Matakuliah : G1174/Tourism Management and Planning
Tahun
: 2007
Human Resource in Destination Management
Pertemuan 19-20
Topics
• Human Resource in Destination Management
Bina Nusantara
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.
2.
3.
4.
5.
6.
7.
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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
Human Resource Planning
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
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Plan for dealing with predicted shortfalls or overstaffing
Handling
problems
Retaining
good
staff
Recruitment Process
The Human Resource System
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Termination of employement
Recruitment Process
•
•
•
•
•
•
•
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Job design
Job description
Personnel specification
Advertising
Short listing
Interview
Selection
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.
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Retaining good staff
It requires good systems, effective and sensitive human resource
management.
1. Induction
2. Motivation: financial incentive and non-financial incentive
3. Monitoring and improving performance:
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•
Appraisal and staff development
•
Training and education
Graphic Rating Scales for a Customer Service Officer
Dimension: Punctuality
This officer is always on time for work and promptly opens her or his window
scheduled.
1
2
3
4
Strongly
disagree
Disagree
Agree
Strongly
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
Disagree
Agree
Strongly
agree
Dimension: Accuracy
This officer is always accurate in her or his work.
1
2
3
4
Strongly
disagree
Disagree
Agree
Strongly
agree
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?
Set training objectives
• Specific
• Measurable
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
• Location
• Methods
• Trainers
• Duration
Conduct training
Evaluate training
Modify training program
based on evaluation
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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
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
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Constraint of human resource management
Internal
1. Budgets
2. The difficulties of predicting labor
demand dues the problems of
forecasting visitor numbers
3. Corporate culture and history
4. Existing staff resources
5. Established personnel procedures
and practices
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External
1. The state of labor markets
2. Employment law
3. Existing provision of training courses
and educational qualification
4. Accepted ideas on what constitute
good practice amongst the human
resource management position
The important of good practice in human resources
management
•
•
•
•
•
•
•
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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
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.
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