The tourism industry employs a significant part of the world's population. The tourism business generates income, and the added value is the people working in it. Not only the financial stability of any tourist facility, but also its prosperity depends on professionalism, the ability to manage a team, goodwill. Not just personnel, but well-trained personnel, representing human capital, decide everything. Human capital can be viewed as the result of serious, painstaking, constant work on the perception and preservation of a team that has professional knowledge and moral qualities that have a system of moral values.
Hotel and catering business harmoniously included in the tourism business, although it can exist separately. No tourist can do without the services of a cafe, restaurant or hotel. The whole huge restaurant and hotel industry is served by a person. In all this space, systems different in longitude and stability arise, for example, the “man–machine–man” system. A person controls a machine, so the connection can be represented as follows: “man-man”. For this system to work effectively in relation to hotel staff, certain conditions must be met. Scientists and leaders of states both abroad and in Russian Federation. The theme of relationships between colleagues is inexhaustible, each author has his own opinion based on observation, experience, analysis.
It is necessary to note a number of principles by which the team is selected and educated:
- science,
- psychological and physical compatibility,
- authenticity,
- discipline,
- a responsibility,
- the desire to acquire new knowledge and improve skills,
- communication skills,
- understanding the objectives of the organization.
The set of principles can be expanded or refined depending on the goals and objectives of the organization, management style to create a full-fledged efficient team, which can be called human capital.
For small hotels - up to 50 rooms and up to 20 staff members - a linear type of management is typical organizational structure and therefore the entire burden of education and responsibility for the team rests with the leader or owner.
For hotels of other categories, hotels of varying degrees of stardom, linear-staff, functional, linear-functional and other types of management are characteristic.
Linear-functional and adaptive (project, cross-functional) management styles are typical for international hotel operators in St. Petersburg: Kempinski, Corinthia, ACCOR Group, Redisson Royal, Rezidor Hotel, Sokos Hotel, Inter Continental and others.
The hotels of the Leningrad region are characterized by the type of management that corresponds to small and medium-sized hotels: linear, functional.
In the conditions of complex work of the hotel, due to seasonality and various sanctions, human capital plays an important role. The team from the manager to the technical worker strives to maintain the efficiency of the enterprise, its image at a high level.
We conducted a survey to identify the participation of employees in hotel management: in small hotels and hotels in the Leningrad Region, 33% of the interviewed employees answered that they were involved in the management of the enterprise, 50% of the respondents focused on the precise implementation of their job duties. In large international hotels: Hotel Indigo, Astoria, respondents' answers to the question about participation in enterprise management and responsibility for providing quality services corresponded to 90%.
The nature of the responses, in all likelihood, was influenced by the level of education. All respondents in the city of St. Petersburg had higher or incomplete higher specialized education. For hotels in the Leningrad region, this figure was somewhat lower. The Leningrad region has a fairly developed system of recreation: treatment, sports, rural tourism, historical tourism; there are sightseeing, educational, ecological and other types of tourism.
Responsible employees work at the enterprises of the tourism industry in the hotel sector, directing their work to solve the problems of the organization.
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An important feature of the tour product, which distinguishes it from manufactured goods, is the wide participation of people in manufacturing process, thus the human factor has a strong influence on its heterogeneity and quality. To support the quality of service, many organizations develop service standards - this is a set of rules for serving tourists, which guarantees an established level of service quality. The standard defines the criteria by which the level of customer service and staff performance is assessed:
call answer time (15-30 seconds)
time of registration in the service.
· appearance and knowledge of a foreign language.
At present, according to experts, for qualified work, in addition to technological training, psychological training is necessary. Therefore, the personal qualities of employees are becoming increasingly important.
The tourism industry is unique in that the staff is an integral part of the tour product, so the main effort of management in tourism
should focus on personnel management. It includes the development of methods and procedures to enable employees to be able and willing to provide quality service.
The personnel management system consists of 6 subsystems:
Personnel policy - determines the general line and fundamental guidelines for working with personnel in the long term is formed by the state and management tourism organization in the form of administrative and moral norms.
Selection personnel - formation personnel reserve to fill job vacancies. Includes: calculation of staffing needs, professional recruitment, interview.
Personnel assessment - carried out to determine the employee vacant position. Also for the assessment of individual contributions, certification of personnel.
· Placement of personnel - provides a constant movement of personnel, based on the results of the assessment of the potential. Deals with wages.
· Adaptation of staff - the process of adapting the client to changing conditions, the workplace and the workforce.
· Personnel training - includes: vocational training, advanced training, staff training, post-graduate additional education.
The main purpose of the functioning of any organization, including tourism, is to make a profit. To achieve this goal, it is necessary to meet the needs of the staff. It is possible to realize the economic needs of people when the profit of the organization grows, and in order for the increase in profits to come true, the staff must work better. Thus, personnel management not only does not contradict economic goals, but is also an effective mechanism for solving the problem of competitiveness.
Full text of the dissertation abstract on the topic "Management of human capital in the hospitality industry"
As a manuscript
Muzychenko Nadezhda Pavlovna
HUMAN CAPITAL MANAGEMENT IN THE HOSPITALITY INDUSTRY (SOCIOLOGICAL ANALYSIS ON THE EXAMPLE OF KHABAROVSK)
Khabarovsk - 2008
The work was carried out at the State Educational Institution of Higher Professional Education "Pacific State University".
Scientific supervisor doctor of political sciences,
Professor Yarulin Ildus Fayzrakhmanovich
Official opponents: Doctor of Economics,
Professor Tretyakov Mikhail Mikhailovich
Candidate of Sociological Sciences. Peshkova Oksana Valerievna
Leading organization Vladivostok State
University of Economics and Service
The defense will take place on February 19, 2009 at 2:00 pm at a meeting of the dissertation council DM 212.294.04 at the Pacific State University at the address: 680035, Khabarovsk, st. Pacific, 136, room. 315l.
The dissertation is available at the Pacific State University Library.
Scientific Secretary of the Dissertation Council
GENERAL DESCRIPTION OF WORK
Relevance of the research topic. Considering the ways of development of the hospitality industry, it should be noted that the problems of intensification of this industry are primarily related to the availability, quality and reproduction of human capital. Compared with other countries in which the service sector has become one of the profitable industries, the Russian hospitality industry is currently in its infancy, and its development is characterized by an increasing role human factor. The main condition for the successful development of hospitality industry enterprises is human capital. Therefore, in modern conditions, the task is to preserve, reveal, use the creative potential of a person, direct it to creation and growth.
That is why, firstly, there is a need to generalize various scientific developments in the sociology of management, i.e., the study of social mechanisms and methods of managerial influence on groups and organizations, on the consciousness and behavior of people in the process of their work at enterprises. And the consideration of subject-object relations in the process of management, training and education of personnel has the most important sociological perspectives in these studies.
Secondly, the study of new phenomena in the development of the domestic hotel industry and hospitality is one of the promising areas for improving the social base of the Russian Federation.
Thirdly, the importance of the study is due to the importance of analyzing the degree of influence of the education system on the formation and development of human capital in the field of hospitality. The growth of efficiency and the creation of favorable conditions for the development of the hotel business is possible only if there is a well-established system of continuous education and improvement of the practical skills of all specialists, i.e., high-quality training of human capital.
Thus, given that in our country for decades the attitude towards human capital in the service sector was clearly insufficient, then changing this situation has become an urgent need. Therefore, as a direction of complex sociological analysis, the problem of the functioning and development of human capital is an urgent subject of scientific research.
The degree of scientific development of the problem. Scientific actualization of the problems of human capital, the study of human productive abilities and their role in social production has deep traditions in world science. An example is the work of A. Marshall, W. Petga, A. Smith and others.
It was A. Marshall who focused on the problem of the educational services market in connection with investing in human capital. He owns the statement that "the most valuable capital is that which is invested
into human beings." Since that time, the focus of attention of scientists has focused on the problems of creating a qualitatively new work force, which was based on the theory of human capital, while previously the focus was only on the use of labor. This theory was formed and developed in the scientific works of Nobel Prize winners T. Schultz, G. Becker, B. Weisbord, D. Mintzer and others.
In the domestic scientific literature, the problem of human capital for a long time not given serious attention. Only in the 70s and 80s. of the last century, separate studies began to appear devoted to the consideration of certain aspects of the Western theory of human capital. The category of such studies includes the works of such authors as V. S. Goylo,
A. V. Dainovsky, R. I. Kapelyushnikov, V. P. Korchagin, V. V. Klochkov,
V. I. Martsinkevich, S. A. Dyatlov, A. I. Dobrynin, V. L. Inozemtsev.
The Russian scientific school substantiated the approach to human capital as a form of ensuring life on the planet, and considers its accumulation as the goal of social development, education - as filling human capital with content during its reproduction.
However, theoretical studies of the hospitality industry itself and the hotel industry in Russia have practically not been carried out. The scientific school on these issues only began to take shape in the 1990s. last century. E. A. Dzhandzhugazova2, N. I. Kabushkin, E. A. Balashova, M. A. Nesteruk, V. S. Yankevich and many others deeply study the problems of the hotel industry. They are also the authors scientific works, textbooks and teaching aids that form the basis of the education system in the field of hospitality and hotel industry.
Considering that the issues of human capital management in the hospitality industry were not directly studied in the conceptual developments of Russian scientists, the dissertation author analyzed and proposed ways to solve this problem based on the materials of a sociological study conducted on the basis of the hotel enterprises of the city of Khabarovsk.
The object of the study is the hotel industry of the Khabarovsk Territory as a basic element of the hospitality industry and its impact on the socio-economic development of the industry on a scale of individual territories.
The subject of the study is managerial relations in the hospitality industry, the activities of hospitality industry enterprises in the formation effective system human capital management, as well as a complex management decisions adopted at the federal level for the development of the domestic hotel industry in the field of socio-cultural service and hospitality as one of the promising areas for improving the social base of the Russian Federation.
1 Marsham A. Principles of economic science / A. Marshall. - M.: Progress, 1993. - S. 270.
2 Dzhandzhugazova E. A. Hospitality: questions of theory and practice.
The purpose and objectives of the dissertation research are to study the process of forming effective human capital management of hospitality industry enterprises by conducting a sociological analysis of the quality of its elements and identifying social problems that most strongly affect the development of the industry. In accordance with the goal, the following tasks were solved in the study:
Develop a model of a professiogram and a standard adaptation program for porters of hotel enterprises;
The theoretical and methodological basis of the dissertation research was the works of Russian and foreign scientists in the field of theory and practice of human capital management. Statistical and normative materials, as well as the survey data obtained during the work on the dissertation. When performing the work, the main provisions of the methods of system analysis and synthesis, statistical analysis, as well as empirical and theoretical generalization were used. Leading in the study is the structural-functional approach.
In the structural-functional approach and for the first time in the works of T. Parsons, three levels of management were identified social systems:
1) technical, where the elements of the system directly interact with each other;
2) managerial, regulating the exchange process that takes place at the first level;
3) institutional, where issues of general order and management are resolved.
It is important to bear in mind that T. Parsons was one of the few researchers who recognized, in addition to the economic and social nature of the service. Parsons' methodological approach involves considering the specifics of the service through the prism of the category of social action, which implies the participation
nick-actors, a standardized system social relations between them, a system of action, i.e., motivated human behavior1.
Sociological surveys conducted by the dissertator at the enterprises of the hotel industry of Khabarovsk (n = 1,100 respondents in 10 hotels);
Research materials and comparative assessments of indicators obtained in the course of a number of surveys on the territory of the Russian Federation and other states;
Statistical materials Federal Service state statistics.
Scientific novelty lies in the scientific substantiation and practical formation of an effective management system by human resourses in the hospitality industry and the development of guidelines and proposals for improving its development. The most significant results obtained by the dissertation are as follows:
A sociological interpretation of the concept of "hotel service" is given as a direct result of a specific labor activity aimed at meeting the vital daily needs of a person, ensuring his normal life, improving life and quality of life. As a direct result of labor, the hotel service acts as a useful social and economic effect, mediated by non-material (non-material) form;
The contradictions of the process of formation and formation of the hotel services market are revealed, due to the underdevelopment of the market infrastructure during the transformation of the socio-economic system of Russia, which objectively implies the need to form an effective mechanism for institutional regulation of the hotel services market;
On the basis of scientific theories and the analysis carried out, the importance of human capital for the hospitality industry is determined and the need to change the attitude towards its formation and use is established;
The adaptation and motivation of human capital and their dependence on the objective socio-economic processes taking place in the hospitality industry have been studied;
The main social problems of human capital in the hospitality industry are identified and their relationship with the quality of services is shown;
Proposals have been developed to improve the work with human capital at the enterprises of the hotel industry.
The theoretical and practical significance of the study is to substantiate the need to change the attitude towards human capital in the hospitality industry, in the possibility of using the
1 Parsons T. On the structure of social action. - M., 2000. - S. 403-406.
new provisions and conclusions of the study to solve a set of theoretical and practical problems of forming an effective human resource management system in the hospitality industry. The developed theoretical and methodological approaches and proposals of the dissertation can be used:
In the activities of hotel enterprises in order to improve the quality of service and services provided, as well as increase the occupancy of hotel rooms and increase economic indicators hotel industry organizations.
The main provisions for defense:
1. A person in the workplace can be considered as a labor force and can be considered as the most important category of the sociology of management - human capital. Human capital is a certain stock of health, knowledge, skills, abilities, motivations formed as a result of investments and accumulated by a specific person, which are expediently used in a particular area of social reproduction. Human capital is the most important component of the hospitality industry.
2. Social problems in the hospitality industry are associated with underestimation or ignoring the impact of human capital on the final results of the enterprise, which leads, if not to a decrease in its growth rate, then to a significant slowdown in this process. Increasing the efficiency of enterprises in the hospitality industry directly depends on a change in attitude towards human capital.
3. Theories of human capital make it possible to identify its main elements that directly affect the labor potential of an employee, and modern approaches to the formation of human capital contribute to its development and improvement, which ultimately improves the quality of hotel services provided.
4. Effective management decisions on the management of the hotel service sector should be based on sources of reliable information that allow you to study the situation, analyze trends, identify dominant factors and predict potential development. Today, the core of information support for management decisions is state statistics, but it is focused mainly on
the industrial branch. For management bodies in the hotel industry, such information is of little use due to its generalized nature and requires additional (sociological) research. The organization of empirical observation, obtaining reliable and objective information about the state and changes in the market of hotel services, as well as about the standard of living of the population and satisfaction of citizens with the quality of service for various types of services is one of the main tasks facing the authorities.
Practical significance. Based on the materials that served as the source of the dissertation research, the dissertator developed working programm training of students of the international faculty of the Pacific State University of all forms of education in the specialty 100103.65 "Socio-cultural service and tourism" and since 2003 students have been trained full-time and part-time in the discipline "Hotels and hotel industry". The importance of studying this discipline is evidenced by the act on the implementation of research results in the educational process in the training of specialists in the field of socio-cultural services and tourism, as well as the act on the implementation of research results in the work of the Tourism Department of the Ministry of Economic Development and Foreign Relations of the Government of the Khabarovsk Territory.
Approbation. The main content of the work is reflected in 16 publications with a total volume of 5.88 printed sheets, as well as in the dissertator’s reports at eight international and regional scientific and practical conferences: “The social aspect of hospitality industry management” (Odessa, 2006), “Service quality as a social problem in hospitality industry" (Odessa, 2006), "The social aspect of hospitality industry management" (Khabarovsk, 2006), "The role of human capital in improving the efficiency of enterprises" (Odessa, 2007), "Problems of education in the reproduction of human capital in the hospitality industry" ( St. Petersburg, 2007), “On the problems of development of the hospitality industry” (Odessa, 2008), “Continuing education as the basis for the formation of human capital in the hospitality industry” (Khabarovsk, 2008), “The place of human capital in the hospitality industry” (Birobidzhan, 2008 ).
Structure and scope of work. The dissertation consists of an introduction, two chapters, including six paragraphs, a conclusion, a list of references in the amount of 111 sources and 19 appendices.
The introduction substantiates the relevance of the chosen topic, formulates the goals, objectives of the study, shows the degree of scientific development of the problem, defines the object and subject of the work, describes the methodological basis of the study and characterizes its novelty, indicates practice-8
theoretical significance, the main provisions submitted for defense are formulated.
The first chapter "Human capital as a category of sociology of management" consists of three paragraphs and is devoted to the analysis of the main theoretical and methodological approaches to the formation of human capital. The theoretical and conceptual foundations of modern approaches to the study of human capital are considered, the characteristics of concepts and categories are given.
In the first paragraph " Social aspects theory of human capital” examines the subjective and objective prerequisites for the formation of the theory of human capital, reviews the evolution of scientific views on the problem of studying the productive forces of man and the methodological development of the category “human capital” in theory.
In socio-economic theory, human capital is understood as the totality of innate abilities and acquired knowledge, skills and motivations, it is human because it is an integral part of a person. In the scientific literature, there are quite a lot of different interpretations of the definition of the concept of "human capital". At the same time, the main category of analysis was the ability of a person to provide a labor service and the socio-economic forms of its functioning, but the qualitative characteristics of a person were not subject to social assessment. The modern theory of human capital, however, addresses the issue of the contribution of education and qualifications to economic growth and its social impact.
Modern human capital, according to S. A. Dyatlov1, “is a certain stock of knowledge, skills, and abilities formed as a result of investments and accumulated by a person, which are expediently used in a particular area social production, contribute to the growth of labor productivity and production and thereby affect the growth of income (earnings) of a given person. Such a definition of human capital is, in the opinion of the dissertator, the most complete and includes most of the features of this category compared to the previously existing ones.
However, it should be noted that this is not just a set of knowledge and abilities that a person possesses, but a social value that acts as the most important category of the sociology of management, characterizing the subjectivity and objectivity of human existence, which is of exceptionally high importance in the study of social processes and changes. Therefore, based on various approaches and theoretical formulations, it is possible to give a sociological definition of human capital in the most general form. Human capital is a synthesis of the educational, intellectual, physical, social culture of a person, constantly replenished and reproduced, providing him with access to a certain social status in due course.
1 Dyatlov S. A. Human capital in Russia: problems effective use in a transitional economy. - SPb., 1995. - S. 53.
stnoy hierarchy and corresponding income. This definition reveals the most common essential elements of the social values of human capital:
1) abilities, talents, skills that are an integral part of a person;
2) stocks of knowledge, skills, acquired during life and work, which must be used in the field of public activity;
3) perception and reflection in the public consciousness, which determine the priority and importance of the social subject in society, which provides him with a social status and leads to further investment in human capital;
4) a motivator of social activity, highly valued by society, which is a necessary element for the process of reproduction (formation, accumulation, use) of human capital to be fully completed.
In the second paragraph " Modern approaches to the formation of human capital” presents and analyzes the main stages in the development of modern approaches to the formation of human capital, ways of managerial influence on social groups and the organization and behavior of people in the process of their work in the hospitality industry.
At the turn of the 90s. 20th century an active process of formation of the so-called new social economy, i.e., based on knowledge, began. The concept of "knowledge-based economy" or intellectual economy, which has become widespread in the world literature in recent years, reflects the recognition that scientific knowledge and the specialized unique skills of their bearers are becoming the main source and key factor in the development of tangible and intangible production, ensuring sustainable development. It is no coincidence that in modern science "the understanding is ripening that society is facing a new change, which is the formation of a new social order"1. His hallmark is the accelerated development of the non-material sphere and the non-material environment economic activity. Knowledge, not capital and not the means of production, become the main resource that ultimately determines the competitiveness of any organization.
Thus, it follows from the foregoing that the modern theory of human capital serves as a conceptual basis for developing a strategy for social development and the use of human resources in the modern socio-economic system. It serves as the basis for developing the most effective policy in the field of education, using the accumulated knowledge and experience, mastering advanced technologies and social
1 Inozemtsev VL Theory of post-industrial society as a methodological paradigm of Russian social science // Questions of Philosophy. - 1997. - No. 10. - S. 11-12. ten
work culture. “The human capital of an individual as an asset is not the property of the organization, but of the employee himself, but the totality of employees who work in the organization can be considered as its human capital. Its scale depends on a complex of factors: the abilities of employees, their work and life experience, the level of education and qualifications, the state of health, motivation (for the work itself, advanced training), the costs that the company incurs for training and education of personnel, recruitment, etc. e. The accumulated potential of intra-company traditions and corporate culture being a kind of asset of the company, it is in fact one of the components of its human capital and contributes to the competitiveness of the organization.”1
In the third paragraph "Sociological analysis of human capital in the hospitality industry (on the example of the city of Khabarovsk)" the analysis of the results of sociological surveys conducted during the study, as well as the analysis of state statistics on the state and development of the hospitality industry in Khabarovsk and the Khabarovsk Territory.
Today, the hospitality industry is one of the promising areas in the development of the Khabarovsk Territory. The government traces the dynamics in the development of the tourism industry and, given the interest shown in the region by foreign and Russian tourists, it hopes that the tourism and hospitality industry will become one of the leading industries in the region. Over the past five years, the region has seen a positive growth in domestic tourism. So, for example, in 2007, the production of goods and services by hotels and restaurants increased compared to 2006 in Yakutia by 16.5%, in Primorye by 26.5%, in the Khabarovsk Territory by 14.3%, in Kamchatka and Sakhalin by 17.9% and 18.1%, respectively2. The growing popularity of recreation within the country is the result of the development of domestic tourism infrastructure, increasing the purchasing power of the population in the regions, as well as political and economic stabilization in the region.
According to the Federal State Statistics Service, at the end of 2006, the total number of collective accommodation facilities in the Khabarovsk Territory was 114 units. Organizations hotel type represented by 67 hotels, 15 hostels for visitors, 2 boarding houses and 4 other hotel-type organizations. Khabarovsk is the capital of the Far East. There are 39 hotels here, 15 of which received 64.6% of the total tourist flow of the region, including 96.5% of foreign citizens.
1 Razumov A., V. Dryamov. The quality of the labor force in the system of national priorities // Man and labor. - 2006. - No. 11 - S. 11-18.
2 The main indicators of the socio-economic situation of the regions of the Far Eastern Federal District in 2007: Statistical Bulletin / Territorial body of the Federal State Statistics Service for the Khabarovsk Territory. - Khabarovsk, 2007.
In Khabarovsk, hotels with a service life of more than 10 years prevail, 10% are hotels with a service life of over 50 years. According to the capacity of the hotel, the regions can be divided into the following groups: small (10-100 beds) - 80%, medium (100-500 beds) - 17%, large (more than 500 beds) - 3%.
In the course of the analysis of hotels in Khabarovsk, it was revealed that the smallest share, about 13%, is made up of large hotels with a staff of more than 40 people, the remaining 87% are medium and small hotels with a staff of 10 to 30 people. In the large hotels of Khabarovsk, a survey of guests was conducted in order to identify client preferences and attitudes towards the service and maintenance provided.
In total, the dissertation student conducted more than 20 sociological surveys in 10 hotels of the city on various social problems.
In a sociological survey of guests of the hotels of Khabarovsk "Zarya", "Tourist", "Ali", "Intourist", "Parus", "Amur", "Versailles" and others, the main demotivating factors with which they are dissatisfied were identified:
Poor condition of the material and technical base (including the need to repair and re-equip the hotel) - 45%;
Insufficient professionalism of the employees of the hotel enterprise (weak level of service) - 35%;
Shortcomings in catering - 12%;
Price policy hotels (failure to provide discounts) - 29%;
Incomplete service (including incomplete awareness of the client by the hotel staff about the services provided in it) - 37%;
Shortcomings in the quality of services provided - 27%.
In the question of evaluating the work of the hotel enterprise "Intourist" during the survey, which was conducted in two stages with the maximum number of respondents (200 people at each stage), it should be noted that the evaluated areas where the human factor is involved received the lowest rating. We are talking about the main indicators that affect the full-fledged work of the entire hotel enterprise and the guest service system:
The speed of reaction to the problem - 3.6 points;
Quality of service - 3.5 points;
Technical equipment - 3.1 points.
This indicates an underestimation of the role of human capital in one of the most popular and comfortable hotels in the regional center (Fig. 1). In other hotels of Khabarovsk, as can be seen from the polls, the situation is similar. According to the dissertation, the organizational and practical actions to solve the main tasks of the development of the hospitality industry and improve the quality of service as a form of meeting social needs should be:
Formation of a new effective system of work with personnel at the enterprises of the hotel service in order to create more efficient and high-quality service and provision of services;
Index formation human development, i.e., human capital (development of increased responsibility among service personnel, advanced training, manifestation of high professionalism);
Implementation of a system for evaluating the work of hotel staff as a reserve for increasing their ability to work;
Creation of an effective quality incentive system. Ensuring effective motivation of employees in all areas according to their needs;
Improvement and arrangement of hotel rooms. Equipping with technical equipment, its timely prevention.
Rice. 1. Evaluation of the components of the work of the hotel "Intourist" (on a five-point scale)
Personnel must be evaluated as the resources of the organization, obtained in a competitive struggle, which need to be rationally managed, create conditions for their development, invest in them in order to achieve strategic goals. Coordinating the efforts of employees requires meaningful communication between them, an individual approach to management, taking into account the abilities and capabilities of each, encouraging entrepreneurship, interest, support, and creating favorable working conditions. The survey also showed that the main problem in the hospitality industry is the dissatisfaction with their work of most of the staff in almost all departments of hotel enterprises.
And food quality
■ hotel interior
□ quality of hotel rooms
■ quality of skinning
and providing information
■ variety of services
□ speed of response to the problem Ш speed of service
Any organization striving for certain goals is engaged in motivating its staff to solve problems that are not only social, but also corporate, as well as individual. Motivation is the motivation of an employee to work by positively influencing his inherent labor motives. Before building a system of motivation, it makes sense to first eliminate the demotivating factors that are present in any enterprise in the hospitality industry (Fig. 2). The main demotivating factors are:
Dissatisfaction with working conditions;
Unfair assessment of work;
Relationship with management;
Lack of educational activities.
and low wages
■ lack of career growth
and relationship with management
an unfair assessment of work
■ lack of educational activities
and dissatisfaction with working conditions
■ others
Rice. 2. Demotivating factors in the work of the staff of the Amur Hotel
At the same time, demotivating factors lead to an aggravation of contradictions, cause the emergence conflict situations(Fig. 3). To avoid this, human capital management should be perceived as a methodology for working with people, which is a set of fundamental principles, the successful application of which in Russian sociocultural conditions requires a thoughtful approach, a thorough analysis of the situation. In human capital management, people should be considered as an effective workforce only when all their abilities are in demand and all work-related needs are satisfied. That is, consider management as a system, and the process itself - from the standpoint of four functions:
Personnel selection;
Staff assessments;
employee incentives;
Development of the potential of employees.
Poor mood of customers
■Bad staff mood
hotels □So there were circumstances
□Misunderstanding each other
Causes of conflicts
Rice. 3. Causes of conflicts in the Voskhod Hotel
The second chapter "Human capital management in the hospitality industry" consists of three paragraphs, which analyzes the relationship of human capital with the quality of services provided in the modern hotel business, the role of human capital in the development of the hospitality industry and raising the level of education, substantiates the need for adaptation and motivation of human capital in regional management system of the hotel industry.
In the first paragraph "The relationship of human capital and quality of services in the modern hotel business", the analysis proved that success in the hotel business can be achieved if the management of the hotel company has as its main goal the achievement of the highest level of service quality and it is transformed into quality management. The dissertation student proposes a professiogram of the professional profile of a hotel worker in the position of "reception and settlement porter", which is necessary for hotel managers for high-quality work with staff. The advantages of the proposed system of requirements for an employee in this position can be briefly summarized as follows: the balanced scorecard of an employee's performance is a tool that allows managers to link the strategy of a hotel enterprise in the field of human resource management. The proposed system makes it possible to make completely objective decisions in the field of accumulation and distribution of human capital.
The second paragraph "The role of human capital in the development of the hospitality industry and raising the level of education" considers human capital as the main instrument of competition in the 21st century. Increasing its level is impossible without constant investment in the education of the employee, the improvement of vocational training. Vla-
The adoption of new management methods and technologies is becoming the main factor determining the success of a hotel enterprise in the market. At the current rate of development of the hotel business in Russia, companies whose employees have only superficial knowledge are unlikely to withstand competition. Today, many higher educational institutions of the Russian Federation are already oriented towards the production of specialists for this developing industry. Undoubtedly, a high level of teaching and deep specialization should ensure high competitiveness in the market of educational services. However, education does not yet satisfy the industry's need for competent workers. The problem can be solved only by combining the efforts of the vocational education system, government agencies management of tourism and hotels. In this regard, in the context of development information society there is a need to take a fresh look at the entire system of professional training, given that this system is a complex multifunctional complex which combines the traditions and experience of the national Russian system education and specific features of the functioning of the hotel industry. Therefore, today there is an urgent need to reconsider the very approach to improving the skills of hotel staff, and at the same time to training specialists for the hospitality industry in educational institutions. The basis of the new concept should be the teaching of humanitarian technologies: ways of regulating emotional states, conflict resolution, the basics of sociology, etc. p.1.
In the third paragraph "Adaptation and motivation of human capital in the regional management system of the hotel industry" the process of working with human capital in the hospitality industry is considered and the main social problems are highlighted: adaptation, motivation and stimulation of staff. In the majority of hotels in Khabarovsk, when interviewing their employees, it was found that more than 80% of the respondents did not go through the adaptation system and during their adaptation period, the management did not use adaptation programs. Therefore, the dissertation student developed and proposed a project for an adaptation system at the enterprises of the hotel industry. The induction process includes the process of adapting a new employee to the corporate culture and policies of the organization, to labor rules, and to working with other members of the team. This program is designed for a few months after being hired and helps to get used to the environment, their duties and build working relationships with other employees of the organization. When the adaptation period has been successfully completed, management should make every effort to properly motivate employees. The process of motivation is seen through incentives that largely predetermine behavior.
1 Garanina E. Hospitality is a dynamic industry // Parade of Hotels. - http://rha.ru
worker. Since the two components that determine human behavior - character and interests - are diverse, the incentive system should take into account this diversity, adapt to it.
At the end of the dissertation, the most general provisions are made, which complement the conclusions made by the dissertation as a result of the study, which made it possible to formulate a number of practical advice, the implementation of which will improve the management of human capital in the hospitality industry.
RESEARCH PUBLICATIONS
1. Muzychenko N. P. The role of human capital in the development of the hospitality industry in the Russian Far East / N. P. Muzychenko, P. B. Muzychenko // Power and management in the East of Russia. - 2008. - No. 2 (43). -FROM. 114-119.
2. Muzychenko N. P. Education as an institutional factor in the reproduction of human capital in the management system of the hotel industry of the Far East of Russia / N. P. Muzychenko, P. B. Muzychenko // Social and humanitarian sciences in the Far East. - 2008. -№2.-S. 102-105.
3. Muzychenko N. P. Problems of training specialists in the field of social and cultural service, tourism and hotel management / N. P. Muzychenko // Problems of higher education: a collection of scientific papers. - Khabarovsk, 2006. -S. 192-194.
4. Muzychenko N. P. The social aspect of hospitality industry management (on the example of the Khabarovsk Territory) / N. P. Muzychenko // Modern directions of theoretical and applied research: a collection of scientific papers based on the materials of the international scientific and practical conference: Pedagogy, psychology, sociology. - Odessa, 2006. - No. 9. - S. 42-48.
5. Muzychenko N. P. Quality of service as a social problem in the hospitality industry / N. P. Muzychenko // Scientific research and their practical application. The current state and development paths "2006: a collection of scientific papers based on the materials of the international scientific and practical conference: Pedagogy, psychology and sociology, philosophy, biology, medicine, veterinary medicine and pharmaceuticals, geology, agriculture, physical education and sports. - Odessa, 2006. - No. 7. - S. 16-23.
6. Muzychenko N. P. The social aspect of managing the hospitality industry (on the example of the Khabarovsk Territory) / N. P. Muzychenko // Power and management in the East of Russia. - 2006. - No. 4 (37). - S. 157-161.
7. Muzychenko N. P. Influence of the education system on the formation of human capital in the hospitality industry in a market economy / N. P. Muzychenko // Power and management in the East of Russia. - 2006. - No. 3(36).-S. 80-87.
8. Muzychenko N. P. Social aspect of hospitality industry management (on the example of the Khabarovsk Territory) / N. P. Muzychenko // Social reality in the regional dimension: a collection of scientific articles of graduate students and applicants. - Khabarovsk, 2006. - S. 27-37.
9. Muzychenko N. P. The role of continuing education in the preparation of human capital for the hospitality industry / N. P. Muzychenko // Problems of higher education: a collection of scientific papers. - Khabarovsk, 2007. - S. 226228.
10. Muzychenko N. P. The role of human capital in improving the efficiency of enterprises / N. P. Muzychenko // Modern directions of theoretical and applied research "2007: collection of scientific papers based on the materials of the international scientific and practical conference: Pedagogy, psychology and sociology. - Odessa, 2007. - No. 9. - S. 31-34.
11. Muzychenko N. P. Influence of human capital on the quality of services in the hospitality industry / N. P. Muzychenko // Development of professional hospitality in the Russian Federation: problems and solutions: collection of articles. - Perm, 2007. - Part 2. - S. 40-46.
12. Muzychenko N. P. Problems of education in the reproduction of human capital in the hospitality industry / N. P. Muzychenko // Dialogue of cultures and civilizations in the global world: VII International Likhachev Scientific Readings, May 24-25, 2007 - St. Petersburg, 2007. - S. 359-361.
13. Muzychenko N. P. On the problems of development of the hospitality industry / N. P. Muzychenko // Modern directions of theoretical and applied research "2008: collection of scientific papers based on the materials of the international scientific and practical conference: Pedagogy, psychology and sociology. - Odessa, 2008 .-№16.- S. 11-15.
14. Muzychenko N. P. Continuous education as a basis for the formation of human capital in the hospitality industry / N. P. Muzychenko, P. B. Muzychenko // Modern problems of social and cultural service and tourism: materials of the scientific and practical conference dedicated to the 5th anniversary Department of SCS and T. - Khabarovsk, 2008. - S. 89-92.
15. Muzychenko N. P., Muzychenko P. B. The importance of the discipline “Hotels and hotel management” in the training of specialists in social and cultural services and tourism / N. P. Muzychenko, P. B. Muzychenko // Problems of higher education: a collection of scientific papers. - Khabarovsk, 2008. - S. 108-109.
16. Muzychenko N.P. The place of human capital in the hospitality industry / N.P. Muzychenko, P.B. Muzychenko // Higher school-resource regional development: collection of materials of the regional scientific-practical conference. - Birobidzhan, 2008. - S. 20-23.
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1.1. Social aspects of the theory of human capital
1.2. Modern approaches to the formation of human capital.
1.3. Sociological analysis of human capital in the hospitality industry (on the example of Khabarovsk)
Chapter 2 Human capital management in the hospitality industry.
2.1. Interrelation of human capital and quality of services in modern hotel business.
2.2. The role of human capital in the development of the hospitality industry and raising the level of education.
2.3. Adaptation and motivation of human capital in the regional management system of the hotel industry.
Dissertation Introduction 2008, abstract on sociology, Muzychenko, Nadezhda Pavlovna
In October 2008, the third Far East International Economic Forum was held in Khabarovsk, which was held under the auspices of the State Duma of the Federal Assembly of the Russian Federation, with the participation of the interregional association for economic interaction of the constituent entities of the Russian Federation "Far East and Transbaikalia", the interregional association for economic interaction "Siberian Agreement", Government of the Khabarovsk Territory.
The forum is dedicated to the development of human capital, raising the standard of living and securing the population through the implementation of the main provisions of the Concept for the socio-economic development of the Russian Federation until 2020 in the context of regional policy in the East of Russia, the strategy for the development of the eastern regions of Russia until 2025.
Back in 2006, at a meeting of the Security Council, it was noted that the Far East region is weakly tied to the all-Russian economic, information and transport space. According to the President of the Russian Federation, the natural competitive advantages of the Far East are being used extremely inefficiently. The same problems of the Far East were emphasized in October 2006 in the report “Strategy for the Long-Term Development of the East of Russia” at the Far Eastern International Economic Forum by the Governor of the Khabarovsk Territory, Chairman Interregional Association economic interaction of subjects of Russia "Far East and Transbaikalia", Corresponding Member of the Russian Academy of Sciences V. I. Ishaev. And more briefly, this problem was formulated at the VI Congress of the All-Russian political party "United Russia" in the slogan "Through the development of Siberia and the Far East - to the modernization of the country."
Considering the development paths of the Far East region, one cannot fail to notice that the above problems are primarily related to the preparation and reproduction of human capital, which are becoming more acute in almost every subject in the Russian Far East. The migration of the population to the western regions of the country, the demographic decline in the country as a whole and in the Far East in particular, all this leads to a decrease in the number of labor resources and, as a result, a deterioration in the quality of human capital in all sectors of the economy.
People are the main wealth of any country, the main resource, factor of production and the main component of economic growth. Awareness of this is especially important for our country, which is striving today to take its rightful place in the world economy. The current stage of Russia's development requires strengthening the influence of man, his initiative, creativity and intellect on the economic progress of the country. So far, Russia has not yet revealed its potential here. At the same time, Russia's labor resources are distinguished by good quality characteristics, a high level of education, qualifications, and labor skills. Therefore, in modern conditions, the task is to preserve, reveal, use the creative potential of the people, direct it to creation and economic growth.
At present, there is no unambiguous characteristic of the labor resources of the Russian Federation. Every year, the Swiss Institute of Berry conducts a comparative assessment of the quality of the workforce in 49 countries of the world. Integral indicator quality is a weighted average of many components. Based on expert assessments, countries receive average scores from 100 to one. The list is headed by Singapore, Japan, the USA, Germany, Korea and China with scores above 50. Russia's score of 36 points is the borderline figure that lies between unfavorable and completely unsuitable conditions for locating production. But at the same time, in terms of the level of qualification of the labor force, Russia is in 15th place, in terms of the level of labor legislation we are in the top ten, but in terms of labor discipline we are one of the last. It seems that the low performance of the Russian Federation characterizes not the labor force itself, but the level of management in our country and the attitude towards human capital. After all, it is the ability of people to work, their skills, level of education, acquired professional knowledge, experience and natural abilities, being human capital, that have the most direct impact on the indicators of economic progress.
The theory of human capital has long proposed a single - analytical framework for explaining such phenomena as - the contribution of education; in economic; growth, demand for educational and other services, improved dynamics of wages, differences in wages, etc., and the time and money spent on acquiring knowledge and experience has long been considered an investment in a person - his capital. However, the analogy between human capital and traditional investment cannot be considered complete. First, a person, unlike a machine tool or a share, cannot be an object of purchase and sale. Therefore, prices are set in the market, only for the “rent” of human capital (in the form of wage rates), while there are no prices for its assets. In addition, human capital is able to increase the efficiency of activities, both in the market and in the non-market sector, and the income from it can take both monetary and non-monetary form. Thus, underestimating or ignoring the impact of human capital on the final results of any enterprise: leads, if not to a decrease in its economic growth, then to; significant slowdown in this process. Considering that in our country for decades the attitude towards human capital was clearly not sufficient, changing this "position has become an urgent need and an extremely topical topic.
The relevance of the research topic is due to the fact that the modern period of formation * market. relations in Russia is characterized by forcing and a pronounced emphasis on the formation of competitive industries; playing essential role socio-economic development; on the scale of individual territories, and the national economy as a whole. By virtue of its social role they include the hospitality industry, and in particular the hotel industry. The relevance of the study in terms of; theory and practice, first of all, is that it is aimed at: studying new phenomena in the development of the domestic hotel industry, and the development of the sphere of socio-cultural service and hospitality is one of the promising areas for improving the social base of the Russian Federation. Compared to other countries where the service sector has become one of the profitable industries, the Russian hospitality industry is currently in its infancy.
Secondly, the socio-economic formation and development of the hospitality industry is characterized by the increasing role of the human factor. In the modern world, human resources play a decisive role in achieving competitive advantages and ensuring the qualitative parameters of socio-economic growth. The prospects for this development in the 21st century are associated precisely with human resources as carriers of knowledge. The concept of "human capital" has acquired great importance at the present time, the interest of science in human creative abilities, in the ways of their formation and development, has sharply increased. Most companies are beginning to attach great importance to the accumulation of human capital, as the most valuable of all types of capital. One of the ways to accumulate human capital is to invest in a person, in his health and education. Today, the study of the problems of increasing the efficiency of the use of the productive forces of people, which are realized in modern conditions in the form of human capital, is not only relevant, but is put forward as a priority in the structure of social research.
For a long time, the creative abilities of a person did not play a decisive role in socio-economic development, and problems related to the processes of formation of workers' abilities to provide labor services did not arouse much interest among researchers. It was believed that the labor market has an unlimited supply of workers and in the event of a shortage of labor resources in any of the sectors of the economy, it is enough to increase wage rates in it to ensure the transfer of labor from other sectors. The focus of attention of scientists was mainly on the issues of not the formation, but the use of the available labor force. In modern conditions, the trend is gaining strength, in which the main factor of sustainable development is human potential. Therefore, the study of social problems of human capital in the hospitality industry is the main condition for its development.
Thirdly, the relevance of the topic is due to the analysis of the impact of the education system on the formation and development of human capital in the field of hospitality and hotel industry. The coming century is the century of new global problems, the successful solution of which will be largely determined by the power and direction of the education system as a whole. In modern conditions, the general rethinking of the socio-economic significance, education, qualifications and the role of complex labor, more than others, was facilitated by the theory5 of "human capital", which considers the general and special knowledge of employees as the most important factor in the growth of production efficiency. The theory of human capital has always proceeded from high efficiency of investments in education, and all studies of the effectiveness of investments in a person through education pointed to its growth as the duration of training increases.The most valuable resource with a great creative impulse is people, their spiritual, educational and qualification potential.Therefore, at present , the task of the priority development of education is set, since it is education that can improve and increase the quality of human capital (knowledge, professionalism, morality, human culture), which is an inexhaustible intellectual and spiritual resource of the state. In the world, there was a realization that the socio-economic successes of states are determined by their education systems, the education of citizens, trained at all levels of the workforce, which led to a reassessment and revision of the role and place of education in society, to a revision of the mission of education. This awareness is due to the fact that human capital has become the most effective factor of production. And, first of all, this affected the service sector and services - in particular, the hotel industry. This involves conducting in-depth scientific research on this problem.
The degree of scientific development of the problem. The key ideas of the theory of human capital were formulated at the beginning of the 18th century by Adam
Smith (1723-1790) - one of the first economists; who developed the most important scientific theories of labor. AT! In his treatise "Study on the Nature and Causes of the Wealth of Nations" (1776), he argued that fixed capital consists of machines and other tools of labor, buildings, land, and "the acquired and useful abilities of all inhabitants and members of society." He noted that “the acquisition of such abilities, considering also the maintenance of their owner during his upbringing, training or apprenticeship, always requires real costs, which are fixed capital, as if realized in his personality. These abilities, being part of the fortune of a certain person, at the same time become part of the wealth of the society to which this person belongs. The great dexterity or skill of the worker can be considered from the same point of view as machines and instruments of production, which reduce or lighten labor and which, although they require certain expenses, return these expenses along with profit.
Later, K. Marx (1818-1883) in his scientific works considered human production - consumer production - as the second type of social production.
In this process of consumer production, the labor force is not only reproduced, but also improved and developed. There is a kind of “accumulation” of the productive power of labor, the creative abilities of a person, and to a greater extent just mental abilities. Literally, K. Marx writes: “it really “accumulates”, but not as a dead mass, but as something living, this is the art of the worker, the degree of development of labor.” So the founders labor theory A. Smith and K. Marx proceeded from the fact that labor force as a combination of physical and spiritual abilities of a person is the basis of his ability to provide a labor service, which, ultimately, is the subject of purchase and sale in the labor market. In the 70s of the XIX century English economist A. Marshall (1842-1924), made the most significant contribution to the theory of labor. It was A. Marshall who focused on the problem of the educational services market in connection with investing in human capital. He owns the statement that “the most valuable capital is the one that is invested in human beings”.
The ideas that became the forerunners of the theory of human capital were further developed in the works of the American economist I. Fisher (1867 - 1947); He defined capital as any stock (natural resources, machines, raw materials, labor skills of people) - which “after some time and under certain conditions brings a stream of services. Their excess: over costs forms income, realized: in the form of:: percent. Wages: in this context - in fact, the interest on. human capital, which can accumulate in the same way as physical capital;
At this time, the focus of scientists' attention was focused on the problems of creating a qualitatively new labor force, while earlier the main ones were the problems of using this labor force. Structural changes in the economy of modern capitalism served as the objective basis on which the modern concept of human capital arose;
Its origins can be seen in the works of W. Peggy, A. Smith, DC. Milla, J.B. Say, N. Senior, F. List, I.G. von Thünen, W. Bagehot, E. Engel, G. Sidgwick, L (Walras, I. Fischer, and other economists; past centuries. In the 50-90s of the XX century, this theory was formed and developed in the works of American economists, representatives of the so-called "Chicago school" - Nobel Prize winners T. Schultz, G.
Becker, B. Weisbrod, J. Mintzer, L. Hansen, M. Blaug, S. Bowles, I. Ben-Porat, R. Layard, J. Psacharopoulos, F. Welch, B. Chiswick. This theory; develops within the framework of the neoclassical direction of Western political economy and is used in the study of such areas as education, health care, family and other non-market areas? activities. With the increasing role of scientific and technological progress in “economic growth, the attitude of Western classical economists to the problems of labor force reproduction has changed.
In the domestic economic literature, the problem of human capital has not been given serious attention for a long time. Only in the 70-80s of the last century, separate studies began to appear; dedicated to the consideration of certain aspects of the Western theory of human capital. The specificity of such studies was that most of them were in the nature of a critical analysis of the bourgeois concepts of human capital from positions determined by the methodological guidelines of the political economy of socialism. However, this circumstance does not detract from the scientific significance of the research carried out at a high scientific level.
The works of such authors as V. S. Goylo can be attributed to the category of such studies. A. V. Dainovsky, R. I. Kapelyushnikov, V. P. Korchagin, V. V. Klochkov, V. I. Martsinkevich. Currently, scientists S. A. Dyatlov, A. I. Dobrynin, V. L. Inozemtsev are engaged in the study of human capital. The Russian scientific school substantiated the approach to human capital as a universal form of ensuring life on the planet, and considers its accumulation as a goal of social development, investing in human capital as a factor in steady economic growth, and education as filling human capital with content during its reproduction. All this fully applies to the hospitality industry.
However, theoretical studies of the hospitality industry itself and the hotel industry in Russia have practically not been carried out. The scientific school on these issues only began to form in the 90s of the last century. Since that time, international and all-Russian scientific conferences on the problems of the hospitality industry have been held annually in Russia. The researches started in this area do not stop and continue at the present time. Their authors are mainly experienced specialists in the field of hospitality and representatives of the teaching staff of the capital's higher educational institutions, since it is in Moscow and St. Petersburg that Russia's largest hotels and hotels are located, as well as the main training centers of the hotel industry .
E. A. Dzhandzhugazova, N. I. Kabushkin, E. A. Balashova, M. A. Nesteruk, V. S. Yankevich, and many other scientists deeply study the problems of the hotel industry. They are also the authors of scientific papers, textbooks and teaching aids that form the basis of the education system in the field of hospitality and hotel industry.
The object of the study is the hotel industry of the Khabarovsk Territory as a basic element of the hospitality industry, and its impact on the socio-economic development of the industry on the scale of individual territories and the national economy as a whole.
The subject of the study is managerial relations in the hospitality industry, the activities of hospitality industry enterprises in the formation of an effective human capital management system, as well as a set of management decisions taken at the federal level for the development of the domestic hotel industry in the field of socio-cultural service and hospitality, as one of the promising areas. improvement of the social base of the Russian Federation.
The purpose and objectives of the dissertation research are to study the process of forming effective human capital management of hospitality industry enterprises by conducting a sociological analysis of its elements and identifying social problems that most strongly affect the development of the industry. In accordance with the goal, the following tasks were solved in the study:
To study, within the framework of the main sociological and economic concepts, modern approaches to the processes of formation of human capital in the hospitality industry in order to conceptualize the sociological foundations for highlighting its basic elements;
Determine the degree of influence of human capital on the quality of services in the hospitality industry;
Investigate the system of motivation of human resources and directions for its improvement;
To identify the public opinion of consumers (as well as experts) on the state and level of hotel services for the population;
Develop a model of a professionogram and a standard adaptation program for porters of hotel enterprises;
The theoretical and methodological basis of the dissertation research was the works of Russian and foreign scientists in the field of theory and practice of human capital management. When performing the work, the main provisions of system analysis and synthesis, statistical analysis, analysis of the content of texts, empirical and theoretical generalization, empirical survey methods were used. Leading in the study is the structural-functional approach. In the structural-functional approach, and for the first time in the works
T. Parsons1, three levels of management of social systems were identified: 1) technical, where the elements of the system directly interact with one another; 2) managerial, regulating the exchange process that takes place at the first level; 3) institutional, where issues of general order and management are resolved.
The empirical base of the study is based on data from:
Sociological surveys conducted by the author at the enterprises of the hotel industry in Khabarovsk (1100 respondents in 10 hotels), research materials and comparative assessments of indicators conducted on the territory of the Russian Federation, statistical materials of the Federal State Statistics Service.
The scientific novelty of the research primarily lies in the integrated approach to studying the theories of human capital and their competent application to develop modern approaches to the formation of human capital in the hospitality industry. And also in studying the influence of the education system on the formation and development of human capital in the hospitality industry, and in determining the role of its influence on the quality of work of hotel enterprises.
In addition, when preparing a dissertation based on modern scientific methods, the following work was carried out:
1 Parsons T. On the structure of social action. - M., 2000. S. 403-406; 700.
The adaptation and motivation of human capital and their dependence on the objective socio-economic processes taking place in the hospitality industry have been studied;
The main social problems of human capital in the hospitality industry are identified and their relationship with the quality of services is shown;
Proposals have been developed to improve the work with human capital at the enterprises of the hotel industry.
The theoretical and practical significance of the study is to substantiate the need to change the attitude towards human capital in the hospitality industry as the main social institution. And also in the need to study new phenomena in the development of the domestic hotel industry, as one of the most important components of the sphere of socio-cultural service and hospitality. Theoretical knowledge and the formation of an in-depth understanding of human capital as a social institution makes it possible to improve social and labor relations in the system of hospitality industry enterprises, predict the situation on the labor market, increase the employment of the local population and improve the development of labor potential in the hotel industry. In addition, the results of the study are important in order to respond in a timely manner to changes in the development of the labor potential of the hotel industry, as one of the promising areas for improving the social base of the Russian Federation.
The developed theoretical and methodological approaches and the author's proposals can be used:
When forming a regional social policy in relation to the hospitality industry;
When creating programs for the socio-economic development of territories;
When developing programs for adaptation and motivation of personnel of hotel enterprises;
When compiling curricula for university students and students of advanced training courses for specialists in the hotel industry;
In the activities of hotel enterprises in order to improve the quality of service and services provided, as well as increase the occupancy of hotel rooms and improve the economic performance of organizations in the hotel industry;
Conclusions and suggestions can be used by state and executive authorities in creating favorable conditions for the hospitality industry in the constituent entities of the Russian Federation and for developing social programs in the regions, local governments for organizing competent work with hotel enterprises and in developing social and economic management mechanisms industry. Also, the proposals outlined in the dissertation can be used by the leaders of the hotel industry to improve work with employees and improve the activities of hotels. For use in the educational process when teaching students, undoubtedly, the practical significance of the study is to develop a curriculum for the discipline "Hotels and hotel industry" and the publication of Methodological guidelines and study guide for the study of the course of the discipline.
The main provisions submitted for defense include the conclusions obtained as a result of a study on the need to use such tools as the social institution of human capital to regulate social processes in the hospitality industry in order to ensure the further development of the industry. Theoretical and practical provisions submitted for defense can be grouped as follows:
Human capital is the most important component of the hospitality industry;
Theories of human capital make it possible to identify its main elements that directly affect the labor potential of an employee;
Modern approaches to the formation of human capital contribute to its development and improvement;
The hotel industry needs social management at the regional level;
Human capital has a significant impact on quality in the hospitality industry;
Social problems in the hospitality industry are associated with underestimation or ignoring the impact of human capital on the final results of the enterprise, which leads, if not to a decrease in its economic growth, then to a significant slowdown in this process.
Increasing the efficiency of enterprises in the hospitality industry directly depends on a change in attitude towards human capital.
Approbation of the research results. Based on the materials that served as the source of the dissertation research, the author developed a working program for teaching students of the international faculty of the Pacific State University of all. forms of education in the specialty 100103.65 "Socio-cultural service and tourism" and since 2003, students have been trained full-time and part-time forms of education in the discipline "Hotels and hotel industry". The importance of studying this discipline is evidenced by the act on the implementation of results in the educational process and the publication in 2007 at the Pacific State University guidelines and a textbook for the study of the discipline "Hotels and hotel industry". As well as the Act on the implementation of the results of the study in the work of the Tourism Department of the Ministry of Economic Development and Foreign Relations of the Government of the Khabarovsk Territory. In addition, the personnel adaptation program developed in the process of preparing the dissertation has been implemented in practical activities in the largest hotel in the Khabarovsk Territory "Intourist".
Conclusion of scientific work thesis on "Human Capital Management in the Hospitality Industry"
Conclusion
The dissertation research deals with the issues of human capital management in the hospitality industry. On the example of the work of hotels in the city of Khabarovsk, a sociological analysis of the role of human capital in the development of the hospitality industry was carried out.
This dissertation research includes the minimum of questions with latest changes in Russian legislation, which is required to improve the skills of all officials working in the service sector of citizens, one way or another influencing the development of the hotel industry in the region.
Especially these issues need to be known to employees working at enterprises of social and cultural services and tourism, since the mass international tourism, to which everything has been joined lately more citizens of the Russian Federation, requires a significant increase in their knowledge.
Modern period of formation market relations in Russia it is characterized by forcing and a pronounced emphasis on the formation of competitive industries that play the most important role in socio-economic development on the scale of individual territories, and the national economy as a whole. Due to their social role, they include the hospitality industry, and in particular the hotel industry. The novelty of the study lies primarily in a holistic approach to studying the problem of regulating the hotel industry in the Russian Federation by improving regulatory framework development of the hospitality industry, including those developed at the regional level, as well as the development of a system of regional management of the tourism and hotel business. The need for interaction on hospitality and tourism issues in the regulation of the hotel industry is so obvious that for a unified approach to creating a common mechanism for the development of this industry, it is required to determine economic priorities at the state and regional levels, as well as to have a competent public administration and a quality regulatory framework.
It is proposed, as one of the options for developing joint solutions to these problems, the creation of an institute (corps) of national experts in tourism and the hotel business and the corresponding infrastructure, which would include state and regional centers, specialized periodicals.
Currently, the socio-economic formation and development of the hospitality industry is characterized by an ever-increasing role of the human factor. In the modern world, human resources play a decisive role in achieving competitive advantages and ensuring the qualitative parameters of socio-economic growth. Prospects" of this development in the 21st century are associated precisely with human resources as carriers of knowledge.
On the example of the city of Khabarovsk, taking into account the analysis of the results of the work of various hotel-type organizations, services and bodies of the Khabarovsk Territory, the author raises the question of the need to create a unified, continuous, up-to-date and real-time federal (or at least regional) continuous educational system in the field of services and hospitality, as part of the modernization of the entire Russian education system. At the same time, the new model of education in the service sector should harmoniously combine new technological approaches with the traditional principles of domestic higher and secondary vocational schools.
As an option, one of the ways to solve this problem is proposed - the creation and formation in cooperation with recruitment agencies and recruitment services for a single data bank of hotel industry specialists and vacancies in newly opened and existing hotels for subsequent provision of access to this database of employers, training and retraining centers for specialists and personnel in order to improve the recruitment and training system for hotel workers. As well as holding marketing research and the formation of a forecast of the need for specialists and personnel at the enterprises of the hotel industry for the medium term, taking into account the commissioning of new enterprises, the need to improve the level of service in hotels, the retirement of a certain part of the working contingent by age and other factors. The transformation of service, tourism and hotel enterprises existing in the Far East into centers and bases for practical training of students. At the same time, the main attention should be focused on the formation of the qualification skills of university graduates on the basics of future work: a specialist in social and cultural services and tourism, hotel and restaurant management.
A positive aspect that characterizes the scientific novelty of the work is the systematization of information and the analysis of regulatory legal acts on issues related to the hospitality industry of the Russian Federation and the Khabarovsk Territory through the hotel industry, which will assist in studying the issues of its further development. In addition, the author believes that this analysis will allow interested parties to enter the Government of the Khabarovsk Territory with a proposal to support city authorities coordinating the development of the industry and improving the regulatory framework for the development of the hospitality industry, including those developed at the regional level. As well as strengthening the scientific and methodological base of tourism education, including the development of educational standards, curricula, programs for all forms of education, including additional and postgraduate education.
Formation of a new effective system of work with personnel at the enterprises of the hotel service in order to create more efficient and high-quality service and provision of services. formation of a human development index, i.e. human capital (development of increased responsibility among service personnel, advanced training, manifestation of high professionalism);
Development and implementation of a diversified educational product in the form of preparing specialized training programs, professional seminars on relevant topics, internship and advanced training programs for industry employees;
Formation of a system of partnerships between educational institutions and enterprises in the tourism and hospitality industry by creating unions of scientists and specialists in the field of tourism and hospitality;
Ensuring effective motivation of employees in all areas according to their needs, the use of adaptation and incentive programs, both for new employees and for those already working at the enterprise;
Implementation of a quality management system, i.e. documentary description of: the composition and content of the services provided; service delivery processes; processes for ensuring the quality of service, development of an industry proposal for the certification of hotel industry employees;
Strengthening the scientific and methodological base of tourism education, including the development of educational standards, curricula, programs for all forms of education, including additional and postgraduate education;
Formation, in cooperation with recruitment agencies and recruitment services, of electronic databases of hotel industry specialists and vacancies in newly opened and existing hotels for subsequent provision of access to this database by employers, training and retraining centers for specialists and personnel in order to improve the system for recruiting and training hotel workers ;
Carrying out marketing research and forming a forecast of the need for specialists and personnel at the enterprises of the hotel industry for the medium term, taking into account the commissioning of new enterprises, the need to improve the level of service in hotels, the retirement of a certain part of the working contingent by age and other factors;
Participation in open lectures, seminars and master classes for senior students of specialized educational institutions in order to highlight the practical aspects of the hotel and tourism business, present the possibilities of the profession and increase the prestige of the industry;
Improving the regulatory framework for the development of the hospitality industry, including those developed at the regional level, as well as the system of regional management of the tourism and hotel business;
Development of new conceptual approaches to the organization of practical training of students in educational institutions with the mandatory participation of representatives of the industry, tourism administrations, regional and local authorities authorities;
Improving the regulatory framework for the development of the hospitality industry, including those developed at the regional level, as well as developing the system of regional management of the tourism and hotel business.
Create an institute of national experts in tourism and hotel business and an appropriate infrastructure, which would include state and regional centers, specialized periodicals, as well as RI.-agencies and consulting firms;
Taking into account all the above proposals and recommendations will become an objective basis for the further, successful development of the entire hotel industry and will become the basis for new conceptual solutions in the field of vocational education and organization of industry management at the federal and regional levels. And only then the main social effect - the satisfaction of the needs of the population of the territories of the East of Russia in active and good rest, health promotion, familiarization with cultural values - will be more tangible and will meet all the requirements of the time in a modern market economy.
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1.1. Social aspects of the theory of human capital
1.2. Modern approaches to the formation of human capital.
1.3. Sociological analysis of human capital in the hospitality industry (on the example of Khabarovsk)
Chapter 2 Human capital management in the hospitality industry.
2.1. Interrelation of human capital and quality of services in modern hotel business.
2.2. The role of human capital in the development of the hospitality industry and raising the level of education.
2.3. Adaptation and motivation of human capital in the regional management system of the hotel industry.
Recommended list of dissertations
Formation of an effective human resource management system in the hospitality and tourism industry: on the example of Moscow 2008, candidate of economic sciences Baklykova, Elena Alekseevna
Formation and development of the personnel potential of the hotel complex: on the example of Moscow 2009, candidate of economic sciences Nikolskaya, Elena Yurievna
Technological training of students of a tourist university in the field of hotel service 2009, candidate of pedagogical sciences Timokhina, Tatyana Leopoldovna
Social partnership of the university and the hotel enterprise in the professional training of tourist personnel 2011, candidate of pedagogical sciences Galanin, Yuri Georgievich
Strategic planning of activities of enterprises of the hotel complex 2002, candidate of economic sciences Pankova, Lyudmila Vladimirovna
Introduction to the thesis (part of the abstract) on the topic "Human capital management in the hospitality industry: a sociological analysis on the example of the city of Khabarovsk"
In October 2008, the third Far East International Economic Forum was held in Khabarovsk, which was held under the auspices of the State Duma of the Federal Assembly of the Russian Federation, with the participation of the interregional association for economic interaction of the constituent entities of the Russian Federation "Far East and Transbaikalia", the interregional association for economic interaction "Siberian Agreement", Government of the Khabarovsk Territory.
The forum is dedicated to the development of human capital, raising the standard of living and securing the population through the implementation of the main provisions of the Concept for the socio-economic development of the Russian Federation until 2020 in the context of regional policy in the East of Russia, the strategy for the development of the eastern regions of Russia until 2025.
Back in 2006, at a meeting of the Security Council, it was noted that the Far East region is weakly tied to the all-Russian economic, information and transport space. According to the President of the Russian Federation, the natural competitive advantages of the Far East are being used extremely inefficiently. The same problems of the Far East were emphasized in October 2006 in the report “Strategy for the Long-Term Development of the East of Russia” at the Far Eastern International Economic Forum by the Governor of the Khabarovsk Territory, the chairman of the Interregional Association for Economic Cooperation of Russian Subjects “Far East and Transbaikalia”, Corresponding Member of the Russian Academy of Sciences V. I. Ishaev. And more briefly, this problem was formulated at the VI Congress of the All-Russian political party "United Russia" in the slogan "Through the development of Siberia and the Far East - to the modernization of the country."
Considering the development paths of the Far East region, one cannot fail to notice that the above problems are primarily related to the preparation and reproduction of human capital, which are becoming more acute in almost every subject in the Russian Far East. The migration of the population to the western regions of the country, the demographic decline in the country as a whole and in the Far East in particular, all this leads to a decrease in the number of labor resources and, as a result, a deterioration in the quality of human capital in all sectors of the economy.
People are the main wealth of any country, the main resource, factor of production and the main component of economic growth. Awareness of this is especially important for our country, which is striving today to take its rightful place in the world economy. The current stage of Russia's development requires strengthening the influence of man, his initiative, creativity and intellect on the economic progress of the country. So far, Russia has not yet revealed its potential here. At the same time, Russia's labor resources are distinguished by good quality characteristics, a high level of education, qualifications, and labor skills. Therefore, in modern conditions, the task is to preserve, reveal, use the creative potential of the people, direct it to creation and economic growth.
At present, there is no unambiguous characteristic of the labor resources of the Russian Federation. Every year, the Swiss Institute of Berry conducts a comparative assessment of the quality of the workforce in 49 countries of the world. The integral quality indicator is a weighted average of many components. Based on expert assessments, countries receive average scores from 100 to one. The list is headed by Singapore, Japan, the USA, Germany, Korea and China with scores above 50. Russia's score of 36 points is the borderline figure that lies between unfavorable and completely unsuitable conditions for locating production. But at the same time, in terms of the level of qualification of the labor force, Russia is in 15th place, in terms of the level of labor legislation we are in the top ten, but in terms of labor discipline we are one of the last. It seems that the low performance of the Russian Federation characterizes not the labor force itself, but the level of management in our country and the attitude towards human capital. After all, it is the ability of people to work, their skills, level of education, acquired professional knowledge, experience and natural abilities, being human capital, that have the most direct impact on the indicators of economic progress.
The theory of human capital has long proposed a single - analytical framework for explaining such phenomena as - the contribution of education; in economic; growth, demand for educational and other services, improved dynamics of wages, differences in wages, etc., and the time and money spent on acquiring knowledge and experience has long been considered an investment in a person - his capital. However, the analogy between human capital and traditional investment cannot be considered complete. First, a person, unlike a machine tool or a share, cannot be an object of purchase and sale. Therefore, prices are set in the market, only for the “rent” of human capital (in the form of wage rates), while there are no prices for its assets. In addition, human capital is able to increase the efficiency of activities, both in the market and in the non-market sector, and the income from it can take both monetary and non-monetary form. Thus, underestimating or ignoring the impact of human capital on the final results of any enterprise: leads, if not to a decrease in its economic growth, then to; significant slowdown in this process. Considering that in our country for decades the attitude towards human capital was clearly not sufficient, changing this "position has become an urgent need and an extremely topical topic.
The relevance of the research topic is due to the fact that the modern period of formation * market. relations in Russia is characterized by forcing and a pronounced emphasis on the formation of competitive industries; playing a crucial role in socio-economic development; on the scale of individual territories, and the national economy as a whole. Due to their social role, they include the hospitality industry, and in particular the hotel industry. The relevance of the study in terms of; theory and practice, first of all, is that it is aimed at: studying new phenomena in the development of the domestic hotel industry, and the development of the sphere of socio-cultural service and hospitality is one of the promising areas for improving the social base of the Russian Federation. Compared to other countries where the service sector has become one of the profitable industries, the Russian hospitality industry is currently in its infancy.
Secondly, the socio-economic formation and development of the hospitality industry is characterized by the increasing role of the human factor. In the modern world, human resources play a decisive role in achieving competitive advantages and ensuring the qualitative parameters of socio-economic growth. The prospects for this development in the 21st century are associated precisely with human resources as carriers of knowledge. The concept of "human capital" has acquired great importance at the present time, the interest of science in human creative abilities, in the ways of their formation and development, has sharply increased. Most companies are beginning to attach great importance to the accumulation of human capital, as the most valuable of all types of capital. One of the ways to accumulate human capital is to invest in a person, in his health and education. Today, the study of the problems of increasing the efficiency of the use of the productive forces of people, which are realized in modern conditions in the form of human capital, is not only relevant, but is put forward as a priority in the structure of social research.
For a long time, the creative abilities of a person did not play a decisive role in socio-economic development, and problems related to the processes of formation of workers' abilities to provide labor services did not arouse much interest among researchers. It was believed that the labor market has an unlimited supply of workers and in the event of a shortage of labor resources in any of the sectors of the economy, it is enough to increase wage rates in it to ensure the transfer of labor from other sectors. The focus of attention of scientists was mainly on the issues of not the formation, but the use of the available labor force. In modern conditions, the trend is gaining strength, in which the main factor of sustainable development is human potential. Therefore, the study of social problems of human capital in the hospitality industry is the main condition for its development.
Thirdly, the relevance of the topic is due to the analysis of the impact of the education system on the formation and development of human capital in the field of hospitality and hotel industry. The coming century is the century of new global problems, the successful solution of which will be largely determined by the power and direction of the education system as a whole. In modern conditions, the general rethinking of the socio-economic significance, education, qualifications and the role of complex labor, more than others, was facilitated by the theory5 of "human capital", which considers the general and special knowledge of employees as the most important factor in the growth of production efficiency. The theory of human capital has always proceeded from high efficiency of investments in education, and all studies of the effectiveness of investments in a person through education pointed to its growth as the duration of training increases.The most valuable resource with a great creative impulse is people, their spiritual, educational and qualification potential.Therefore, at present , the task of the priority development of education is set, since it is education that can improve and increase the quality of human capital (knowledge, professionalism, morality, human culture), which is an inexhaustible intellectual and spiritual resource of the state. In the world, there was a realization that the socio-economic successes of states are determined by their education systems, the education of citizens, trained at all levels of the workforce, which led to a reassessment and revision of the role and place of education in society, to a revision of the mission of education. This awareness is due to the fact that human capital has become the most effective factor of production. And, first of all, this affected the service sector and services - in particular, the hotel industry. This involves conducting in-depth scientific research on this problem.
The degree of scientific development of the problem. The key ideas of the theory of human capital were formulated at the beginning of the 18th century by Adam
Smith (1723-1790) - one of the first economists; who developed the most important scientific theories of labor. AT! In his treatise "Study on the Nature and Causes of the Wealth of Nations" (1776), he argued that fixed capital consists of machines and other tools of labor, buildings, land, and "the acquired and useful abilities of all inhabitants and members of society." He noted that “the acquisition of such abilities, considering also the maintenance of their owner during his upbringing, training or apprenticeship, always requires real costs, which are fixed capital, as if realized in his personality. These abilities, being part of the fortune of a certain person, at the same time become part of the wealth of the society to which this person belongs. The great dexterity or skill of the worker can be considered from the same point of view as machines and instruments of production, which reduce or lighten labor and which, although they require certain expenses, return these expenses along with profit.
Later, K. Marx (1818-1883) in his scientific works considered human production - consumer production - as the second type of social production.
In this process of consumer production, the labor force is not only reproduced, but also improved and developed. There is a kind of “accumulation” of the productive power of labor, the creative abilities of a person, and to a greater extent just mental abilities. Literally, K. Marx writes: “it really “accumulates”, but not as a dead mass, but as something living, this is the art of the worker, the degree of development of labor.” Thus, the founders of the labor theory A. Smith and K. Marx proceeded from the fact that labor force as a combination of physical and spiritual abilities of a person is the basis of his ability to provide a labor service, which, ultimately, is the subject of sale and purchase in the labor market. In the 70s of the XIX century, the English economist A. Marshall (1842-1924), made the most significant contribution to the theory of labor. It was A. Marshall who focused on the problem of the educational services market in connection with investing in human capital. He owns the statement that “the most valuable capital is the one that is invested in human beings”.
The ideas that became the forerunners of the theory of human capital were further developed in the works of the American economist I. Fisher (1867 - 1947); He defined capital as any stock (natural resources, machines, raw materials, labor skills of people) - which “after some time and under certain conditions brings a stream of services. Their excess: over costs forms income, realized: in the form of:: percent. Wages: in this context - in fact, the interest on. human capital, which can accumulate in the same way as physical capital;
At this time, the focus of scientists' attention was focused on the problems of creating a qualitatively new labor force, while earlier the main ones were the problems of using this labor force. Structural changes in the economy of modern capitalism served as the objective basis on which the modern concept of human capital arose;
Its origins can be seen in the works of W. Peggy, A. Smith, DC. Milla, J.B. Say, N. Senior, F. List, I.G. von Thünen, W. Bagehot, E. Engel, G. Sidgwick, L (Walras, I. Fischer, and other economists; past centuries. In the 50-90s of the XX century, this theory was formed and developed in the works of American economists, representatives of the so-called "Chicago school" - Nobel Prize winners T. Schultz, G.
Becker, B. Weisbrod, J. Mintzer, L. Hansen, M. Blaug, S. Bowles, I. Ben-Porat, R. Layard, J. Psacharopoulos, F. Welch, B. Chiswick. This theory; develops within the framework of the neoclassical direction of Western political economy and is used in the study of such areas as education, health care, family and other non-market areas? activities. With the increasing role of scientific and technological progress in “economic growth, the attitude of Western classical economists to the problems of labor force reproduction has changed.
In the domestic economic literature, the problem of human capital has not been given serious attention for a long time. Only in the 70-80s of the last century, separate studies began to appear; dedicated to the consideration of certain aspects of the Western theory of human capital. The specificity of such studies was that most of them were in the nature of a critical analysis of the bourgeois concepts of human capital from positions determined by the methodological guidelines of the political economy of socialism. However, this circumstance does not detract from the scientific significance of the research carried out at a high scientific level.
The works of such authors as V. S. Goylo can be attributed to the category of such studies. A. V. Dainovsky, R. I. Kapelyushnikov, V. P. Korchagin, V. V. Klochkov, V. I. Martsinkevich. Currently, scientists S. A. Dyatlov, A. I. Dobrynin, V. L. Inozemtsev are engaged in the study of human capital. The Russian scientific school substantiated the approach to human capital as a universal form of ensuring life on the planet, and considers its accumulation as a goal of social development, investing in human capital as a factor in steady economic growth, and education as filling human capital with content during its reproduction. All this fully applies to the hospitality industry.
However, theoretical studies of the hospitality industry itself and the hotel industry in Russia have practically not been carried out. The scientific school on these issues only began to form in the 90s of the last century. Since that time, international and all-Russian scientific conferences on the problems of the hospitality industry have been held annually in Russia. The researches started in this area do not stop and continue at the present time. Their authors are mainly experienced specialists in the field of hospitality and representatives of the teaching staff of the capital's higher educational institutions, since it is in Moscow and St. Petersburg that Russia's largest hotels and hotels are located, as well as the main training centers of the hotel industry .
E. A. Dzhandzhugazova, N. I. Kabushkin, E. A. Balashova, M. A. Nesteruk, V. S. Yankevich, and many other scientists deeply study the problems of the hotel industry. They are also the authors of scientific papers, textbooks and teaching aids that form the basis of the education system in the field of hospitality and hotel industry.
The object of the study is the hotel industry of the Khabarovsk Territory as a basic element of the hospitality industry, and its impact on the socio-economic development of the industry on the scale of individual territories and the national economy as a whole.
The subject of the study is managerial relations in the hospitality industry, the activities of hospitality industry enterprises in the formation of an effective human capital management system, as well as a set of management decisions taken at the federal level for the development of the domestic hotel industry in the field of socio-cultural service and hospitality, as one of the promising areas. improvement of the social base of the Russian Federation.
The purpose and objectives of the dissertation research are to study the process of forming effective human capital management of hospitality industry enterprises by conducting a sociological analysis of its elements and identifying social problems that most strongly affect the development of the industry. In accordance with the goal, the following tasks were solved in the study:
To study, within the framework of the main sociological and economic concepts, modern approaches to the processes of formation of human capital in the hospitality industry in order to conceptualize the sociological foundations for highlighting its basic elements;
Determine the degree of influence of human capital on the quality of services in the hospitality industry;
Investigate the system of motivation of human resources and directions for its improvement;
To identify the public opinion of consumers (as well as experts) on the state and level of hotel services for the population;
Develop a model of a professionogram and a standard adaptation program for porters of hotel enterprises;
The theoretical and methodological basis of the dissertation research was the works of Russian and foreign scientists in the field of theory and practice of human capital management. When performing the work, the main provisions of system analysis and synthesis, statistical analysis, analysis of the content of texts, empirical and theoretical generalization, empirical survey methods were used. Leading in the study is the structural-functional approach. In the structural-functional approach, and for the first time in the works
T. Parsons1, three levels of management of social systems were identified: 1) technical, where the elements of the system directly interact with one another; 2) managerial, regulating the exchange process that takes place at the first level; 3) institutional, where issues of general order and management are resolved.
The empirical base of the study is based on data from:
Sociological surveys conducted by the author at the enterprises of the hotel industry in Khabarovsk (1100 respondents in 10 hotels), research materials and comparative assessments of indicators conducted on the territory of the Russian Federation, statistical materials of the Federal State Statistics Service.
The scientific novelty of the research primarily lies in the integrated approach to studying the theories of human capital and their competent application to develop modern approaches to the formation of human capital in the hospitality industry. And also in studying the influence of the education system on the formation and development of human capital in the hospitality industry, and in determining the role of its influence on the quality of work of hotel enterprises.
In addition, when preparing a dissertation based on modern scientific methods, the following work was carried out:
1 Parsons T. On the structure of social action. - M., 2000. S. 403-406; 700.
The adaptation and motivation of human capital and their dependence on the objective socio-economic processes taking place in the hospitality industry have been studied;
The main social problems of human capital in the hospitality industry are identified and their relationship with the quality of services is shown;
Proposals have been developed to improve the work with human capital at the enterprises of the hotel industry.
The theoretical and practical significance of the study is to substantiate the need to change the attitude towards human capital in the hospitality industry as the main social institution. And also in the need to study new phenomena in the development of the domestic hotel industry, as one of the most important components of the sphere of socio-cultural service and hospitality. Theoretical knowledge and the formation of an in-depth understanding of human capital as a social institution makes it possible to improve social and labor relations in the system of hospitality industry enterprises, predict the situation on the labor market, increase the employment of the local population and improve the development of labor potential in the hotel industry. In addition, the results of the study are important in order to respond in a timely manner to changes in the development of the labor potential of the hotel industry, as one of the promising areas for improving the social base of the Russian Federation.
The developed theoretical and methodological approaches and the author's proposals can be used:
When forming a regional social policy in relation to the hospitality industry;
When creating programs for the socio-economic development of territories;
When developing programs for adaptation and motivation of personnel of hotel enterprises;
When compiling curricula for university students and students of advanced training courses for specialists in the hotel industry;
In the activities of hotel enterprises in order to improve the quality of service and services provided, as well as increase the occupancy of hotel rooms and improve the economic performance of organizations in the hotel industry;
Conclusions and suggestions can be used by state and executive authorities in creating favorable conditions for the hospitality industry in the constituent entities of the Russian Federation and for developing social programs in the regions, local governments for organizing competent work with hotel enterprises and in developing social and economic management mechanisms industry. Also, the proposals outlined in the dissertation can be used by the leaders of the hotel industry to improve work with employees and improve the activities of hotels. For use in the educational process in teaching students, undoubtedly, the practical significance of the study is to develop a curriculum for the discipline "Hotels and hotel industry" and the publication of Methodological guidelines and a textbook for studying the course of the discipline.
The main provisions submitted for defense include the conclusions obtained as a result of a study on the need to use such tools as the social institution of human capital to regulate social processes in the hospitality industry in order to ensure the further development of the industry. Theoretical and practical provisions submitted for defense can be grouped as follows:
Human capital is the most important component of the hospitality industry;
Theories of human capital make it possible to identify its main elements that directly affect the labor potential of an employee;
Modern approaches to the formation of human capital contribute to its development and improvement;
The hotel industry needs social management at the regional level;
Human capital has a significant impact on quality in the hospitality industry;
Social problems in the hospitality industry are associated with underestimation or ignoring the impact of human capital on the final results of the enterprise, which leads, if not to a decrease in its economic growth, then to a significant slowdown in this process.
Increasing the efficiency of enterprises in the hospitality industry directly depends on a change in attitude towards human capital.
Approbation of the research results. Based on the materials that served as the source of the dissertation research, the author developed a working program for teaching students of the international faculty of the Pacific State University of all. forms of education in the specialty 100103.65 "Socio-cultural service and tourism" and since 2003, students have been trained full-time and part-time forms of education in the discipline "Hotels and hotel industry". The importance of studying this discipline is evidenced by the act on the implementation of the results in the educational process and the publication in 2007 at the Pacific State University of methodological guidelines and a textbook for studying the discipline "Hotels and hotel industry". As well as the Act on the implementation of the results of the study in the work of the Tourism Department of the Ministry of Economic Development and Foreign Relations of the Government of the Khabarovsk Territory. In addition, the personnel adaptation program developed in the process of preparing the dissertation has been put into practice at the largest hotel in the Khabarovsk Territory "Intourist".
Similar theses in the specialty "Sociology of Management", 22.00.08 VAK code
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Dissertation conclusion on the topic "Sociology of Management", Muzychenko, Nadezhda Pavlovna
Conclusion
The dissertation research deals with the issues of human capital management in the hospitality industry. On the example of the work of hotels in the city of Khabarovsk, a sociological analysis of the role of human capital in the development of the hospitality industry was carried out.
This dissertation research includes the minimum of questions with the latest amendments to Russian legislation, which is required to improve the skills of all officials working in the service sector, one way or another affecting the development of the hotel industry in the region.
Especially these issues need to be known to employees working at enterprises of social and cultural services and tourism, since mass international tourism, which has developed over the past five years, which has recently been joined by an increasing number of citizens of the Russian Federation, requires a significant increase in their knowledge.
The modern period of the formation of market relations in Russia is characterized by forcing and a pronounced emphasis on the formation of competitive industries that play a crucial role in socio-economic development on the scale of individual territories, and the national economy as a whole. Due to their social role, they include the hospitality industry, and in particular the hotel industry. The novelty of the study lies primarily in a holistic approach to studying the problem of regulating the hotel industry in the Russian Federation by improving the regulatory framework for the development of the hospitality industry, including that developed at the regional level, as well as developing a system of regional management of the tourism and hotel business. The need for interaction on hospitality and tourism issues in the regulation of the hotel industry is so obvious that for a unified approach to creating a common mechanism for the development of this industry, it is required to determine economic priorities at the state and regional levels, as well as to have competent public administration and a high-quality legal and regulatory framework .
It is proposed, as one of the options for developing joint solutions to these problems, the creation of an institute (corps) of national experts in tourism and the hotel business and the corresponding infrastructure, which would include state and regional centers, specialized periodicals.
Currently, the socio-economic formation and development of the hospitality industry is characterized by an ever-increasing role of the human factor. In the modern world, human resources play a decisive role in achieving competitive advantages and ensuring the qualitative parameters of socio-economic growth. Prospects" of this development in the 21st century are associated precisely with human resources as carriers of knowledge.
On the example of the city of Khabarovsk, taking into account the analysis of the results of the work of various hotel-type organizations, services and bodies of the Khabarovsk Territory, the author raises the question of the need to create a unified, continuous, up-to-date and real-time federal (or at least regional) continuous educational system in the field of services and hospitality, as part of the modernization of the entire Russian education system. At the same time, the new model of education in the service sector should harmoniously combine new technological approaches with the traditional principles of domestic higher and secondary vocational schools.
As an option, one of the ways to solve this problem is proposed - the creation and formation, in cooperation with recruitment agencies and recruitment services, of a single data bank of hotel industry specialists and vacancies in newly opened and existing hotels for subsequent provision of access to this database of employers, training centers and retraining of specialists and staff in order to improve the system of recruitment and training of hotel workers. As well as conducting marketing research and forecasting the need for specialists and personnel at the enterprises of the hotel industry for the medium term, taking into account the commissioning of new enterprises, the need to improve the level of service in hotels, the retirement of a certain part of the working contingent by age and other factors. The transformation of service, tourism and hotel enterprises existing in the Far East into centers and bases for practical training of students. At the same time, the main attention should be focused on the formation of the qualification skills of university graduates on the basics of future work: a specialist in social and cultural services and tourism, hotel and restaurant management.
A positive aspect that characterizes the scientific novelty of the work is the systematization of information and the analysis of regulatory legal acts on issues related to the hospitality industry of the Russian Federation and the Khabarovsk Territory through the hotel industry, which will assist in studying the issues of its further development. In addition, the author believes that this analysis will allow interested parties to enter the Government of the Khabarovsk Territory with a proposal to support city authorities coordinating the development of the industry and improving the regulatory framework for the development of the hospitality industry, including those developed at the regional level. As well as strengthening the scientific and methodological base of tourism education, including the development of educational standards, curricula, programs for all forms of education, including additional and postgraduate education.
Formation of a new effective system of work with personnel at the enterprises of the hotel service in order to create more efficient and high-quality service and provision of services. formation of a human development index, i.e. human capital (development of increased responsibility among service personnel, advanced training, manifestation of high professionalism);
Development and implementation of a diversified educational product in the form of preparing specialized training programs, professional seminars on relevant topics, internship and advanced training programs for industry employees;
Formation of a system of partnerships between educational institutions and enterprises in the tourism and hospitality industry by creating unions of scientists and specialists in the field of tourism and hospitality;
Ensuring effective motivation of employees in all areas according to their needs, the use of adaptation and incentive programs, both for new employees and for those already working at the enterprise;
Implementation of a quality management system, i.e. documentary description of: the composition and content of the services provided; service delivery processes; processes for ensuring the quality of service, development of an industry proposal for the certification of hotel industry employees;
Strengthening the scientific and methodological base of tourism education, including the development of educational standards, curricula, programs for all forms of education, including additional and postgraduate education;
Formation, in cooperation with recruitment agencies and recruitment services, of electronic databases of hotel industry specialists and vacancies in newly opened and existing hotels for subsequent provision of access to this database by employers, training and retraining centers for specialists and personnel in order to improve the system for recruiting and training hotel workers ;
Carrying out marketing research and forming a forecast of the need for specialists and personnel at the enterprises of the hotel industry for the medium term, taking into account the commissioning of new enterprises, the need to improve the level of service in hotels, the retirement of a certain part of the working contingent by age and other factors;
Participation in open lectures, seminars and master classes for senior students of specialized educational institutions in order to highlight the practical aspects of the hotel and tourism business, present the possibilities of the profession and increase the prestige of the industry;
Improving the regulatory framework for the development of the hospitality industry, including those developed at the regional level, as well as the system of regional management of the tourism and hotel business;
Development of new conceptual approaches to the organization of practical training of students in educational institutions with the mandatory participation of representatives of the industry, tourism administrations, regional and local authorities;
Improving the regulatory framework for the development of the hospitality industry, including those developed at the regional level, as well as developing the system of regional management of the tourism and hotel business.
Create an institute of national experts in tourism and hotel business and an appropriate infrastructure, which would include state and regional centers, specialized periodicals, as well as RI.-agencies and consulting firms;
Taking into account all the above proposals and recommendations will become an objective basis for the further, successful development of the entire hotel industry and will become the basis for new conceptual solutions in the field of vocational education and organization of industry management at the federal and regional levels. And only then the main social effect - the satisfaction of the needs of the population of the territories of the East of Russia in active and good rest, health promotion, familiarization with cultural values - will be more tangible and will meet all the requirements of the time in a modern market economy.
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Facultyeconomyandsocial management
Course work
By discipline:
Management in the socio - cultural sphere and tourism
on the topic: Styles and methods of managing the organization of the service (on the example of the Yunost hotel)
Completed:
student group 4-6511/3-3
speciality:
socio-cultural service and tourism
St. Petersburg
2009
Introduction
Chapter 1. The essence of personnel management
1.1 The role of the human factor and the importance of human resource management in the tourism industry
1.2 The content and objectives of personnel policy. Personnel management service. Structure and functions
1.3 Tasks of the personnel manager. Personal characteristics of a manager
Chapter 2
2.1 Authoritarian style
2.2 Democratic style
2.3 Permissive (neutral) style
2.4 Liberal style
Chapter 3. Measures to improve the personnel management system at the Yunost Hotel
3.1 Evaluation of the effectiveness of personnel management at the Yunost Hotel
Conclusion
Bibliography
Application
Introduction
Russia's transition to a market economy introduced fundamental changes in production relations. From the enterprise, as a participant in market relations, it is required to increase the efficiency of production, the competitiveness of products and services based on the introduction of the achievements of scientific and technological progress and the maximum use of its resources, as well as on competently made management decisions.Expansion in the last decade of application the latest technologies in the hospitality industry led to job cuts, which in turn led to the use of alternative methods of organizing work and an increase in creative and innovative approaches in personnel management.
Currently, management scientists are increasingly focusing on attempts to link the problems of financial planning and commercial activities with the problems of personnel management, which includes the selection of employees, their training, retraining, relations between employees and with management, attitude to work, their remuneration.
Most companies in the hospitality industry do not pay enough attention to personnel management, considering personnel as an auxiliary component. Men in hotel company are the most important asset and, therefore, the personnel management acts as a coordinator of these assets and is an impressive contribution to the distribution and development of the hotel.
Theoretical foundations, methods and technologies of personnel management are considered in the works of: N.I. Kabushkina, L.Yu. Lyapina, A.D. Chudnovsky, A.G. Porshnev and others.
The course work is based on the materials of the hotel "Yunost": a report on industrial injuries for 2005-2006, cost estimates for personnel measures, accident prevention costs, some data on the number of employees.
The purpose of the course work is: to show the importance of modern technologies and techniques in effective personnel management, to assess the effectiveness of personnel management in the Yunost hotel and to develop measures to improve the level of security in the Yunost hotel.
The object of the study is the hotel "Yunost" LLC "PO Kirishinefteorgsintez".
The subject of the research is personnel management in the Yunost Hotel.
AT term paper tasks were set: to study the methods and styles of leadership, to study the content of personnel planning, the functions of the management service and the tasks of the personnel manager, to study the organization of work with personnel in the hotel, to analyze the main directions of the security of the Yunost hotel, to develop measures to improve the level of safety and labor protection of the hotel “Yunost”, conduct an assessment of the effectiveness of personnel management in hotel complex"Youth".
Course work consists of introduction, three chapters, conclusion.
Chapter 1. The essence of personnel management
1.1 The role of the human factor and the importance of managementi staff in the tourism industry
The tourism services market is developing more and more actively every year, finding an additional niche in the global service market. modern travel- it's not just a trip, but a whole service complex.
The role of tourism services in the modern world is growing every day. An important feature of the tourist product, which distinguishes it primarily from industrial goods, is the wide participation of people in the production process. Thus, the human factor has a strong influence on its heterogeneity and quality.
Personnel management is a type of activity for managing people, aimed at achieving the goals of the enterprise, taking into account the satisfaction of employees with their work.
To maintain the quality of service, many tourist enterprises develop standards of binding rules for tourist services, which are designed to guarantee the established level of quality for all operations performed.
The standard defines the criteria by which the level of customer service and staff performance is evaluated. Such criteria in hotels include the following: response time to a call for information or booking (15, 20, 30 seconds); time of registration in the accommodation service; appearance and uniform; knowledge of a foreign language and others.
At present, according to experts, for qualified work in the field of hotel and tourist services, in addition to technological training, knowledge in the field of hotel business, it is also necessary to have appropriate psychological preparation, knowledge of issues interpersonal communication. Much depends on the chosen personnel management system and the personal qualities and experience of the manager.
The study showed that if a person (customer) was served well, he would tell five people about it. If a person has had a negative experience, he will tell ten people about it. Sharing positive experiences is more difficult, and a few negatives can ruin a lot of positives.
All hotel staff must do their job in such a way that the client returns from a trip with a sense of satisfaction. Their attitude, appearance, willingness to help and fulfill any request of the client forms the overall impression of the trip. The staff must serve the tourist so that he becomes a regular customer. The income of the hotel directly depends on this - the more regular customers, the higher the profit. Studies have shown that a 5% increase in loyal customers can increase profits by up to 125%.
The tourism industry is unique in that the staff is part of the tour product, so the main management efforts in tourism should be directed to personnel (human resources) management. Human resource management in content is much broader than the simple resolution of personnel problems.
It is focused on determining the future needs and development of the employee's potential, as well as on the awareness of each employee of their own tasks, the creation of a favorable working climate that motivates staff to achieve their goals.
1.2
The content and objectives of personnel policy. Management Servicestaff. Structure and functions
The implementation of the goals and objectives of personnel management is carried out through personnel policy - this is the main direction in working with personnel, a set of fundamental principles that are implemented by the personnel department. Personnel policy is the basis for the formation of a personnel management strategy.
The purpose of the personnel policy is to formulate goals in a timely manner in accordance with the development strategy of the enterprise, set problems and tasks, find ways and organize the achievement of goals.
Since personnel policy is part of the enterprise development strategy, it is legitimate to raise the question of its choice. When choosing a personnel policy, factors inherent in the external and internal environment of the enterprise are taken into account, such as:
production requirements;
financial capabilities of the enterprise, determined or acceptable level of costs for personnel management;
quantitative and qualitative characteristics of the existing staff and the direction of their change in the future;
situation in the labor market;
demand for labor from competitors, the emerging level of wages;
labor law requirements.
The general requirements for personnel policy are as follows:
Personnel policy should be closely linked with the development strategy of the enterprise. In this regard, she is staffing implementation of this strategy.
The personnel policy should be sufficiently flexible. This means that it must be, on the one hand, stable, since certain expectations of employees are associated with stability, on the other hand, dynamic, i.e. be adjusted in accordance with changes in the tactics of the enterprise. Stable should be those aspects of it that are focused on taking into account the interests of the staff.
Since the formation of a qualified workforce is associated with costs for the enterprise, the personnel policy should be economically justified, i.e. based on his real financial capabilities.
Personnel policy forms: requirements for the workforce at the stage of its hiring, investment in personnel, stabilization of the team, the nature of the training of new personnel, retraining of personnel, the movement of personnel within the enterprise.
Thus, the personnel policy is aimed at the formation of such a system of work with personnel, which would be focused on obtaining not only economic, but also social effect.
The personnel service of an enterprise is a set of specialized structural divisions designed to manage personnel within the framework of the chosen personnel policy. The personnel service should be the organizer and coordinator of all work with the staff in the hotel. It is designed to perform the function of monitoring the implementation of personnel policy, remuneration, medical care for personnel, the socio-psychological climate in the team, social protection workers.
The personnel service is a functional auxiliary division of the hotel. This is due to the fact that its employees are involved in the creation hotel service not directly, but indirectly. Typically, workers personnel service act as advisors to executives in hiring and firing, new positions, vocational training, salary increases, etc.
As the centralized management system weakened, fundamentally new tasks related to personnel management began to appear. The solution of these problems requires completely different skills and abilities than those that were in the past for documentation, reporting, organizing cultural events and storage. work books. It is for this reason that today many personnel officers cannot offer hotel management ways to effectively solve problems related to personnel management. Therefore, it appeared new profession- "personnel manager", that is, personnel manager.
Personnel managers are a group of specialist managers whose main goal is to increase the production, creative output and activity of the staff, develop and implement a hotel personnel development program.
The modern department of person management in the hospitality industry is involved in four areas of employee relations, remuneration, employee service, Information Systems. However, this does not mean that the human resources departments of all hotels adhere to all of these areas.
Usually the number of employees in the department is proportional to the total number of employees in the hotel. AT foreign companies For every 200 employees, there is one HR employee. Based on the hospitality rule of one employee per hotel room, a hotel with 600 hotel rooms should have three employees in the Human Resources Department.
The activities of the personnel management service include the following issues:
selection and hiring of personnel;
training and retraining of personnel;
regulation of labor relations;
personnel planning;
wages and working conditions;
In hotels, these functions are divided between two or more employees. These may be specialists in personnel, training, recruitment, labor relations and wages.
In the hospitality industry, work efficiency depends on the staff and the relationship between them. From an organizational point of view, the creation of an effective staff composition depends on:
setting precise goals and objectives of the hotel;
development of an effective organizational structure;
personnel planning, with the help of which the selection of personnel and personnel policy is carried out.
The need for well-trained workers with experience in the tourism sector and a high level of labor turnover predetermine the relevance of effective workforce planning. In recent years, personnel planning has become as important in the process of enterprise management as the planning of other economic resources, and it should be considered as an integral part of strategic planning. Personnel planning, being related to the overall development of the enterprise, must take into account changes in external factors, for example, demographic changes, changes in the level of education and the degree of competition, as well as government intervention in the economy and the level of technological development.
The more visible part of the human resource management function is recruitment. Typically, recruitment is the process of acquiring professionals for the hotel's various services, assuming that the recruitment includes the staffing needs of the hotel, selecting potential candidates and selecting them from among the most suitable candidates.
The selection process of candidates consists of several stages. The first of these is the analysis of the proposed work, which should describe the general requirements for the proposed work, its exact tasks and functional responsibilities, place and job restriction in the structure of the enterprise.
A continuation of the process of describing the proposed job is to detail the characteristics and qualities required of workers to perform the relevant job, for example, external data, temperament and mobility, qualifications and skills, asses for performing similar jobs.
The next step is the selection process. There are different methods, which include tests, tests and questionnaires, group and individual exercises, interviews, etc. Each enterprise applies different ways at its own discretion, depending on its tasks, on the nature of the vacant position and on the number of candidates for this position.
The hospitality industry has a higher rate of employee turnover than any other business. Turnover is high for the first time a few months after starting a job. In the hospitality industry, for example, 45% of employees leave new job three months after admission, and 15% - after the first month. This process, often referred to as an introduction crisis, is costly for the hotel and has an impact on morale, staff motivation and therefore customer satisfaction. The American scientists Woode and Macaulay, after conducting a survey in six hotel and six restaurant companies, offered a number of recommendations to eliminate employee turnover:
defining the nature of the organization
identifying reasons for leaving work
survey of personnel in order to determine the expectations of employees from work
developing effective recruitment, interview and career guidance procedures
development of effective programs of socialization, training, career development
development of profit sharing schemes
establishment of a program for child care and assistance services for older workers
maintaining competitive wages.
In the modern information technology society, the personnel management services of the hospitality industry enterprises are required to store various kinds of data about employees and potential candidates with their further systematization and operation. Most hotels are equipped with computers and software products that allow you to systematically manage personnel information. Much of this information often consists of rules and regulations, employee incentive programs, layoffs, marital status, and medical care.
Abroad, tourism companies consider it necessary to maintain staff who could devote part of their time to serving employees; for this, various events are held. Depending on the organization of the event (at the company level, at the regional or local level), it is carried out either by the personnel management service or by the public relations service. These activities are essentially educational and allow employees to know themselves better.
Each employee in many organizations of the hospitality industry, regardless of the level of their position, receives wages, the size of which depends on the contribution of the employee. To remain competitive in acquiring the best employees, managers must highly value the work of employees, compare their positions and remuneration with similar positions in competing enterprises. Companies are also introducing a system for evaluating the achievements of each employee, which is a scale according to which each employee is either sent for advanced training, or remains in his workplace, or is promoted, or is dismissed from his position.
While maintaining the previous functions of personnel management services, the development of methods to stimulate participants is of particular importance. labor process, new approach to the labor potential in the development of principles and rules for working with personnel common to the organization.
In this regard, the issue of coordinating the activities of all structures of the organization, pursuing a unified personnel policy, and selecting managers capable of leading the most complex and responsible areas of work is particularly acute.
1.3 Tasks of the personnel manager. Lpersonality traits of a manager
Unlike other types of resources, human resources are characterized by the fact that the results of their use are probable. This means that it is often not possible to estimate in advance what exactly will be the return from each individual person. Such unpredictability of the results is explained by the influence on a person of a huge number of various factors, among which the following can be distinguished:
social;
economic;
political;
psychological.
The success of personnel management is primarily due to the professionalism of personnel managers, as well as his personal qualities, including the ability to inspire the trust of those people with whom he works.
Features of personnel management in different areas activities are manifested in solving various problems:
In the field of science:
personnel selection methods;
career planning;
incentive system;
forms of control;
assessment of labor productivity;
staff efficiency.
In the field of production:
tasks of stimulating the employee;
social adaptation and career guidance of the employee.
In the service sector:
the use of special methods of work (motivation, psychological impact) when working with personnel.
The German scientist Hentze made a special contribution to the formation of personnel policy.
From his point of view, the range of tasks that are considered by personnel managers is determined primarily taking into account the functional division of labor in the field of personnel management.
From the position of the functional division of labor in the field of personnel management, there is a list of blocks, each of which is characterized by the fulfillment of a number of tasks assigned to the manager:
Determining the need for personnel:
quality needs planning;
quantity requirement planning.
Ensuring the staffing of the organization:
collection and analysis of marketing information;
development or selection and use of tools to meet the need for staff;
recruitment, evaluation and selection of personnel.
Personnel use:
determination of the content of labor and evaluation of its effectiveness in the workplace;
vocational guidance (pursuing a policy of clarifying and developing an employee's understanding of what the organization expects from him and what kind of work is valued in it) and adaptation of personnel;
ensuring safety and favorable working conditions;
organization of official movements of personnel (dismissal, promotion, demotion.
Staff development:
organization of advanced training and staff training;
career planning and development.
Work motivation and career development:
development of the wage structure and benefits;
management of the content and process of motivation of labor behavior;
Conflict Management.
Legal and information support control process:
legal regulation of labor relations;
accounting and statistics of data related to personnel management.
The manager is also responsible for evaluating the work of the staff, determining remuneration for the results of work, organizing activities and monitoring its implementation, resolving conflict situations and developing compromise solutions.
Effective leadership involves the ability to see problems with others, to motivate them to achieve their goals, that is, to manage with people, and not to manage people. People want their leader to be not so much and not so much a professional focused exclusively on the production process, but a leader with a “human face” who has the appropriate social psychological preparation. In his managerial activity, the focus on the person should be in the foreground, which is especially important for the hotel industry (belonging to the “person-to-person” system). Since both people and situations are constantly changing, a manager must be flexible enough to adapt to constant change. Understanding the situation and knowing how to manage human resources are critical components of effective leadership. All this indicates that managerial work is one of those types of human activity that require specific personal qualities that make a particular person professionally suitable for managerial activities.
The modern theory and practice of management in the hotel and restaurant industry has revealed a number of requirements for a manager. These are: knowledge, certain personal qualities, compliance with ethical standards, skills and organizational skills.
Manager knowledge. Since the manager achieves the results of his work by influencing other people, he needs, first of all, knowledge of social psychology, modern management approaches and knowledge of the characteristics of the profession.
Personal qualities - non-standard thinking, determination and perseverance in achieving goals, initiative, the ability to fulfill obligations and promises, a high level of erudition, strength of character, justice, tact, accuracy, the ability to win over, a sense of humor and good health. The hotel conducted a survey among employees who were asked to indicate the most important requirement for a manager. 38% of respondents believe that the personal qualities of a manager are most important for working with personnel.
ethical standards. The principle of the manager's work should be compliance with the norms business ethics, which includes the following rules:
profit maximization should not be achieved at the cost of environmental destruction;
in competition, only “permitted” methods should be used, that is, the rules of the market game should be observed;
fair distribution of benefits;
personal example of compliance with ethical standards in everyday life and at work;
discipline and moral stability.
Skills and organizational abilities of the manager. Skillfully using information, time and people, the manager ensures high results, constantly increasing the competitiveness of the organization. Management effectiveness can be affected by:
1. the ability to determine the temperament and character of subordinates;
2. the ability to manage oneself;
3. the ability to select and evaluate efficient staff;
4. the ability to see and provide a perspective for the development of your team;
5. resourcefulness and initiative;
6. the ability to influence others, to charge them with energy.
If there is a discrepancy between the manager's qualities and any of these requirements, then they speak of a certain limitation (lack) of the manager's capabilities.
Having identified such limitations, one can focus on those factors that prevent the full realization of all the personal qualities of a manager. Allocate the following potential limitations in the activities of the head.
1. Inability to manage oneself. Those leaders who do not know how to “discharge” properly, deal with conflicts and stresses, use their time, energy and skills efficiently, are not able to effectively manage other people.
2. Blurred personal values. If personal values are not clear to oneself and others, then they will be perceived in a distorted form. As a result, the efficiency of making and implementing managerial decisions will decrease.
3. Unclear personal goals. A manager who is not able to define his goals cannot achieve success in managerial activities.
4. Inhibited personal development. It is important for a manager to gain recognition, and for this you need to constantly improve your overall development. The ability for self-development is characterized not only by constant study, but by the ability to put into practice the acquired knowledge. Leaders who do not develop their abilities do not have prospects.
5. Inability to solve problems (make decisions). Problem solving is never easy, but skills can be developed. A manager who suffers from the limitation of problem-solving skills constantly allows himself to leave unresolved issues for tomorrow. As a result, a large circle of problems accumulates that the manager is no longer able to solve.
6. Lack of creativity at work. A creative person is prepared to work in conditions of uncertainty. Managers who use the situational approach in their work are able to play many roles, timely adjust their actions depending on the situation. To achieve the strategic goals of the organization, they can break with tradition, use innovative ideas, take justified risks. A leader who is unwilling to experiment, take risks, or remain creative at work is incapable of managing effectively.
7. Inability to influence people. The personal factor plays a key role in matters of influence. Many people are impressed by authority, demeanor, non-verbal forms of influence (gestures, appearance, etc.).
8. Misunderstanding of the specifics of managerial work. The manager must achieve results not by personal labor, but through the labor of others. As long as the leaders do not concentrate their efforts on management, there will be no good results.
9. Low organizational skills (not the ability to lead). It is about the manager's ability to organize the labor process. The arrhythmia of the labor process and the inefficiency of the applied methods of work lead to the fact that people feel insecure about the future, do not receive satisfaction from work and, accordingly, work below their capabilities.
10. Inability to teach. Every leader should take care of increasing the competence of those whom he leads. A good leader also acts as a teacher. Professional development, in whatever form it is carried out, is the most important element of managerial activity.
11. Inability to form a team
Thus, the market economy requires the manager to:
the ability to manage oneself;
reasonable personal values;
clear personal values;
constant personal growth (development);
problem solving skills;
resourcefulness and ability to innovate;
the ability to influence others;
ability to train subordinates;
the ability to form and develop a workforce.
Chapter 2Leadership Methods and Styles
Personnel management is carried out using various methods of influencing employees.
When solving a particular problem, various methods provide a system of rules, techniques and approaches that reduce the time and other resources spent on setting and achieving goals.
In the practice of hotel personnel management, various methods and their combinations are simultaneously used. All management methods complement each other, because their focus is the same - on people. There are the following management methods: economic, organizational - administrative, social - psychological.
Economic methods of management
. Management relations are determined primarily by economic relations and the underlying objective needs and interests of people. That's why economic methods management takes center stage. The main point of work in this direction is to provide leadership and labor collectives in such conditions under which they could fully take into account the economic consequences of their management activities, etc.
