Class description The second year concentrates on developing understanding through industry-specific contextualisation. Sessions are weekly and three hours in length. The sessions are thematically linked to the pathways for individualised experience in third year whilst also drawing on the theoretical knowledge developed in MDP 1. In order to develop understanding, organisations will deliver a half-day session.
Interestingly, people are considered as resources and as asset rather than a liability. Today, there is a growing awareness of the importance of the human side of organizations as a vital factor in overall progress.
This is the only industry, which generates maximum number of indirect employment also. The only way to reach such competitive edge in the field of tourism is through human resource development HRD is fast becoming a new competitive factor for this industry. Therefore, enhancing international tourism with a similar large rise in domestic tourism demand, will place excessive pressure on countries and operators capabilities to provide sufficient personnel - educated and trained to the appropriate standard - for the range of tourism, managerial and skilled occupations.
Training programmes to produce the necessary skilled staff is a challenge for all, while basic education to prepare its people to be trained for tourism in Darjeeling hills. Tourism education has become the subject of prime concern in the whole world as number of travelers continues to grow and markets become more sophisticated.
Therefore, the growth and development of the HR professionals will have to focus on an understating of the total management function, both in content and process.
He must consistently update himself in organization behaviour, involve himself in organizational restructuring and initiate ideas for change.
He must establish his role in the strategic management of the industry affairs and create a body of coherent and credible technology to support its strategic role in management. HR professionals must make adequate use of computer technology to the travel and tourism industry, which will further promote the relationship between vendor, intermediary and consumer.
These developments will benefit, both, travel suppliers and travellers in the form of more efficient data handling and processing, reducing the requirement for staff and hence, lowering operating costs. All these areas of focus indicate that the job of human resource professional in tourism industry will be a very demanding one and therefore a critical area of concern could be about where the people with the right quality are to be found.
The profession has to do a lot to raise its standards, to get higher quality people into it and ensure that its members are educated generally in tourism industry as well as specifically in HRM to develop competent professionals to whom line experience as well as personnel experience would have to be imparted.
This places a responsibility on those at the top of the profession, and those concerned with education and career planning of HR managers to ensure that aspiring HR professionals acquire the knowledge and competencies to act as performance managers as well as HRM specialists.
The coming years, therefore, are the challenging years for HRD professionals. Efforts in introspection, recharging and building new bases would occupy the centre stage in the strategy formulation and implementation.
The main aim and philosophy of HRD is to develop the workers or people enabling capacities by developing an environment which provides some amount of initiative, trust, openness, risk and commitment to work not just for the needs of tomorrow but even for those of the days after.
The HRD philosophy believes that it is the responsibility of the top-level manager to create a climate of development and trust so that people may give their best with a sense of satisfaction and growth.
It assumes that the organization will take care of their basic needs through a series of welfare measures and higher order needs through appropriate management styles and systems.
Therefore the HRD programmes can reduce the consciousness gap between managers, supervisors and the masses of people, by training and development of workers because the success of any development programme depends upon a number of variables of which training is an important factor.
Training, education and development of HRD provide the needed stimuli to initiate an impulse of change in the organizational apparatus and lead to improved efficiency, productivity and administrative performance.
Therefore, for the purpose of competing with globalize world, the perspectives of HRD in the future are not only educating people but broadly integrating the individual objectives with the strategic business plan and organizational objectives.
Therefore, planning for development aims is increasing the ability of the individuals and groups to contribute to organizational effectiveness. Developments programmes are designed to educate employees beyond the requirements of their present position so that they will be prepared for future promotions and be able take a broader view of their role in the organization.the tourism and hospitality industry and it is important at the outset of this book to add a caveat about the generalizability (or otherwise) of the conditions of tourism and hospitality employment worldwide.
Tourism being a highly labour intensive industry, there should be an integrated HRD system with both public and private sector participation to develop human resources to meet the requirements of the industry.
Tourism industry is the source of income for both public also well as private sector government charges tax, sales tax, service tax etc. which is known as government revenue is the income of public. Published: Mon, 5 Dec The purpose of this report is to evaluate the significance of IHRM for the companies within the travel and tourism sector.
The report will address this issue with reference to the case of the British Airways Lpc (BA) – one of the largest international airlines. A degree in Human Resource Management from Strathclyde is greatly valued by employers. Graduates find jobs directly related to HRM while others go into broader business and administrative roles.
Our HRM graduates find jobs in insurance, retail, manufacturing, recruitment consultancy and in the public sector. The paper goes on to explain the critical contribution of employees to the competitive advantage of tourism organisations and why human resources are an important issue for the industry.