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HR KIHÍVÁSOK A PANDÉMIA IDEJÉN A HAZAI SZÁLLODAIPARBAN ÉS VENDÉGLÁTÁSBAN (II. RÉSZ)
Abstract
A pandémia teljesen átalakította életvitelünket, munkánkat, amely során az al-kalmazkodási képesség vált az egyik legfontosabb kompetenciánkká. A változás okozta helyzetben, a szükséges kompetenciák készlete megváltozott, ami szektoronként is más és más képet mutathat. Jelen tanulmányban a hazai szál-lodaipar került a kutatási fókuszba. Bemutatott kutatási eredményeink alap-ján, megállapítható, hogy ebben a szektorban, a pandémia következtében né-hány kompetencia felértékelődött, mint például az IT ismeretek, a vezetői képességek és az érzelmi intelligencia; ugyanakkor a személyes kapcsolatokon alapuló kommunikáció fontossága jelentősen csökkent. A szállodák a létszám-leépítést elkerülendő a korábbi munkaköröket átalakították, illetve a koráb-ban kihelyezett feladatköröket visszavették ezzel biztosítva, hogy munkát tud-janak adni a saját munkavállalóik számára. Tanulmányunkban 6 egy kvalitatív és egy kvantitatív kutatásunk eredményeit mutatjuk be. A kvalitatív kutatás so-rán interjúkat készítettünk, míg a kvantitatív kutatás során azt vizsgáltuk meg, hogy a válság hatására mely kompetenciák jelentősége értékelődött fel és me-lyeké csökkent. A kutatási eredményeink értelmezése során figyelembe vesz-szük, hogy az eredmények értelmezési tartománya a mintára vonatkozik.
... Furthermore, after the pandemic outbreak, Hungarian hotels enhanced HR practices such as employee rotation, job mergers, and employee cross-training as mandatory training elements (Grotte et al., 2021). Mercure Budapest Corona implemented one of the best practices. ...
External business environmental challenges such as the effects of climate change and sustainable operation required hotel managers to take strategically planned action. All of this was exacerbated by the COVID-19 pandemic, which appeared in several waves from 2020, and the energy crisis resulting from the Ukrainian-Russian armed conflict. The periodic return of the pandemic has created a high level of uncertainty not only for operators but also for workers. The energy price boom that unfolded from the second half of 2021 required cost-saving solutions from market players that typically necessitate a significant investment and provide a long-term return. In the planning process, the guest experience and value-added approach became paramount, as the long payback period required forward thinking and good prediction of the future. In this article, focusing on relevant literature sources and using a constructivist grounded theory strategy, data mostly from the period between 2020 and 2022 has been collected and analysed, . The purpose of these two research questions is to answer what challenges Hungarian hotel market players face and what factors negatively impact their business during the period of 2020 and2022, as well as how hotel operators respond to the identified challenges and how these responses relate to the global best practices. In addition to studying general cost-saving practices in Hungarian hotels, the focus is on improving the guest experience and providing operators with real cost-effective operational solutions. Value creation occurs in all areas of hotel operations, including front and back-of-house work areas. Solutions such as heating system modernisation, digitalisation, organisational development and outsourcing of activities will be presented.
We developed a COVID19tourism index to monitor the pandemic’s tourism effects.
It consists of aviation, hotel, pandemic, interest, and mobility sub-indexes.
It offers insight into the tourism industry’s recovery process and future outlook.
Some countries witnessed an L-shaped recovery while others show a U-shaped recovery.
Today’s organizations have to remain alert and adaptive to unforeseen events, such as external crises, which create increased uncertainty among their workforce and pose immediate threats to the organizations’ performance and viability. However, with the recent COVID-19 pandemic, organizations suddenly have to navigate the unprecedented and thereby find new solutions to challenges arising across many areas of their operations. In this article, we discusses some of these challenges, focusing on the implications COVID-19 has for human resource management (HRM) as organizations help their workforce cope with and adjust to their newly altered work environment. In addition, we propose several avenues for future research and advocate for an integrated research agenda for tackling the challenges discussed.
Tourism is one of the hardest-hit industries by the global pandemic of Novel Coronavirus (COVID-19). Small tourism enterprises have been heavily affected and have had difficulty in business recovery. This research is an early attempt to explore the direct impact of small hospitality enterprises' resilience on sustainable tourism development as well as indirect impact through performance. A pre-tested questionnaire survey was self-administered to owner-managers of small hospitality enterprises in Greater Cairo, Egypt. The results of structural equation modeling (SEM) using AMOS showed a positive, direct, and significant impact of resilience (planned and adaptive) on sustainable tourism development and indirect influence through performance. The results of the multi-group analysis showed that enterprise type has a significant effect on the results, where restaurant owner-managers expressed more resilience than their hotel counterparts. Several theoretical (for scholars) and practical implications for tourism policy-makers and owner-managers have been discussed and elaborated.
Our paper is among the first to measure the potential effects of the COVID-19 pandemic on the tourism industry. Using panel structural vector auto-regression (PSVAR) (Pedroni, 2013) on data from 1995 to 2019 in 185 countries and system dynamic modeling (real-time data parameters connected to COVID-19), we estimate the impact of the pandemic crisis on the tourism industry worldwide. Past pandemic crises operated mostly through idiosyncratic shocks' channels, exposing domestic tourism sectors to large adverse shocks. Once domestic shocks perished (zero infection cases), inbound arrivals revived immediately. The COVID-19 pandemic, however, is different; and recovery of the tourism industry worldwide will take more time than the average expected recovery period of 10 months. Private and public policy support must be coordinated to assure capacity building and operational sustainability of the travel tourism sector during 2020–2021. COVID-19 proves that pandemic outbreaks have a much larger destructive impact on the travel and tourism industry than previous studies indicate. Tourism managers must carefully assess the effects of epidemics on business and develop new risk management methods to deal with the crisis. Furthermore, during 2020–2021, private and public policy support must be coordinated to sustain pre-COVID-19 operational levels of the tourism and travel sector.
COVID-19 has caused an unprecedented crisis in all industries around the world. This study sought to verify that job insecurity, as perceived by deluxe hotel employees, significantly affects their job engagement and turnover intent and to determine the moderating effect of generational characteristics. The finding showed that perceptions of job insecurity had negative effects on the engagement of deluxe hotel employees. Also, employees' job engagement can decrease turnover intent. The engagement of employees fully mediated the relationship between perceptions of job insecurity and turnover intent, and job insecurity caused by COVID-19 had a greater influence on Generation Y than Generation X in reducing job engagement, indicating that the negative impact of job insecurity is higher in Generation Y.
Purpose
Given the increasing number of travel restrictions, the COVID-19 outbreak has dealt a crippling blow to the hotel industry, and the crisis management practices supporting the industry needs are changing as the pandemic continues. This study aims to compare how the hotel industry has responded to this crisis at the initial stage and the pandemic stage.
Design/methodology/approach
Data were collected from hotel managers in Macau in two occasions, namely, early February and early April 2020. Importance-usage-performance analysis was conducted to classify six categories of practices (pricing, marketing, maintenance, human resources, government assistance and epidemic prevention) into four executable crisis management strategies (priority, maintain, low priority and possible overkill) for each stage. Follow-up in-person interviews were conducted to validate the results of the study.
Findings
In the initial stage, priority strategies should be applied in all epidemic prevention, pricing and maintenance practices and in two governmental assistance and human resources practices. In the pandemic stage, all epidemic prevention practices remain at the priority quadrant, but two pricing practices are downgraded. Hotels tended to force labour into unpaid vacations (furlough) and postpone office and system maintenance. Governmental assistance should be at a low priority.
Originality/value
This study contributes to the knowledge of contingency planning for crisis management across crisis periods. It also demonstrates the processes of importance-usage-performance analysis for researchers to undertake further studies in tourism crisis management. Timely recommendations for governments and hotel industry stakeholders are provided to cope with this crisis.
The tourism industry was one of the world's greatest markets; until the world met a pandemic in the 21st century, COVID-19. This study aims to present the reactions of travelers during the pandemic trends outlined by adopting text mining techniques. Between December 30, 2019–March 15, 2020, approximately 75,000 comments are retrieved from the TripAdvisor forums, and 23,515 cases from the US, Europe, and Asia forums are employed for analyses.
The results reveal that the tourism sector is easily affected by global crises. It is almost the same day that travelers decide to cancel or delay their trips, with the spread of the news. More in-depth analyses uncovered several topics consisted of comments on benefiting from travel insurance and refund due to the travel cancellations. Travel insurance has become a hot topic, which may be a way of reanimating the industry by offering travel packages, including travel insurance services.
Elmozdulás a minőségi turizmus felé, A fenntarthatóság a turizmusban a koronavírus-járvány után. Polgári Szemle
- Árva László -Várhelyi Tamás
Árva László -Várhelyi Tamás (2020): Elmozdulás a minőségi turizmus felé, A fenntarthatóság a turizmusban a koronavírus-járvány után. Polgári Szemle, 16. 1-3. 94-114.
A munkaerő-kölcsönzés helyzete és kihívásai Magyarországon. Multidiszciplináris kihívások, sokszínű válaszok. Gazdálkodás-és Szervezéstudományi folyóirat
- Erdeiné Késmárki-Gally Szilvia
Erdeiné Késmárki-Gally Szilvia (2018): A munkaerő-kölcsönzés helyzete és kihívásai Magyarországon.
Multidiszciplináris kihívások, sokszínű válaszok. Gazdálkodás-és Szervezéstudományi folyóirat, 3. 4-23.
A turizmusban működő vállalkozások helyzete a koronavírus-járványt követő időszakban
- Mkik Gvi
MKIK GVI (2020): A turizmusban működő vállalkozások helyzete a koronavírus-járványt követő időszakban, Budapest.
A COVID-19 járvány hatása a turisták fogyasztói magatartásának változására
- Raffay Zoltán
Raffay Zoltán (2020): A COVID-19 járvány hatása a turisták fogyasztói magatartásának változására, Pécsi
Tudományegyetem Közgazdaságtudományi Kar, Marketing és Turizmus Intézet.