Hospitality, Tourism, and Events Industry Competency Model: Human Resource Management Implications
Barry A. Friedman ()
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Barry A. Friedman: State University of New York
A chapter in Strategic Innovative Marketing and Tourism, 2019, pp 49-56 from Springer
Abstract This paper addresses the implications of hospitality, tourism and events industry competency modeling on human resource management for organizations and employees. While past research focused on organizational prescriptive action only, this paper addresses prescriptive actions and the potential benefits for both organizations and employees that result when competency modeling is employed throughout the employee life cycle (e.g., pre-employment to retirement). Competency models explicitly define the knowledge skills and abilities required for exceptional work performance in key jobs, link to overall organizational strategy, align human resource management initiatives, and have a prominent role in enhancing organizational effectiveness. The most comprehensive competency model for the hospitality, tourism and event industry was developed by the Employment and Training Administration under the sponsorship of the United States Department of Labor. This model provides a framework that aligns recruitment, selection, onboarding training and development, performance management, total rewards, human resource planning, and even employees’ retirement in the hospitality, tourism and events industry. Competency model limitations are discussed and future research is proposed.
Keywords: Competency; Hospitality; Human resource management (search for similar items in EconPapers)
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Persistent link: https://EconPapers.repec.org/RePEc:spr:prbchp:978-3-030-12453-3_6
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