Understanding Personnel Selection in the Tourism Industry

This article discusses a special approach to personnel selection in the tourism industry using the SWARA and WASPAS methods. It emphasizes the necessary skills and competencies for managers in the tourism and hospitality industry.

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Tourism and Hospitality Industry
Name of the Student
Name of the University
Author Note

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Academic article – AN APPROACH TO PERSONNEL SELECTION IN THE TOURISM
INDUSTRY BASED ON THE SWARA AND THE WASPAS METHODS
Author - Urosevic, S., Karabasevic, D., Stanujkic, D. and Maksimovic, M.,
Journal – Economic Computation and Economic Cybernetics Studies and Research,
Date – 2017
Discussion topic - Understanding the internal environment is a necessary attribute of a modern
tourism and hospitality manager
The article proposes a special approach to the selection of personnel for the position of sales
manager specifically in the tourism industry using the WASPAS and SWARA methods. The
application of the approach and its efficiency has been shown in the numerical example in the
study. The article is based on the concept of tourism which of the most complex phenomenon
that occupies a serious place in the continual changes. At the same time as tourism has
developed, the personnel in this industry and their economic and social activity have also been
developed. In the recent years, the managerial skills and the characteristics are the key to the
individual differences as suggested in this paper. The study also introduces the concept of
competence. The authors of the article further suggest that the managers should possess the
necessary skills, knowledge and competencies which will help them to respond fast to a given
situation in their organization in tourism and hospitality industry. They must also know how to
make timely decisions in the given tasks. They have to become god problem solvers for
resolving any serious issue in the organization. Hence, it can be said that the article covers
almost all the competencies of collaborate and control quadrant out of the CVF model. ( Quinn,
et al., 2015).
Reference - Urosevic, S., Karabasevic, D., Stanujkic, D. and Maksimovic, M., 2017. AN
APPROACH TO PERSONNEL SELECTION IN THE TOURISM INDUSTRY BASED ON
THE SWARA AND THE WASPAS METHODS. Economic Computation & Economic
Cybernetics Studies & Research, 51(1).
 Quin et al. 2015, Becoming a Master Manager: a Competing Values Approach, 6th
edition, Wiley, United States of America
Industry - HYATT HOTELS CORPORATION
Publication - UNITED STATES SECURITIES AND EXCHANGE COMMISSION
Date - 2017
Discussion topic - Understanding the internal environment is a necessary attribute of a modern
tourism and hospitality manager

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The article portrays the annual report of Hyatt highlighting on the managerial personnel of the
hospitality organization. As per the report, H. Charles Floyd was appointed as the Executive
Vice President and the Global President of Operation in August. As a manager he has developed
the shared operation services of Hyatt as the GOC. He is responsible for Hyatt’s operating
successfully all over the world having ensured the operational efficiency and innovation. He has
further unified the operations of the company in the global context and at the same time looked
after the IT resources of the company. The different corporate functions of Hyatt has also been
well structured by Mr Floyd such as the human resource , the product and designs, the sales,
engineering and food & beverage. The roles and responsibilities of an operations’ manager have
been properly observed by the Mr H. Charles Floyd as an upper manager of Hyatt. Most
importantly, he has the ability to manage all the processes efficiently which makes the
organization profitable without any such hindrances. He also possesses the ability to ensure that
different processes are implemented hand in hand for resolving the issues. He properly
coordinates and communicates among the various services such as HR, Finance, IT and L & D.
The role of the personnel portrayed in this article matches with the quadrants of CVF framework
that is concerned with the creativity, performance monitoring, motivation maintenance and
coordination. The managers or the equivalent designated person should follow these managerial
skills to operate efficiently in the tourism and hospitality industry( Quinn, et al., 2015).
Reference- S2.q4cdn.com (2019). [online] S2.q4cdn.com. Available at:
https://s2.q4cdn.com/278413729/files/doc_financials/annual_2017/Q4-2017-Form-10-K.pdf
[Accessed 8 May 2019].
 Quin et al. 2015, Becoming a Master Manager: a Competing Values Approach, 6th
edition, Wiley, United States of America
Multimedia- Learn how to manage people and be a better leader
Link- https://www.ted.com/talks/dan_pink_on_motivation
Speaker- Dan Pink
Published- Ted Talk
Discussion topic - Understanding the internal environment is a necessary attribute of a modern
tourism and hospitality manager
In this video of TED Talk, Dan Pink decodes the puzzle of motivation which is a crucial part of
leading a successful team. The speaker reveals that the financial motivators hinder the creativity
in reality. He explains that if the role requires problem solving and creativity, the cash rewards
and bonuses can hurt the performance of the team. He suggests three powers to be given to the

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team such as autonomy, mastery and purpose. Regarding autonomy, the manager should allow
his people to become able to direct themselves of their own. They should be encouraged by the
manager to improve on their skills as it will keep them motivated. As far as purpose is
concerned, the dries of people in working must be recognized and put on special consideration.
It is important for fitting them into the bigger picture. He elaborates that when there is a need for
rudimentary cognitive skills, a larger reward even can lead to poorer performance. The updated
concepts on motivation can easily solve the problems in the hospitality and tourism industry
along with the other industries. It also relates to all the quadrants of the CVBF model. However,
it is more relevant to the theory of motivation in the managers ( Quinn, et al., 2015).
Reference - Pink, D. (2019). The puzzle of motivation. [online] Ted.com. Available at:
https://www.ted.com/talks/dan_pink_on_motivation [Accessed 8 May 2019].
 Quin et al. 2015, Becoming a Master Manager: a Competing Values Approach, 6th
edition, Wiley, United States of America
.
Other-
What CVF quadrant and competencies best help and guide managers in dealing with maintaining
motivation for themselves and others in their workplaces? What strategies could managers apply
personally to attain mastery in management?
As per my observations, there are different answers for the identification of the best quadrant
which the managers can concentrate on while thinking about the employee motivation. Ot is
because every employee is positioned at different stage such as “recruitment”. “ career
development” , “off-boarding” , “ employee recognition “ and others. Therefore, they need
various methods of motivation and inspiration from the managers. When a staff is committed to
the job, a manager can motivate him/her properly. Taken for example, the “on-boarding” stage
is the stage where the employees get trained on how they should proceed with their knowledge.
The managers in his stage should concentrate on stimulating their “task identity” and the “ task
significance” ( Michael and Robyn 2016). The second example can be given on the “ career
development “ stage where the manager and the employee share the same organizational goal,
more empowerment and more engagement. Hence, it can be concluded that the managers should
focus on the “ compete” and “ create” quadrant under the situational factors. The managers are
allowed from the” compete” drive to direct the staffs towards reaching the goal –oriented
purposes along with the accomplishments. The employees can be encouraged too in their
interpersonal development. As described in the theories of Quin et al.(2015), the employees can
address the “ belongingness” in the “ power needs” or the” autonomy”. The managers can
become self motivated through the “ create” quadrant and at the same time play a significant role
in the organization.

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Reference – Michael, T.L and Robyn, L. R 2016 , ‘ Understanding employee motivation and
organizational performance: Arguments for a set-theoretic approach’, Joural of Innovation and
Knowledge, Vol 1, Issue 3, pp. 162-169
 Quin et al. 2015, Becoming a Master Manager: a Competing Values Approach, 6th
edition, Wiley, United States of America