMMITMENT

JOB DESIGN AND EMPOWERMENT

SUMMARY

REFERENCES

Chapter 19: MANAGING JOB SATISFACTION INTHE RUSSIAN LODGING INDUSTRY: CULTURAL ANALYSIS AND IMPLICATIONS

INTRODUCTION

REVIEW OF RELATED LITERATURE

Job Satisfaction

Factors Related to Job Satisfaction/Dissatisfaction

Consequences of Job Satisfaction/Dissatisfaction

Cultural Differences and Job Satisfaction Among Russian Employees

IMPLICATIONS FOR HOSPITALITY OPERATORS AND MANAGERS

Recognition of Cultural Similarities and Differences

Establish Clear and Culturally Sensitive Communication

Recognize the Group as the Primary Unit of Operation

Employ the Proper Motivators

Integrate Employee Social Life, Family Orientation, Russian History andCulture

Respect the Russians’ Need for Certainty

REFERENCES

Chapter 20: JOB STRESS IN HOSPITALITY AND TOURISM ORGANIZATIONS: SOURCES, CONSEQUENCES AND MANAGEMENT

INTRODUCTION

JOB STRESS: DEFINITION

STRESS FACTORS IN THE WORKPLACE

STRESS SYMPTOMS

Physical Symptoms

Psychological Symptoms

Performance Symptoms

JOB STRESS MANAGEMENT

JOB STRESS IN HOSPITALITY AND TOURISM

The Sources or Causes of Stress in Hospitality and Tourism

Differences in Stress Levels

Consequences of Stress and Coping Behaviors

Management of Stress in Hospitality and Tourism Organizations

CONCLUSION

REFERENCES

Chapter 21: EFFECTIVE COMMUNICATION WITH EMPLOYEES

INTRODUCTION

COMMUNICATION: IT IS HARDER THAN YOU THINK

EFFECTIVE COMMUNICATION IN HOSPITALITYAND TOURISM ORGANISATIONS

Communications Flows in Organisations

Creating Effective Communication in Hospitality and TourismOrganisations

Improving Manager Employee Communications

COMMUNICATIONS AND ORGANISATIONAL PERFORMANCE

CONCLUSIONS

REFERENCES

Chapter 22: MANAGING THE VISITOR’S EXPERIENCE THROUGH INTERNAL MARKETING

INTRODUCTION

THE INTERNAL MARKETING SERVICESYSTEM MANAGEMENT STRATEGY

Service Quality-Value Chain

Part-Time Marketers in an Internal Customer-Supplier Chain

Service Provider Behaviour

Service System Integration

The Employee as Service Provider

Managing the Deployment of Motivated Work

The Employee as Service Customer?

Satisfying Service as a Job Market Commodity

SUMMARY

MANAGERIAL FRAMEWORK: ISSUES & IMPLICATIONS

CONCLUSION FOR MANAGERS: SUGGESTIONS FORPRACTISING INTERNAL MARKETING

Putting Marketing into Practice

Internal Marketing

Getting Started

Internal Marketing at Work

CONCLUSION FOR RESEARCHERS: AN AGENDA FOR FURTHER STUDY

REFERENCES

Chapter 23: EMPLOYEE SERVICE QUALITY ISSUES: MEETINGTHE NEEDS OF OUR INTERNAL CUSTOMERS

INTRODUCTION

EMPLOYEE STRUCTURE

Recognition Program

Incentive Plan

Diversity

Loyalty Programs

Training Programs

MANAGERIAL STRUCTURE

Training

Communication

Working Relationships

Leadership

ORGANIZATIONAL STRUCTURE

Corporate Hierarchy

Corporate Environment

Teams

Four Seasons

The Ritz Carlton

SAS

PROGRAM EFFECTIVENESS

CONCLUSION

REFERENCES

Chapter 24: ORGANIZATIONAL CULTURE AND ITS IMPACTSON EMPLOYEE ATTITUDES AND BEHAVIORS INTOURISM AND HOSPITALITY ORGANIZATIONS

INTRODUCTION

DEFINITION OF ORGANIZATIONAL CULTURE

FUNCTIONS OF ORGANIZATIONAL CULTURE

TYPES OF ORGANIZATIONAL CULTURE

Dominant Culture and Subcultures

Strong and Weak Cultures

Adaptive and Unadaptive Cultures

ELEMENTS OF ORGANIZATIONAL CULTURE

Values

Rituals

Organizational Heroes

Organizational Symbols

ORGANIZATIONAL CULTURE, EMPLOYEE ATTITUDES/BEHAVIORSAND ORGANIZATIONAL PERFORMANCE

MANAGING ORGANIZATIONAL CULTURE IN TOURISMAND HOSPITALITY ORGANIZATIONS

Sources of Organizational Culture

A Framework for Managing Organizational Culture in Tourism andHospitality Organizations

CONCLUSION

ACKNOWLEDGEMENT

REFERENCES

Chapter 25: CONSTRUCTING A CLIMATE AND CULTURE FOR SERVICE IN THE TOURISM INDUSTRY

INTRODUCTION

WHAT IS A SERVICE CLIMATE/CULTURE?

WHY A SERVICE CULTURE IS IMPORTANT:RESEARCH ON SERVICE CLIMATE AND CULTURE

CREATING A SERVICE CULTURE FOR THE TOURISM INDUSTRY

The Process

MANAGING THE CONTEXT

Ease of Access

Delivering on the Promise

Providing for Basic Customer Needs

EXAMPLES OF TOURIST AREAS WORKINGTO CREATE A SERVICE CULTURE

CONCLUSIONS

REFERENCES

Chapter 26: MANAGING EMPLOYEE CROSS-CULTURAL ATTITUDES AND BEHAVIOURS INAUSTRALIA’S TOURISM INDUSTRY

INTRODUCTION

BRIEF HISTORY OF AUSTRALIA’S TOURISM

Australia’s Inbound Tourists

DEVELOPING EMPLOYEE ATTITUDES THROUGHCROSS-CULTURAL AWARENESS TRAINING PROGRAM

Japanese Tourists

Chinese Tourists

Muslims Tourists

OUTCOME OF TRAINING

REFERENCES

Chapter 27: ORGANIZATIONAL COMMITMENT IN TOURISMAND HOSPITALITY ORGANIZATIONS

INTRODUCTION

THE CONCEPT AND MEASUREMENTOF ORGANIZATIONAL COMMITMENT

WORK-RELATED EFFECTS OF ORGANIZATIONAL COMMITMENT

GENDER DIFFERENCES IN ORGANIZATIONAL COMMITMENT

CULTURAL DIFFERENCES IN ORGANIZATIONAL COMMITMENT

REFLECTIONS ABOUT THE VALUE OFORGANIZATIONAL COMMITMENT RESEARCH

ORGANIZATIONAL COMMITMENT IN HOSPITALITY

How to Foster Commitment

REFERENCES

Chapter 28: MANAGING LABOUR TURNOVER IN THE TOURISM INDUSTRY

INTRODUCTION

THE CONCEPT AND MEASUREMENT OF LABOUR TURNOVER

RATE OF LABOUR TURNOVER

Labour Stability Index

CAUSES OF LABOUR TURNOVER IN THE TOURISM INDUSTRY

Small Firms, Unprofessional Human Resource Management andUnsophisticated Management Style in Tourism

Low Job Satisfaction

Weak Organisational Commitment

Other Causes of Turnover

THE COSTS OF TURNOVER

STRATEGIES TO MANAGE TURNOVER

Recruitment Programs

Organisational Climate

Industry Schemes that Control Turnover

CHAPTER SUMMARY

REFERENCES

Chapter 29: DEVELOPING AN ORGANIZATIONAL SERVICE ORIENTATION AMONG EMPLOYEES

INTRODUCTION

ORGANIZATIONAL CULTURE AS THESOURCE OF SERVICE-ORIENTATION

Foundations

COMPONENTS OF A SERVICE ORIENTATION

OSO as Climate

OSO Measured

OSO Formally Defined

“BEST-IN-CLASS” SERVICE PRACTICES AND PROCEDURES

Service Leadership

Human Resource Management

Service Systems

Service Encounter

DEVELOPMENT OF A SERVICE ORIENTATION AUDITING DEVICE

Managerial Implications

Limitations

IMPLEMENTATION OF A SERVICE ORIENTATION

CONCLUSION

APPENDIX: SERV*OR SCALE ITEMS

REFERENCES

Chapter 30: EFFECTIVE PERFORMANCE APPRAISALPRACTICES TO ENHANCE ORGANIZATIONALEFFECTIVENESS IN HOSPITALITY AND TOURISM

INTRODUCTION

PERFORMANCE APPRAISAL RATING METHODS

EFFECTIVE ORGANIZATIONAL PERFORMANCEAPPRAISAL PRACTICES

Organizational Support

Clearly Defined Organizational Goals

Employee Participation in the Appraisal Process

Clearly Defined and Well Developed Performance Standards

Mutual Development of Individual Objectives

Establishment of Formal Rater Training

Implementation of Multi-Rater Feedback Program

Planning and Conducting the Appraisal Interview

Conducting Regular Reviews of Performance Appraisal System Effectiveness

SUMMARY AND CONCLUSIONS

REFERENCES

Chapter 31: EFFECTIVE LEADERSHIP IN TOURISM ANDHOSPITALITY ORGANISATIONS IN THE 21ST CENTURY

INTRODUCTION

WHAT IS LEADERSHIP?

THE IMPORTANCE OF LEADERSHIP

THE ROLE OF LEADERSHIP IN THE HOSPITALITY AND TOURISM INDUSTRIES

CULTURE AND LEADERSHIP

GENDER DIFFERENCES IN LEADERSHIP:DO MALES AND FEMALES LEAD DIFFERENTLY?

Power and Leadership

A Feminist Perspective

The Role of Socialisation

Other Explanations for the Shortage of Women Leaders

LEADERSHIP PARADIGMS

The Trait Approach to Leadership

Leadership: The Behavioural Approach

Contingency Theories

The New Leadership Theories: Transformational and CharismaticLeadership

A Modified Version of Transformational Leadership

FUTURE DIRECTIONS: MAKING HOSPITALITYAND TOURISM LEADERS MORE EFFECTIVE

Role of Leadership Training in the Hospitality and Tourism Curricula

REFERENCES

Chapter 32: DECISION-MAKING IN TOURISM AND HOSPITALITY ORGANIZATIONS

INTRODUCTION

TYPES OF MANAGERIAL DECISIONS

MODELS OF DECISION-MAKING

The Rational/Economic Man Model

The Bounded Rationality Model

The Process Model

The Political Model

The Garbage Can Model

A CRITIQUE OF THE DECISION-MAKING MODELS

INDIVIDUAL VERSUS GROUP DECISION-MAKING

IMPROVING THE EFFECTIVENESS OF DECISION-MAKING

Individual Techniques

Group Techniques

THE LEADERSHIP ROLE IN DECISION-MAKING

CHARACTERISTICS OF THE HOSPITALITY INDUSTRYAND THEIR IMPACT ON DECISION-MAKING

CONCLUSIONS

REFERENCES

Chapter 33: EMPLOYEE INVOLVEMENT IN TOURISM ANDRELATED SERVICES

INTRODUCTION

EMPLOYEE INVOLVEMENT IN CONTEXT

A FRAMEWORK FOR ANALYSIS

EMPLOYEE INVOLVEMENT IN PRACTICE

Participative Forms

Consultative Forms

Commitment Forms

CONCLUSION

REFERENCES

Chapter 34: THE PHILOSOPHY, PRACTICE AND PROMISE OFEMPOWERMENT IN THE HOSPITALITY INDUSTRY

INTRODUCTION

THREE PERSPECTIVES OF EMPOWERMENT

Empowerment as a Power Sharing Strategy

Empowerment as a State of Being (Psychological Empowerment)

Empowerment as a Strategy for Social Change

Making Sense of the Three Perspectives

EMPOWERMENT PRACTICE IN THE HOSPITALITY INDUSTRY

BARRIERS TO EMPOWERMENT

Barriers to Empowerment at Pizza Hut Canada

Barriers to Empowerment in the Hospitality Literature

SUGGESTIONS FOR THE EFFECTIVEIMPLEMENTATION OF EMPOWERMENT

REFERENCES

Chapter 35: GROUPS, TEAMS AND TEAMWORK IN TOURISM AND HOSPITALITY

INTRODUCTION

INDIVIDUALS AND GROUPS

The Nature of Groups, Teams and Teamwork

Types of Groups

WORK GROUPS

HRM and Groups

The Developing Research Base

TEAMS

TEAMWORK

The Extent of Teamworking

Team Briefing

Collaboration and Attitudes to Decision-Making in Groups

Communication and Rivalry

Quality Circles and Management Attitudes

TEAM PERFORMANCE

Problem-Solving and Groups

EFFECTIVE TEAMS

Team Relationships

Internal Teamwork

Task Roles

Team Roles

External Teamwork

TEAMS IN TOURISM AND HOSPITALITY

FOSTERING TEAMWORKING

CONCLUSIONS

REFERENCES

Chapter 36: DEVELOPING INNOVATION IN TOURISM ANDHOSPITALITY COMPANIES: MOTIVATION +ORGANISATIONAL CULTURE + KNOWLEDGETRANSFER = INNOVATION

INTRODUCTION

THE INNOVATION PROCESS

THE DISC MODEL OF INNOVATION

Individual Motivation, Vision and Socialisation Promote Recognition

Creativity, Participative Safety and Externalisation Facilitate Initiation

Individual Skills, Norms for Innovation and Support and Combination Leadto Implementation

Learning Skills, Climate for Excellence and Internalisation Leads toStabilisation

DEVELOPING A TOOLKIT TO PROMOTE INNOVATION

INNOVATION CHECKLIST

Toolkit A – Promoting Recognition

Toolkit B – Promoting Initiation

Toolkit C – Promoting Implementation

Toolkit D – Promoting Stabilisation

DISC IN PRACTICE

Case Study 1 – Developing Technological Innovation

Case Study 2 – Business Development

Case Study 3 – Improving Communication

Case Study 4 – Effective Team Working

Case Study 5 – Individual and Organisational Change

CONCLUSION

REFERENCES

ACKNOWLEDGEMENTS

APPENDIX 1: INNOVATION CHECKLIST

INNOVATION CHECKLIST ACTION

Chapter 37: CONFLICT AND AFFECTIVE REACTIONS IN TOURISM ORGANIZATIONS

INTRODUCTION

CONFLICT: DEFINITION AND EFFECTS ONORGANIZATIONAL DYNAMICS

Types of Conflict and Personal and Organizational Consequences

CONFLICT MANAGEMENT STYLES

Avoiding

Accommodating

Integrating

Dominating

Compromise

EMPIRICAL STUDY: CONFLICT MANAGEMENT, AFFECTIVEREACTIONS AND WORK CLIMATE IN THE TOURISM INDUSTRY

Method

Results and Analysis

DISCUSSION AND CONCLUSIONS

REFERENCES

Chapter 38: INNOVATIONS IN HOSPITALITY HUMAN RESOURCES:CASES FROM THE U.S. LODGING INDUSTRY

INTRODUCTION

HUMAN RESOURCE INNOVATIONS AS ASOURCE OF COMPETITIVE ADVANTAGE

HUMAN RESOURCE INNOVATIONS

Selective Hiring and Retention Strategies

Competency Training and Leadership Development Programs

Benefits and Incentive Plans to Enhance Performance and Reduce Costs

Redesigning Work to Enhance Employee Involvement

LEVERAGING INNOVATIVE PRACTICES

Aligning HR Practices for Operational Excellence

Implementing Change and the Future

Learning from Others & Moving Forward

REFERENCES

Chapter 39: HUMAN RESOURCE DEVELOPMENT FOR COMPETITIVENESS AND SUSTAINABILITY: A CASE STUDY OF INDIAN TOURISM

INTRODUTION

QUALITY, COMPETITIVE ADVANTAGE, AND HUMAN RESOURCES

Sustainability and Competitive Advantage

TOURISM HUMAN RESOURCES DEVELOPMENT FOR POSITIVE EMPLOYEE ATTITUDES AND BEHAVIOUR

INDIAN TOURISM – AN OVERVIEW

HUMAN RESOURCES DEVELOPMENT FOR TOURISM IN INDIA

HRD IN INDIAN TOURISM - COMPETITIVENESS AND SUSTAINABILITY

Pre-employment Training

In-Service Training

Extension Programmes for the Host Community

CONCLUSION

REFERENCES

Chapter

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