Human Resource in Destination Management

Pertemuan 19-20

Matakuliah : G1174/Tourism Management and PlanningTahun : 2007

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Topics

• Human Resource in Destination Management

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Objectives

1. To identify the need of human power in managing a destination

2. To demonstrate the provision of human resource in a tourism destination

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The important of human resource in tourism destination

• Human power is the most important aspect of management a destination for two reasons:– The attitude and abilities of staff will have a major impact on

service delivery– Labor costs are likely to be the highest and largest single item

in the revenue

• Human resource management concerns with planning, organizing, training, motivating and rewarding people.

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Problems in HR management in a destination

1. High turnover of staff2. Seasonality of demand3. Poor job status4. Lack of career structures5. Unusually demanding jobs6. A lack of management expertise7. Lack of widely recognized qualification and training

scheme

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Human Resource Planning

Predict demand

Forecast internal supply Forecast external supply

Assess trends in• External labor markets• Current employees• Future organizational plans• General economic trends

Compare future demandand internal supply

Plan for dealing with predict-ed shortfalls or overstaffing

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The Human Resource SystemR

eta

ini

ng

good

staff

Recr

uit

ment

Pro

cess

Handlin

g

pro

ble

ms

Termination of employement

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Recruitment Process

• Job design• Job description• Personnel specification• Advertising• Short listing• Interview• Selection

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Example of Job Description • Job Title: Tourism officer• Job description and activities

A tourism officer develops and promotes tourism in order to attract visitors and produce significant economic benefits for a particular region or site. Tourism officers often work for local authorities, but may also work within private companies or other public sector Tourism officers therefore usually work closely with the residents and businesses in a local community

• Typical work activitiesTourism officers are usually involved with strategic planning and development. Their work involves liaising with the public and with local and public agencies, and also a great deal of behind-the-scenes preparation

• Entry Requirements– Open to all graduates and Diplomates– Personal qualities, skills and experience are often cited as more

important than your degree subject.– Candidates will need to show evidence of the

flexibility,resourcefulness, the ability to produce a quality product on a limited budget, excellent communication and interpersonal skills, creativity, • an eye for design, IT skills, lively interest.

– Stamina is required to work under pressure and cope with long hours and, on occasion, physically demanding work.

• Job Title: Tourism officer• Job description and activities

A tourism officer develops and promotes tourism in order to attract visitors and produce significant economic benefits for a particular region or site. Tourism officers often work for local authorities, but may also work within private companies or other public sector Tourism officers therefore usually work closely with the residents and businesses in a local community

• Typical work activitiesTourism officers are usually involved with strategic planning and development. Their work involves liaising with the public and with local and public agencies, and also a great deal of behind-the-scenes preparation

• Entry Requirements– Open to all graduates and Diplomates– Personal qualities, skills and experience are often cited as more

important than your degree subject.– Candidates will need to show evidence of the

flexibility,resourcefulness, the ability to produce a quality product on a limited budget, excellent communication and interpersonal skills, creativity, • an eye for design, IT skills, lively interest.

– Stamina is required to work under pressure and cope with long hours and, on occasion, physically demanding work.

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Retaining good staff

It requires good systems, effective and sensitive human resource management.1. Induction2. Motivation: financial incentive and non-financial

incentive3. Monitoring and improving performance:

• Appraisal and staff development• Training and education

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Graphic Rating Scales for a Customer Service Officer

Dimension: Punctuality

This officer is always on time for work and promptly opens her or his windowscheduled.

Stronglydisagree

1 2 3 4

Disagree Agree Stronglyagree

Dimension: Congeniality

This officer always greets his or her customers warmly and treats them withrespect and dignity.

Stronglydisagree

1 2 3 4

Disagree Agree Stronglyagree

Dimension: Accuracy

This officer is always accurate in her or his work.

Stronglydisagree

1 2 3 4

Disagree Agree Stronglyagree

Figure 14.3

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The Training Process

Assess training needs• Who needs to be trained?• What do they need to know?• What do they already know?

Plan training evaluation• Did trainees like the training?• Can they meet the training objectives?• Do they perform better on the job?

Develop training program• Content• Methods• Duration

• Location• Trainers

Set training objectives• Specific• Measurable

Conduct training

Modify training programbased on evaluation

Evaluate training

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Handling human resource problems

• Disciplinary actions • Grievance system

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Termination of employment

• Dismissal – result of some form of misconduct• Redundancy – result of changing on operation,

less employee needed• Retirement• Ill health• New job

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Stages of Group Development Slow

evolutionto nextstage

Slowevolution

to nextstage

Burst ofactivityto nextstage

FormingMembers get acquainted test interpersonal behaviors

StormingMembers develop groupstructure and patterns ofinteraction

PerformingMembers enact roles, directeffort toward goal attainmentand performance

NormingMembers share acceptanceof roles, sense of unity

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Constraint of human resource management

Internal External

1. Budgets2. The difficulties of

predicting labor demand dues the problems of forecasting visitor numbers

3. Corporate culture and history

4. Existing staff resources5. Established personnel

procedures and practices

1. The state of labor markets2. Employment law3. Existing provision of

training courses and educational qualification

4. Accepted ideas on what constitute good practice amongst the human resource management position

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The important of good practice in human resources management

• Equal opportunities• Objective recruitment procedures• Good induction• Effective staff development scheme• Comprehensive and flexible training provision• Motivational management• Consistent and fair disciplinary and grievance

procedure

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Conclusion

• Human resource management is a complex activity that exist

• It is important to recognize the good human resource management not only improve the performance but also enhance quality of the product and improve its reputation in the minds of visitors.