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ITM Bachelor 3. Sem |
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International Human Resource Management
Best practice ● Recruitment and selection: Recruiting and selecting staff with the correct attitudinal and behavioural characteristics. A range of assessments in the selection process should be utilized to evaluate the work values, personality, interpersonal skills and problem-solving abilities of potential employees to assess their ‘service orientation’.
Definition: "The process of generating a pool of candidates from which to select the appropriate person to fill a job vacancy" (Heery/Noon 2002).
- Job analysis
- Job description
- Person specification / competency profile in the recruitment context
Traditional specification model (Rodger 1952): * Physical characteristics * Attainments - qualifications * General intelligence * Special aptitudes * Interests (work related / leisure related) * Disposition ("character") * Circumstances
Service economy: Paradigm (master narrative) shift from
- "right" attitude - "right" appearance - look good/appropriate, sound right
Soft skills become more important than technical skills
Example Scottish boutique hotel: 10 days training for new staff members including how to style hair/make-up, learning to look "successful" / "confident".
Where and how you look for your new staff members influence which kind of people you attract: - Media used (local paper, trade paper, national paper, internet) - Image developed (website, WOM) - Form and content of job offer information - trials, internships, step-by-step integration (examples: Ruf, Thomas Cook, TUI aqtiv)
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How do people ideally have to be like for working in a front-line job in: - a hotel - an attraction - a transport company - a destination management organization - a tourist information - a tour operator company - leisure & event organizing company - a tourism research organization? |
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Contact:
Prof. Dr. Wolfgang Georg Arlt FRGS |
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