Akcije

Turističko poslovanje
kako citirati ovaj članak
podeli ovaj članak

Metrika

  • citati u SCIndeksu: 0
  • citati u CrossRef-u:0
  • citati u Google Scholaru:[]
  • posete u poslednjih 30 dana:9
  • preuzimanja u poslednjih 30 dana:9

Sadržaj

članak: 7 od 18  
Back povratak na rezultate
2015, br. 16, str. 43-52
Resource management: Hotel Zira human resource management department analysis
(naslov ne postoji na srpskom)
aHotel Mariot Belgrade
bInstitut za međunarodnu politiku i privredu, Beograd
Ključne reči: human resource; hotel Zira; management; strategies; leadership
Sažetak
(ne postoji na srpskom)
The world is changing at a fast pace in a number of different areas, economically, politically technologically and socially. All these facts have strong impact on how managers organize their work. Traditionally they focus on delivering efficiency through large bureaucracies which are hierarchical in nature, very much around process and stability. What this mitigates against perhaps it is innovation and flexibility. A demand is no longer predictable and service has to be equally flexible for demand that exists nowadays. The emergence of post bureaucratic organizations is about being leaner, flatter and being much more network-based. Within that network employees are being empowered to take responsibility for producing innovations themselves. In order to speed up the process it is critical to systematize the process of managing people in the back office. Human Resource Management strategies are being transformed by internal social networks and social human resource technologies to better collaborative, transition into social enterprises, and change the positioning of human resource departments from back office to front office activities. All of these subjects are applied and the case study of hotel Zira human resource department is explained and showed in detail with the specific questionnaire. One of the main challenges that human resource management is also facing is the talent management and the number one responsibility of leadership is how to manage talent, how to attract it, utilize and eventually retain it.
Reference
Brown, S.B.C. (2009) Generation Y in the workplace. Texas: George Bush School of Government and Public Service
Curtis, G.C.D. (2002) Business information systems: Analysis, design and practice. London: Pearson Education, 4th ed
Čerović, S. (2013) Human resource management in hospitality. Belgrade: Singidunum University
David, K., Hayes, J.D. (2009) Human resource management in the hospitality industry. Hoboken, New Jersey: John Wiley & Sons
Ng, E.C.Y.L. (2015) Impact of social media in service innovations: An empirical study on Australian hotel industry. IGI Global
Ulrich, D.J.A. (2009) Hr transformation: Building human resources from the outside in. The RBL Institute
Walton, J. (1999) Strategic human resource development. Harlow: Financial Times/Prentice Hall
 

O članku

jezik rada: engleski
vrsta rada: neklasifikovan
DOI: 10.5937/TurPos1516043P
objavljen u SCIndeksu: 05.01.2016.

Povezani članci