Human Resource in Destination Management Pertemuan 19-20

1. Human Resource in Destination ManagementPertemuan 19-20 Matakuliah : G1174/Tourism Management and Planning Tahun : 2007

2. Topics • Human Resource in Destination Management

3. Objectives • To identify the need of human power in managing a destination • To demonstrate the provision of human resource in a tourism destination

4. 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.

5. Problems in HR management in a destination • High turnover of staff • Seasonality of demand • Poor job status • Lack of career structures • Unusually demanding jobs • A lack of management expertise • Lack of widely recognized qualification and training scheme

6. Assess trends in • External labor markets • Current employees • Future organizational plans • General economic trends Predict demand Forecast internal supply Forecast external supply Compare future demand and internal supply Plan for dealing with predict- ed shortfalls or overstaffing Human Resource Planning

7. Recruitment Process The Human Resource System Retaining good staff Handling problems Termination of employement

8. Recruitment Process • Job design • Job description • Personnel specification • Advertising • Short listing • Interview • Selection

9. 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 activities Tourism 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.

10. Retaining good staff It requires good systems, effective and sensitive human resource management. • Induction • Motivation: financial incentive and non-financial incentive • Monitoring and improving performance: • Appraisal and staff development • Training and education

11. Dimension: Punctuality This officer is always on time for work and promptly opens her or his window scheduled. 1 2 3 4 Strongly Disagree Agree Strongly disagree agree Dimension: Congeniality This officer always greets his or her customers warmly and treats them with respect and dignity. 1 2 3 4 Strongly Disagree Agree Strongly disagree agree Dimension: Accuracy This officer is always accurate in her or his work. 1 2 3 4 Strongly Disagree Agree Strongly disagree agree Graphic Rating Scales for a Customer Service Officer Figure 14.3

12. Assess training needs • Who needs to be trained? • What do they need to know? • What do they already know? Set training objectives • Specific • Measurable Plan training evaluation Develop training program • Did trainees like the training? • Content • Location • Can they meet the training objectives? • Methods • Trainers • Do they perform better on the job? • Duration Conduct training Evaluate training Modify training program based on evaluation The Training Process

13. Handling human resource problems • Disciplinary actions • Grievance system

14. Termination of employment • Dismissal – result of some form of misconduct • Redundancy – result of changing on operation, less employee needed • Retirement • Ill health • New job

15. Forming Members get acquainted test interpersonal behaviors Slow evolution to next stage Storming Members develop group structure and patterns of interaction Burst of activity to next stage Norming Members share acceptance of roles, sense of unity Slow evolution to next stage Performing Members enact roles, direct effort toward goal attainment and performance Stages of Group Development

16. Constraint of human resource management

17. 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

18. 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.