научная статья по теме THE MAIN COMPETENCES STAFF OF THE HOSPITALITY INDUSTRY Экономика и экономические науки

Текст научной статьи на тему «THE MAIN COMPETENCES STAFF OF THE HOSPITALITY INDUSTRY»

K.S. Gavrysh, F.V. Shutilov The main competences staff of the hospitality industry

The main competences staff of the hospitality industry

K.S. Gavrysh,

канд. экон. наук, доцент кафедры производственного менеджмента и экономики отраслей народного хозяйства, Кубанский государственный технологический университет (350000, Россия, г. Краснодар, ул. Красная, 135; e-mail: Hripunova87@mail.ru)

F.V. Shutilov,

канд. экон. наук, доцент кафедры производственного менеджмента и экономики отраслей народного хозяйства, Кубанский государственный технологический университет (350000, Россия, г. Краснодар, ул. Красная, 135; e-mail: sfv@mail.ru)

Аннотация. В статье описаны основные компетенции персонала индустрии гостеприимства. Компетенции персонала рассмотрены как развивающаяся система. В статье описывается процесс формирования, прогнозирования и планирования, приобретения, развития и удержания компетенций персонала индустрии гостеприимства.

Abstract. The article describes the basic competencies required staff of the hospitality industry. Competences staff described as an evolving system. The article describes the process of formation, of forecasting and planning, of acquisition, development and retention of personnel competence of the hospitality industry.

Ключевые слова: компетентность персонала, система, гостиница, развитие, оценка, прогнозирование.

Keywords: staff competence, system, hotel, development, evaluation, prediction.

One of the main trends in modern management of human resources is the competence-based management. David McClelland is thought to be the founder of this approach in 1973 when he was the first to prove the necessity of attention shift from conventional academic tests for ability which could not predict the efficient performance to assessment methods which lead to best performance.

The current study of national and international publications showed the importance of the issue to identify the most critical competences and assess them in all branches of economy. The article "Assessing Hospital Staff Competence" (Joint Commission Resource publication, 2002) deserves our special focus, this article gives description of "Joint Commission competence assessment standards", their best practices in medicine, possible improvements and information on the typical problems in these standards implementation [7]. The competence assessment is defined here "as the process of using performance appraisal activities to validate and verify a person's capability to perform job expectations properly". Assessing competence occurs over a continuum as an ongoing process». (Joint Commission Resource publication, 2002). Having examined different sources devoted to the definition of the "competence" one can have a misleading idea that there is a consensus of opinions about this definition, but in fact it is broad and blur. This introduces some complications into competence assessment process and selecting the most optimal way.

Many studies have been carried out assessment of competence. Aung (2000) attempted to analyze the core competencies of the Accor multinational hotel chain along with its competitors in the Thai market place at the organizational level [3]. The study focused on examining three main functions in a hotel such as human resources, operations, and marketing. The result concluded that human resources were the determining factor for its success in competition. The Accor chains accelerated their success by using their own training pro-

gram worldwide: they provided employees with cross-training to improve their adaptability skills and six-month exchange programs were also a productive way learn different cultures in various regions (Kim et al. 2011).

Kay and Russette (2000) identified the essential competencies required for hotel managers in the divisions of F&B, front desk, and sales in Spain [6]. The study measured five core competencies based on Sandwith's (1993) measurements which contained competency domains such as leadership, technical skills, interpersonal skills, conceptual-creative skills, and administrative skills. The result of this study reported that the skills required for managers were leadership skills, technical skills, interpersonal skills, administrative skills, and conceptual-creative skills in order of importance. These measurements were similar to previous studies that investigated a list of competencies for top management in all industrial areas including leadership skills, general management skills, interpersonal skills, communication skills, creativity, adaptability and results orientation (Dulewicz, 1989; Thoronton & Byham, 1982).

Tas, LaBrecque and Clayton (1996) identify five main competencies in hotel property management. These competencies are, in order of importance:

• interpersonal (skills for effective interaction with others)

• leadership (the ability to turn ideas into productive action)

• conceptual-creative (the cognitive skills needed for the job)

• administrative (personnel and financial management of the business)

• technical (the knowledge and skills essential to producing the product or service).

Baum (1989), who analyzed Irish hotel managers, found that they have an undue focus on [4]:

• operational issues, as opposed to management issues;

МИКРОЭКОНОМИКА

• the mine host concept, as opposed to the profit concept;

• the hospitality apprenticeship irrespective of educational background; and

• the 'uniqueness' of hospitality and therefore the 'irrelevance' of general management principles.

The ANOVAs analysis documented in "Hotel Employees' Competencies and Qualifications Required According to Hotel Divisions" (Kim et al. 2011) identified the most relevant competences for 5 hotel's divisions personnel: Adaptability to working environment, Ability to make progress in work, Interpersonal skills and Foreign languages and work-related learning. The assessment is complicated by peculiarities and differences of competences required from the personnel of 5 hotel's divisions. People working in the front line, for example, the front desk or the F&B department, have to provide face to face services to customers while those who are working in the kitchen or accounting department do not need to satisfy customers' needs face to face. For this, a hotel has been divided into five divisions: the General Management Division (including human resources, accounting department, purchasing and planning department), the Marketing & Sales Division, the Rooms Division (including the front desk, bell desk and housekeeping department), the F&B Division (consisting of restaurants, cafe and bars), and the Cooking Division (Kim et al. 2011) [7].

Using job descriptions that are used by enterprises in daily activities not specified and are ad-

visory in nature, both in relation to the requirements on the availability of knowledge and skills, as well as the formal requirements in relation to workers who mainly deal with their level of education and work experience. Most common cause of reduced profitability hospitality is not so much the lack of equipment in the most expensive hotels, and uncertainty with its own code of standards that includes a list of required competencies.

In the international standards of service are disclosed competence required of all categories of staff whose application increases the quality control of all property, including [8]:

- Speed of service;

- Accuracy of the order;

- Predictions guests;

-attentiveness;

-courtesy, friendliness, enthusiasm, interaction with colleagues, relations with the guests;

- Flexibility, adaptability;

- taking responsibility and initiative;

- Personal hygiene;

- Discipline, punctuality;

- Knowledge of work, quality of work, attention to detail;

- Work with the load under stress;

- Ability to perform the task to the end;

- Awareness of costs, foreign language

In accordance with International Standard Services it has been an allocated core hotel staff competencies (Table).

Table

Standards of competence by the level of the job role hierarchy

The level of the ¡ob role hierarchy Competence

Service Staff Education, experience, health, patience, fluency in English and another foreign language, goodwill, commitment, knowledge of psychology, quick response, enthusiasm, skill

Main production staff Fluency in one foreign language, education, creativity, punctuality, sense of taste, ability to work in a team, endurance, health, patience, experience

Technical staff Fluency in one foreign language, education, formalism, analytic skills, usability, perseverance, health, ability to foresee, punctuality, attentiveness, clarity

Specialists Education, experience, communication skills, work with people, ingenuity, fluency in English and another foreign language, kindness, courtesy, consistency, self-control, patience, good diction, health

Department, Division managers Responsibility, organizer, education, work experience, health, intuition, enthusiasm, communication skills, self-critical, balance, objectivity, conflict-free, good organizational skills, ability to understand people

List of required competencies of people working in the hospitality industry - the criteria, information is needed to ensure the effectiveness of the quality management and efficient use of labor potential of the company.

Competence of employees - not just general body of knowledge, but rather harsh though and is in constant motion system [1]. Connecting multiple, sometimes that differ from each other competencies occurs in the worker that he is the bearer of competencies. Thus, the concept of "competence" may be considered from two perspectives: learning (knowledge acquisition) and professional activities. In terms of the educational process expertise - is primarily the result of learning during the module worker develops specific competencies - acquires specific knowledge, skills, experience (professional quality), thus demonstrating personal

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