1. Human Resource in Destination Management Pertemuan 19-20 Matakuliah: G1174/Tourism Management and Planning Tahun: 2007

2. Bina Nusantara Topics Human Resource in Destination Management

3. Bina Nusantara Objectives 1. To identify the need of human power in managing a destination 2. To demonstrate the provision of human resource in a tourism destination

4. Bina Nusantara The important of human resource in tourism destination Human power is the most important aspect of management a destination for two reasons: – The attitude and abilities of staff will have a major impact on service delivery – Labor costs are likely to be the highest and largest single item in the revenue Human resource management concerns with planning, organizing, training, motivating and rewarding people.

5. Bina Nusantara Problems in HR management in a destination 1. High turnover of staff 2. Seasonality of demand 3. Poor job status 4. Lack of career structures 5. Unusually demanding jobs 6. A lack of management expertise 7. Lack of widely recognized qualification and training scheme

6. Bina Nusantara Human Resource Planning Predict demand Forecast internal supplyForecast external supply Assess trends in External labor markets Current employees Future organizational plans General economic trends Compare future demand and internal supply Plan for dealing with predict- ed shortfalls or overstaffing

7. Bina Nusantara The Human Resource System Retaining good staff Recruitment Process Handling problems Termination of employement

8. Bina Nusantara Recruitment Process Job design Job description Personnel specification Advertising Short listing Interview Selection

9. Bina Nusantara Example of Job Description Job Title: Tourism officer Job description and activities A tourism officer develops and promotes tourism in order to attract visitors and produce significant economic benefits for a particular region or site. Tourism officers often work for local authorities, but may also work within private companies or other public sector Tourism officers therefore usually work closely with the residents and businesses in a local community Typical work activities Tourism officers are usually involved with strategic planning and development. Their work involves liaising with the public and with local and public agencies, and also a great deal of behind-the-scenes preparation Entry Requirements – Open to all graduates and Diplomates – Personal qualities, skills and experience are often cited as more important than your degree subject. – Candidates will need to show evidence of the flexibility,resourcefulness, the ability to produce a quality product on a limited budget, excellent communication and interpersonal skills, creativity, an eye for design, IT skills, lively interest. – Stamina is required to work under pressure and cope with long hours and, on occasion, physically demanding work.

10. Bina Nusantara Retaining good staff It requires good systems, effective and sensitive human resource management. 1. Induction 2. Motivation: financial incentive and non-financial incentive 3. Monitoring and improving performance: Appraisal and staff development Training and education

11. Bina Nusantara Graphic Rating Scales for a Customer Service Officer Dimension: Punctuality This officer is always on time for work and promptly opens her or his window scheduled. Strongly disagree 1234 DisagreeAgreeStrongly agree Dimension: Congeniality This officer always greets his or her customers warmly and treats them with respect and dignity. Strongly disagree 1234 DisagreeAgreeStrongly agree Dimension: Accuracy This officer is always accurate in her or his work. Strongly disagree 1234 DisagreeAgreeStrongly agree Figure 14.3

12. Bina Nusantara The Training Process Assess training needs Who needs to be trained? What do they need to know? What do they already know? Plan training evaluation Did trainees like the training? Can they meet the training objectives? Do they perform better on the job? Develop training program Content Methods Duration Location Trainers Set training objectives Specific Measurable Conduct training Modify training program based on evaluation Evaluate training

13. Bina Nusantara Handling human resource problems Disciplinary actions Grievance system

14. Bina Nusantara Termination of employment Dismissal – result of some form of misconduct Redundancy – result of changing on operation, less employee needed Retirement Ill health New job

15. Bina Nusantara Stages of Group Development Slow evolution to next stage Slow evolution to next stage Burst of activity to next stage Forming Members get acquainted test interpersonal behaviors Storming Members develop group structure and patterns of interaction Performing Members enact roles, direct effort toward goal attainment and performance Norming Members share acceptance of roles, sense of unity

16. Bina Nusantara Constraint of human resource management InternalExternal 1. Budgets 2. The difficulties of predicting labor demand dues the problems of forecasting visitor numbers 3. Corporate culture and history 4. Existing staff resources 5. Established personnel procedures and practices 1. The state of labor markets 2. Employment law 3. Existing provision of training courses and educational qualification 4. Accepted ideas on what constitute good practice amongst the human resource management position

17. Bina Nusantara The important of good practice in human resources management Equal opportunities Objective recruitment procedures Good induction Effective staff development scheme Comprehensive and flexible training provision Motivational management Consistent and fair disciplinary and grievance procedure

18. Bina Nusantara Conclusion Human resource management is a complex activity that exist It is important to recognize the good human resource management not only improve the performance but also enhance quality of the product and improve its reputation in the minds of visitors.