Human capital in the tourism industry. Karamova A.S. Human resource management in the tourism industry. The role of human factors and the importance of human resource management in the tourism industry

Development of ideas about a person as a participant in the economic process (in accordance with the diagram):

Work force end of the 19th century – 1st half of the 20th century. Human– a bearer of abilities and qualities that can be productively used in the process of labor rationalization. The need to isolate and take into account the personal factor of production. HR management

Labor resources. from the 20th century (20s) – 60-70s Human– passive object of external management, planning and accounting unit

The need to measure indicators of the labor force reproduction process in conditions of relatively centralized control of their movement . Personnel Management

Labor potential. 50-60s XX century – present. Time. Human– an object characterized by its own needs and interests in the world of work. The need to optimize and effectively use opportunities associated with personal factors. Human Resource Management

Human factor. late 70-80s – present Time. Human– the main driving force, the main means of increasing production efficiency. The need to increase the impact of the personal factor. Human Capital Management

Human capital. 80s – present Time. Human– the object of the most effective investments and the subject that transforms them into a body of knowledge and skills for the purpose of their subsequent implementation. Recognition of the value of the person as the main element in the development of the organization and the productive nature of investments in the development of the person himself

Features of human capital (HC) in comparison with other types of capital:

1. The payback period for expenses in the human capital is > or ≈ the payback period for real capital;

2. The difficulty of obtaining the same results after training different employees;

3. The > salary of personnel, the more effective it is to invest in this personnel;

4. CHK is inseparable from a person directly;

5. The dual nature of human capital in the process of creating a product or service:

Personnel are subordinate to the interests of the employer (imposition of duties);

Dependence on the employer turns into an incentive to maintain (self-maintenance) the high consumer cost of labor;

6. Investments in HC, as a rule, are a system of long-term measures, which raises the problem of staff retention;

7. Investments in CHK provide an increase in profitability for its owner;

8. Investments in HC are the least liquid (they do not immediately turn into money);

9. HC depreciates over time; NTP (IT) → depreciation increases;

10. But the ability to structure, systematize knowledge, assess the situation and other basic approaches allow the employee to adapt quite quickly;

11. CHK cannot be accumulated in reserve;

12. The accumulation of HC is associated with a decrease in free time;

14. HC is fundamentally impossible to measure with the same accuracy as real capital, although with a developed labor market a more or less objective assessment is possible by determining the amount of wages for performing a certain type of work, regardless of the company where the work is performed.

The theory of human capital is relatively new (the first mention dates back to the 50-60s of the 20th century). It initially received the greatest development in the USA and was associated with an expanded interpretation of national wealth. The main developer (author) of this theory is T. Schultz. He tried to estimate all costs in the education process (starting from school). He emphasized that investing in a person increases not only the level of labor productivity, but also the economic value of his time.

According to Becker, human capital – a set of innate abilities and acquired knowledge, skills and motivations, the appropriate use of which helps to increase income (at the level of the employee, enterprise, society as a whole). Thus, human capital is considered here in a broad sense, and the formation of human capital itself involves investments in education, industrial training, healthcare costs, employment, migration, etc.

option proposed by E.J. Dolan, who proposes to determine human capital in the form of mental abilities acquired through formal training or practical experience.

Fisher's definition: " Human capital - a measure of a person’s embodied ability to generate income.” Thus, investment in human capital - these are any expenses aimed at improving the qualifications of an employee and his labor productivity: expenses on education (state and non-state), on health and safety, on ensuring labor mobility (state), on information support, on family support, etc. d.

Modern concept of human resource management - this is a system of attitudes, views and approaches that determine the management model, first of all, of the manager.

Problem number one - the issue of personnel formation, which includes searching, recruiting, selecting and inducting new employees. Today, personnel are formed on the basis of open and closed personnel policies.

Rice. 1. Conceptual model of personnel management

The hotel business is closely connected with traditions, therefore it is most effective to use a closed type of personnel policy, when super personnel are created from their own young employees, who are motivated, trained and promoted

Another problem is efficient use of potential. Professional organizational management is able to cause a so-called synergy reaction (resonance that allows you to get the maximum effect from collective work), which can be positive and negative

Another important element of personnel management is related to organizational behavior. In the hotel business, behavior is a professional activity; the entire business is built on it. The main task of managers of hotel enterprises is to shape consumer activity through the behavior of their own staff. Hospitality industry enterprises need to clearly define standards of professional conduct for staff. There are two known styles of professional behavior – cooperation and partnership. In the hotel industry, cooperation and partnership are manifested in the form of service behavior.

Career management is implemented in three ways. The first is internal career guidance. This is informing all personnel about possible vacant and promising positions. The next path is selection among those employees who have expressed a desire to study and retrain at the expense of personal time and funds. And the last way is to work with those whom we ourselves have included in the nomination reserve.

Business develops only if staff develops. Within three years, any enterprise (and the hotel industry is no exception) must completely retrain its staff. There are in-house and out-of-company retraining systems. In-house is the least expensive and allows you to quickly professionally adapt an employee. But the most productive type of retraining is off-the-job training within one organization.

The labor potential of an employee is a set of human qualities that determine the possibility and boundaries of his participation in labor activity.

The employee’s labor potential includes:

· psychophysiological potential- a person’s abilities and inclinations, his state of health, performance, endurance, type of nervous system, etc.;

· qualification potential- volume, depth and versatility of general and specialized knowledge, labor skills and abilities, which determine the employee’s ability to perform work of a certain content and complexity;

· personal potential- the level of civic consciousness and social maturity, the degree of assimilation by the employee of the norms of attitude towards work, value orientations, interests, needs and requests in the world of work, based on the hierarchy of human needs.

Structure of personal potential includes the following main elements:

· ability to cooperate, collective organization and interaction (communicative potential);

· creative abilities (creative potential);

· value-motivational properties (ideological, worldview and moral potential).

In practice, underutilization of labor potential (discrepancy between the potential capabilities of an employee and their implementation) is manifested:

· in the discrepancy between the needs of production and the professional structure of personnel, between the available and actually necessary level of qualifications of workers;

· in the irrational distribution of labor functions;

· in work outside of one’s specialty; in dissatisfaction with work, its organization and conditions;

· insufficiently developed sense of responsibility of the employee, etc.

The labor potential of an employee is his possible working capacity, resource capabilities in the field of labor.

The labor potential of an organization is the total labor capacity of its team.

Human resource management aims to ensure that organizations benefit from the abilities of their employees, provided that employees receive specific material and psychological benefits from their employment. Throughout the world, for one destination or another, the tourism industry includes a number of organizations of varying sizes and types of ownership: public, private and voluntary sector, which operate in different areas of the tourism offer (accommodation; entertainment; food and drink; intermediaries; transport) , but regardless of the nature or size of tourism activities, they all depend on the quality of their human resources, that is, their employees. To achieve competitive advantage in an increasingly competitive market, the success of an individual organization or assignment depends on the contribution and commitment of employees.

The increasing emphasis on effective employee relations and the importance of ensuring employee participation in the organization's activities and their commitment to organizational goals has led to the increasing use of the term "human resource management" (The term originated in the United States of America, where it was used interchangeably with human resource management. It are not just a “matter of semantics”, they are concepts adopted by organizations as a strategic response to an increasingly competitive environment, and with employees as a means of creating and maintaining competitive advantage in the global marketplace.

Thus, while personnel management deals with the administration and implementation of policies, human resource management takes on a more focused nature and strategic dimension than personnel management in terms of achieving organizational goals and maintaining costs by engaging strategic management techniques to harness human resources. resources. Human resource management is fundamentally a business-oriented focus on managing people to enable companies to achieve added value, ensure competitive advantage and focus on the long term.

Employees are the most important assets in a tourism organization and are key to the success of service companies due to their critical roles interacting with customers. Managing the client meeting process is one of the most challenging but important tasks for travel company managers, with serious implications for service quality.

While the industry offers well-qualified employees, such as graduates, with exciting and dynamic careers and international career opportunities, the tourism industry also requires a huge number of operational employees. Low barriers to entry and high employee turnover present a particular challenge for tourism managers.

The quality of services depends on the interaction with customers at the point of service provision. However, this interaction is potentially problematic and difficult to manage given the responsibility for delivering high quality services falls on employees. Therefore, employees must understand and be committed to service and understand the goals and importance of quality, as well as having the skills, knowledge, attitude, authority and access to information necessary to be able to provide high quality service tailored to the specific needs of the customer.

Establishing appropriate customer relationships by the host party is critical to delivering quality service. In labor-intensive service industries, important factors include not only staff capacity and knowledge, but also their ability to learn and adapt to change.

Characteristics of tourism employment. Although the development of the tourism industry creates employment opportunities, critics argue that employment in the tourism sector provides predominantly low-paid, low-skilled, degrading positions. Negative aspects of tourism:

attention to the physical demands of the job,
poor working conditions,
lack of job security,
low salary,
duration of working hours,
high labor turnover,
lack of proper staff training.

Many tourism students will be aware of seasonal employment opportunities in the tourism industry. In many cases, the psychological factor is the requirement to work without displaying emotions; the work cannot show a personal relationship with clients. Important emotional expression is inherent to the performance of the role, the manner in which emotions are expressed, often predescribed through the use of scripts such as “Have a nice day” and so on. The general customer service course for employees of tourism organizations often dictates the expected emotions of employees to reassure guests that they are enjoying their role, to convey positive emotions to visitors and to promote the corporate image.

Staff turnover in the tourism industry is generally perceived as inevitable and a natural process. However, staff turnover is a cost of tourism business and can create serious practical difficulties. Personnel turnover affects the quality of services and goods. It also incurs high recruitment and selection costs, as well as training costs, which can subsequently reduce profitability and affect organizational morale. Employee turnover can be a symptom of a poorly managed organization, leading to a bad image and a set of difficulties. High staff turnover also discourages investment in staff development and training.

Many employers are reluctant to invest in staff training unless it is required by law, and this is unlikely to recoup the benefits of staff development and training. Employers are faced with high labor turnover and skills shortages. In the long run, deskilling reduces demand. Ultimately, this impacts the visitor experience and the competitiveness of businesses.

Bibliography

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Balabanova A.O. On training personnel for the field of rural tourism//Agriculture, forestry and water management. -December 2013. -No. 12
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FacultyeconomyAndsocial management

Course work

By discipline:

Management in the socio-cultural sphere and tourism

on the topic: Styles and methods of managing service organization (using the example of the Yunost Hotel)

Completed:

student of group 4-6511/3-3

speciality:

socio-cultural service and tourism

Saint Petersburg

2009

Introduction

Chapter 1. The essence of personnel management

1.1 The role of human factors and the importance of human resource management in the tourism industry

1.2 Contents and objectives of personnel policy. Personnel management service. Structure and functions

1.3 Tasks of the HR manager. Personal characteristics of a manager

Chapter 2. Leadership Methods and Styles

2.1 Authoritarian style

2.2 Democratic style

2.3 Permissive (neutral) style

2.4 Liberal style

Chapter 3. Measures to improve the personnel management system at the Yunost Hotel

3.1 Assessing the effectiveness of personnel management at the Yunost Hotel

Conclusion

Bibliography

Application

Introduction

Russia's transition to a market economy introduced fundamental changes in industrial relations. The enterprise, as a participant in market relations, is required to increase production efficiency, competitiveness of products and services based on the introduction of scientific and technological progress and the maximum use of its resources, as well as on well-made management decisions.
The increased use of new technologies in the hospitality industry over the past decade has led to job losses, which in turn have led to the adoption of alternative work practices and an increase in creative and innovative approaches to human resource management.
Currently, scientists involved in management problems are paying more and more attention to attempts to link the problems of financial planning and commercial activities with the problems of personnel management, which includes the selection of workers, their training, retraining, relations between workers and with management, attitudes towards work, their reward.
Most companies in the hospitality industry do not pay enough attention to human resource management, considering personnel as a support component. People in a hotel enterprise are the most important asset and, therefore, human resource management plays the role of coordinator of these assets and is an impressive contribution to the spread and development of the hotel.
The theoretical foundations, methods and technologies of personnel management are discussed in the works of: N.I. Kabushkina, L.Yu. Lyapina, A.D. Chudnovsky, A.G. Porshnev and others.
The course work was carried out on the basis of materials from the Yunost Hotel: a report on industrial injuries for 2005-2006, cost estimates for personnel activities, costs for accident prevention, some data on the number of employees.
The purpose of the course work is: to show the importance of modern technologies and techniques in effective personnel management, assessing the effectiveness of personnel management at the Yunost Hotel and developing measures to improve the level of safety at the Yunost Hotel.
The object of the study is the Yunost Hotel of LLC PO Kirishinefteorgsintez.
The subject of the study is personnel management at the Yunost Hotel.
The course work sets the following objectives: to study the methods and styles of leadership, to study the content of personnel planning, the functions of the management service and the tasks of the HR manager, to study the organization of work with personnel in the hotel, to analyze the main areas of security at the Yunost Hotel, to develop measures to improve the level of security and labor protection of the Yunost hotel, to assess the effectiveness of personnel management in the Yunost hotel complex.
The course work consists of an introduction, three chapters, and a conclusion.
Chapter 1. The essence of personnel management
1.1 The role of the human factor and the importance of managementI am a staff member in the tourism industry

The tourism services market is developing more and more every year, finding an additional niche in the global services market. Modern travel is not just a trip, but a whole service complex.
The role of tourism services in the modern world is growing every day. An important feature of tourism products, which distinguishes them primarily from industrial goods, is the wide participation of people in the production process. Thus, the human factor has a strong influence on its heterogeneity and quality.
Personnel management is a type of activity for managing people, aimed at achieving the goals of the enterprise, taking into account the satisfaction of employees with their work.
To maintain the quality of service, many tourism enterprises are developing standards for mandatory tourist service rules, which are designed to guarantee an established level of quality for all operations performed.
The standard defines the criteria by which the level of customer service and personnel performance are assessed. Such criteria in hotels include the following: response time to a call about obtaining information or booking (15, 20, 30 seconds); time of registration at the accommodation service; appearance and availability of uniform; knowledge of a foreign language and others.
Currently, according to experts, for qualified work in the field of hotel and tourism services, in addition to technological training and knowledge in the field of hotel business, appropriate psychological preparation and knowledge of interpersonal communication issues are also required. Much depends on the chosen personnel management system and the personal qualities and experience of the manager.
The study showed that if a person (customer) was served well, he will tell five people about it. If a person has a negative experience, he will tell ten people about it. It is more difficult to spread positive experiences and a few negative moments can spoil a lot of positive ones.
All hotel staff must perform their work so that the client returns from his trip with a feeling of satisfaction. Their attitude, appearance, willingness to help and fulfill any request of the client forms the overall impression of the trip. The staff must serve the tourist so that he turns into a regular customer. The hotel's income directly depends on this - the more regular customers, the higher the profit. Research has shown that a 5% increase in repeat customers can increase profits by up to 125%.
The tourism industry is unique in that personnel are part of the tourism product, so the main efforts of tourism management should be aimed at managing personnel (human resources). Human resource management is much broader in content than simply resolving personnel problems.
It is focused on identifying future needs and developing the employee’s potential, as well as on each employee’s awareness of his own tasks, creating a favorable working climate that motivates staff to achieve their goals.
1.2 Contents and objectives of personnel policy. Management servicestaff. Structure and functions

The implementation of the goals and objectives of personnel management is carried out through personnel policy - this is the main direction in working with personnel, a set of fundamental principles that are implemented by the personnel service. Personnel policy is the basis for the formation of a personnel management strategy.
The purpose of personnel policy is to formulate goals in a timely manner in accordance with the enterprise development strategy, pose problems and tasks, find ways and organize the achievement of goals.
Since personnel policy is part of the enterprise development strategy, it is legitimate to raise the question of its choice. When choosing a personnel policy, factors inherent in the external and internal environment of the enterprise are taken into account, such as:
production requirements;
financial capabilities of the enterprise, determined or acceptable level of costs for personnel management;
quantitative and qualitative characteristics of existing personnel and the direction of their change in the future;
situation on the labor market;
demand for labor from competitors, prevailing wage levels;
labor legislation requirements.
The general requirements for personnel policy are as follows:
Personnel policy should be closely related to the enterprise development strategy. In this regard, it represents the staffing for the implementation of this strategy.
Personnel policy should be quite flexible. This means that it must be, on the one hand, stable, since stability is associated with certain expectations of employees; on the other hand, it must be dynamic, i.e. be adjusted in accordance with changes in enterprise tactics. Those aspects that are oriented toward taking into account the interests of personnel should be stable.
Since the formation of a qualified workforce is associated with costs for the enterprise, personnel policy must be economically justified, i.e. based on his real financial capabilities.
Personnel policy forms: requirements for the workforce at the stage of hiring, investment in personnel, stabilization of the team, the nature of the training of new personnel, retraining of personnel, movement of personnel within the enterprise.
Thus, personnel policy is aimed at creating a system of working with personnel that would be focused on obtaining not only economic, but also social effect.
The personnel service of an enterprise is a set of specialized structural units designed to manage personnel within the framework of the chosen personnel policy. The HR department should be the organizer and coordinator of all work with personnel in the hotel. It is designed to perform the function of monitoring the implementation of personnel policies, wages, medical care for personnel, the socio-psychological climate in the team, and the social protection of workers.
The HR service is a functional support division of the hotel. This is due to the fact that its employees participate in the creation of hotel services not directly, but indirectly. As a rule, personnel service employees act as advisers to managers when deciding questions about hiring and dismissal, appointment to a new position, referral to vocational training, salary increases, etc.
As the centralized management system weakened, fundamentally new tasks related to personnel management began to appear. Solving these problems requires completely different skills and abilities than those that were in the past for maintaining documentation, drawing up reports, organizing cultural events and storing work records. It is for this reason that today many HR workers cannot offer hotel management ways to effectively solve problems related to personnel management. Therefore, a new profession appeared - “personnel manager”, that is, personnel manager.
Personnel managers are a group of specialist managers whose main goal is to increase the production, creative output and activity of staff, the development and implementation of a hotel personnel development program.
A modern HR department in the hospitality industry is involved in four areas: employee relations, compensation, employee services, and information systems. However, this does not mean that the HR departments of all hotels adhere to all these areas.
Usually the number of employees in a department is proportional to the total number of hotel employees. In foreign companies, there is one HR employee for every two hundred employees. Based on the rule in the hotel business that there is one employee per hotel room, then in a hotel with 600 hotel rooms, the HR department should have three employees.
The activities of the HR service include solving the following issues:
selection and hiring of personnel;
training and retraining of personnel;
regulation of labor relations;
personnel planning;
wages and working conditions;
In hotels, these functions are divided between two or more employees. These may include personnel, training, hiring, labor relations, and payroll specialists.
In the hospitality industry, performance depends on the staff and the relationships between them. From an organizational point of view, creating an effective workforce depends on:
setting precise goals and objectives of the hotel;
developing an effective organizational structure;
personnel planning, with the help of which personnel selection and personnel policies are carried out.
The need for well-trained workers with experience in the tourism sector and the high level of labor turnover determine the relevance of effective workforce planning. In recent years, personnel planning has become as important in the process of enterprise management as the planning of other economic resources, and it should be considered as an integral part of strategic planning. Personnel planning, being associated with the overall development of the enterprise, must take into account changes in external factors, for example, demographic changes, changes in the level of education and the degree of competition, as well as government intervention in the economy and the level of technological development.
A more visible part of the human resource management function is personnel selection. Typically, recruitment is the process of a hotel acquiring professionals for its various services, based on the fact that recruitment includes the hotel's personnel needs, the selection of potential candidates and their selection from among the most suitable candidates.
The candidate selection process consists of several stages. The first of them is an analysis of the proposed work, which should describe the general requirements for the proposed work, its exact tasks and functional responsibilities, place and job restrictions in the structure of the enterprise.
A continuation of the process of describing the proposed work is the detailing of the characteristics and qualities required of workers to perform the relevant work, for example, external data, temperament and mobility, qualifications and skills, ability to perform similar work.
Next comes the selection process. There are different methods, which include tests, tests and questionnaires, group and individual exercises, interviews, etc. Each enterprise uses different methods at its own discretion, depending on its tasks, the nature of the vacant position and the number of candidates for this position.
The hospitality industry has a higher rate of employee turnover than other types of business. Turnover is high for the first few months after starting a job. In the hotel industry, for example, 45% of workers leave a new job three months after joining, and 15% after the first month. This process, often called an introduction crisis, is costly for the hotel and has an impact on morale, staff motivation and therefore customer satisfaction. American scientists Wood and Macaulay, after conducting a survey in six hotel and six restaurant companies, proposed a number of recommendations for eliminating staff turnover:
defining the nature of the organization
identifying reasons for leaving work
staff survey to determine employee expectations from work
developing effective recruitment, interviewing and career guidance procedures
development of effective socialization, training, career development programs
development of profit sharing schemes
creation of a program to provide child care and assistance services to older workers
maintaining competitive wages.
In the modern society of information technology, HR services of hospitality industry enterprises are required to store various types of data about employees and potential candidates with their further systematization and manipulation. Most hotels are equipped with computers and software for them, which allow you to systematically manage information about personnel. Most of this information often consists of various kinds of rules and regulations, programs for employee incentives, their dismissal, issues of family status and medical care.
Abroad, tourism companies consider it necessary to maintain staff who could devote part of their time to servicing employees; for this purpose, various kinds of events are held. Depending on the organization of the event (at the company level, at the regional or local level), it is carried out either by the HR service or by the public relations service. These activities are essentially educational and allow employees to get to know themselves better.
Each employee in many organizations in the hospitality industry, regardless of the level of the position held, receives a salary, the amount of which depends on the contribution of the employee. To remain competitive in obtaining the best employees, managers must value employees' work and compare their positions and compensation with similar positions in competing businesses. Companies are also introducing a system for assessing the achievements of each employee, which is a scale on which each employee is either sent for advanced training, or remains at his job, or is nominated for a promotion, or is dismissed from his position.
While maintaining the previous functions of personnel management services, the development of methods for stimulating participants in the labor process and a new approach to labor potential in the development of general principles and rules for working with personnel acquire special importance.
In this regard, the issue of coordinating the activities of all structures of the organization, implementing a unified personnel policy, and selecting managers capable of leading the most complex and responsible areas of work is particularly pressing.
1.3 Tasks of the HR manager. Lpersonal characteristics of the manager

Unlike other types of resources, human resources are characterized by the fact that the results of their use are probable. This means that it is often not possible to estimate in advance what exactly the return from each individual person will be. Such unpredictability of results is explained by the influence on a person of a huge number of different factors, among which the following can be distinguished:
social;
economic;
political;
psychological.
The success of personnel management is determined primarily by the professionalism of personnel managers, as well as by their personal qualities, including the ability to inspire the trust of those people with whom they work.
Features of personnel management in different fields of activity are manifested in solving various problems:
In the field of science:
personnel selection methods;
career planning;
incentive system;
forms of control;
labor productivity assessment;
efficient use of personnel.
In the field of production:
employee incentive tasks;
social adaptation and career guidance of the employee.
In the service sector:
the use of special working methods (motivation, psychological influence) when working with personnel.
The German scientist Hentze made a special contribution to the formation of personnel policy.
From his point of view, the range of tasks that are considered by personnel managers is determined primarily taking into account the functional division of labor in the field of personnel management.
From the perspective of the functional division of labor in the field of personnel management, there is a list of blocks, each of which is characterized by the implementation of a number of tasks assigned to the manager:
Determination of personnel needs:
planning for quality needs;
Quantitative demand planning.
Ensuring the organization is staffed:
collection and analysis of marketing information;
development or selection and use of tools to meet personnel needs;
recruitment, assessment and selection of personnel.
Use of personnel:
determining the content of work and assessing its effectiveness in the workplace;
career guidance (carrying out a policy of explaining and developing the employee’s understanding of what the organization expects from him and what kind of work is valued in it) and personnel adaptation;
ensuring safety and favorable working conditions;
organization of staff movements (dismissal, promotion, demotion.
Staff development:
organization of advanced training and personnel training;
career planning and development.
Work motivation and career development:
development of remuneration structure and benefits;
management of the content and process of motivation of work behavior;
Conflict Management.
Legal and information support for the management process:
legal regulation of labor relations;
accounting and statistics of data related to personnel management.
The manager is also responsible for assessing the performance of staff, determining remuneration for work results, organizing activities and monitoring their implementation, resolving conflict situations and developing compromise solutions.
Effective leadership presupposes the ability to see problems with others, to motivate them to achieve their goals, that is, to manage with people, and not to manage people. People want their leader not so much and not so much as a professional focused exclusively on the production process, but as a leader with a “human face” who has appropriate socio-psychological training. In his management activities, human orientation should be in the foreground, which is especially important for the hotel industry (belonging to the “person-to-person” system). Since both people and situations are constantly changing, a manager must be flexible enough to adapt to constant change. Understanding the situation and knowing how to manage human resources are essential components of effective leadership. All this indicates that management work is one of those types of human activity that require specific personal qualities that make a particular person professionally suitable for management activities.
Modern theory and practice of management in the hotel and restaurant industry has identified a number of requirements for a manager. These are: knowledge, certain personal qualities, adherence to ethical standards, skills and organizational abilities.
Manager knowledge. Since a manager achieves the results of his work by influencing other people, he needs, first of all, knowledge of social psychology, modern management approaches and knowledge of the characteristics of the profession.
Personal qualities - innovative thinking, determination and perseverance in achieving goals, initiative, the ability to fulfill obligations and promises, a high level of erudition, strength of character, fairness, tact, accuracy, ability to win over, a sense of humor and good health. A survey was conducted at the hotel among employees who were asked to mark the most important requirement for a manager. 38% of respondents believe that the personal qualities of a manager are the most important for working with personnel.
Ethical standards. The principle of a manager’s work should be compliance with business ethics, which includes the following rules:
profit maximization should not be achieved at the expense of environmental destruction;
in competition, you should use only “permissible” methods, that is, follow the rules of the market game;
fair distribution of benefits;
personal example of compliance with ethical standards at home and at work;
discipline and moral stability.
Manager skills and organizational abilities. By skillfully using information, time and people, the manager ensures high results, constantly increasing the competitiveness of the organization. The effectiveness of management can be influenced by:
1. the ability to determine the temperament and character of subordinates;
2. ability to manage oneself;
3. the ability to select and evaluate efficient personnel;
4. the ability to see and provide prospects for the development of one’s team;
5. ingenuity and initiative;
6. the ability to influence others, to charge them with energy.
If there is a discrepancy between the manager’s qualities and any of the above requirements, then they speak of a certain limitation (deficiency) of the manager’s capabilities.
Having identified such limitations, you can focus on those factors that prevent the full realization of all the personal qualities of a manager. The following potential limitations in the activities of a manager are identified.
1. Inability to manage oneself. Those leaders who do not know how to properly “discharge”, deal with conflicts and stress, and effectively use their time, energy and skills are not able to effectively manage other people.
2. Blurred personal values. If personal values are not clear to yourself and others, they will be perceived in a distorted form. As a result, the effectiveness of making and implementing management decisions will decrease.
3. Unclear personal goals. A manager who is unable to define his goals cannot achieve success in management activities.
4. Stunted personal development. It is important for a manager to receive recognition, and for this you need to constantly improve your overall development. The ability for self-development is characterized not only by constant study, but by the ability to put the acquired knowledge into practice. Leaders who do not develop their abilities have no future.
5. Inability to solve problems (make decisions). Problem solving is never easy, but relevant skills can be developed. A manager suffering from such a limitation as a lack of problem-solving skills constantly allows himself to leave unresolved issues for tomorrow. As a result, a large range of problems accumulate that the manager is no longer able to solve.
6. Lack of creativity in work. A creative person is prepared to work in conditions of uncertainty. Managers who use a situational approach in their work are able to play many roles and timely adjust their actions depending on the current situation. To achieve the strategic goals of the organization, they can break with traditions, use innovative ideas, and take justifiable risks. A leader who is unwilling to experiment, take risks, or remain creative in his or her work is unable to lead effectively.
7. Inability to influence people. The personal factor plays a key role in matters of influence. Many people are impressed by authority, demeanor, non-verbal forms of influence (gestures, appearance, etc.).
8. Lack of understanding of the specifics of managerial work. A manager must achieve results not through personal work, but through the work of others. Until managers concentrate their efforts on management, there will be no good results.
9. Low organizational skills (inability to lead). We are talking about the manager’s ability to organize the labor process. The arrhythmia of the labor process and the ineffectiveness of the applied work methods lead to the fact that people feel uncertain about the future, do not receive satisfaction from their work activities and, accordingly, work below their capabilities.
10. Inability to teach. Every leader must take care of improving the competence of those he manages. A good leader also acts as a teacher. Advanced training, no matter in what form it is carried out, is the most important element of management activity.
11. Inability to form a team
Thus, a market economy requires a manager to:
ability to manage oneself;
reasonable personal values;
clear personal values;
constant personal growth (development);
problem solving skills;
ingenuity and ability to innovate;
ability to influence others;
ability to train subordinates;
ability to form and develop a workforce.
Chapter 2.Leadership methods and styles

Personnel management is carried out using various methods of influencing employees.
When solving a particular problem, various methods provide a system of rules, techniques and approaches that reduce the expenditure of time and other resources on setting and implementing goals.
In the practice of hotel personnel management, various methods and their combinations are simultaneously used. All management methods complement each other, because their focus is the same - on people. The following management methods are distinguished: economic, organizational - administrative, social - psychological.
Economic management methods . Management relations are determined primarily by economic relations and the underlying objective needs and interests of people. Therefore, economic methods in management are given a central place. The main point of work in this direction comes down to putting management and work collectives in conditions under which they could fully take into account the economic consequences of their management activities, etc............. ....

Full text of the dissertation abstract on the topic "Human capital management in the hospitality industry"

As a manuscript

Muzychenko Nadezhda Pavlovna

HUMAN CAPITAL MANAGEMENT IN THE HOSPITALITY INDUSTRY (SOCIOLOGICAL ANALYSIS ON THE EXAMPLE OF KHABAROVSK)

Khabarovsk - 2008

The work was carried out at the State Educational Institution of Higher Professional Education "Pacific State University".

Scientific supervisor Doctor of Political Sciences,

Professor Yarulin Ildus Faizrakhmanovich

Official opponents: Doctor of Economic Sciences,

Professor Tretyakov Mikhail Mikhailovich

Candidate of Sociological Sciences. Peshkova Oksana Valerievna

Leading organization Vladivostok State

University of Economics and Service

The defense will take place on February 19, 2009 at 14.00 at a meeting of the dissertation council DM 212.294.04 at the Pacific State University at the address: 680035, Khabarovsk, st. Pacific, 136, room. 315l.

The dissertation can be viewed in the Pacific State University Library.

Scientific secretary of the dissertation council

GENERAL DESCRIPTION OF WORK

Relevance of the research topic. Considering the ways of development of the hospitality industry, it should be noted that the problems of intensification of this industry are primarily related to the availability, quality and reproduction of human capital. Compared to other countries in which the service sector has become one of the profitable industries, the Russian hospitality industry is currently in its infancy, and its development is characterized by the increasing role of the human factor. The main condition for the successful development of hospitality industry enterprises is human capital. Therefore, in modern conditions, the task is to preserve, reveal, use the creative potential of a person, direct it to creation and growth.

That is why, firstly, there is a need to generalize various scientific developments in the sociology of management, that is, to study social mechanisms and methods of managerial influence on groups and organizations, on the consciousness and behavior of people in the process of their work at enterprises. And the consideration of subject-object relations in the process of management, training and education of personnel has the most important sociological perspectives in these studies.

Secondly, the study of new phenomena in the development of the domestic hotel industry and hospitality is one of the promising areas for improving the social base of the Russian Federation.

Thirdly, the importance of the study is due to the importance of analyzing the degree of influence of the education system on the formation and development of human capital in the field of hospitality. Increasing efficiency and creating favorable conditions for the development of the hotel business is possible only if there is a well-established system of continuous education and improvement of the practical skills of all specialists, i.e., high-quality training of human capital.

Thus, given that in our country for decades the attitude towards human capital in the service sector has been clearly insufficient, changing this situation has become an urgent need. Therefore, as a direction of comprehensive sociological analysis, the problem of the functioning and development of human capital is an urgent subject of scientific research.

The degree of scientific development of the problem. The scientific actualization of the problems of human capital, the study of human productive abilities and their role in social production has deep traditions in world science. An example is the work of A. Marshall, W. Petga, A. Smith and others.

It was A. Marshall who focused attention on the problem of the educational services market in connection with investing in human capital. He is the author of the statement that “the most valuable capital is the one that is invested

into human beings." Since that time, the focus of attention of scientists has focused on the problems of creating a qualitatively new workforce, based on the theory of human capital, while previously the main emphasis was only on the use of labor. This theory was formed and developed in the scientific works of Nobel Prize laureates T. Schultz, G. Becker, B. Weisbord, D. Mintzer and others.

In the domestic scientific literature, the problem of human capital has not been given serious attention for a long time. Only in the 70-80s. last century, separate studies began to appear devoted to the consideration of certain aspects of the Western theory of human capital. The category of such studies includes the works of such authors as V. S. Goylo,

A. V. Dainovsky, R. I. Kapelyushnikov, V. P. Korchagin, V. V. Klochkov,

V. I. Martsinkevich, S. A. Dyatlov, A. I. Dobrynin, V. L. Inozemtsev.

The Russian scientific school has substantiated the approach to human capital as a form of ensuring life on the planet, and considers its accumulation as the goal of social development, education as filling the content of human capital during the period of its reproduction.

However, theoretical studies of the hospitality industry itself and the hotel industry in Russia have practically not been carried out. A scientific school on these issues only began to emerge in the 90s. last century. E. A. Dzhandzhugazova2, N. I. Kabushkin, E. A. Balashova, M. A. Nesteruk, V. S. Yankevich and many others deeply study the problems of the hotel industry. They are also the authors of scientific works, textbooks and teaching aids that form the basis of the education system in the field of hospitality and hotel management.

Considering that the conceptual developments of Russian scientists did not directly study the issues of human capital management in the hospitality industry, the dissertation author carried out an analysis and proposed ways to solve this problem based on materials from a sociological study conducted on the basis of hotel enterprises in the city of Khabarovsk.

The object of the study is the hotel industry of the Khabarovsk Territory as a basic element of the hospitality industry and its impact on the socio-economic development of the industry on the scale of individual territories.

The subject of the study is management relations in the hospitality industry, the activities of hospitality industry enterprises in creating an effective human capital management system, as well as a set of management decisions adopted at the federal level for the development of the domestic hotel industry in the field of social and cultural service and hospitality as one of the promising areas of improvement social base of the Russian Federation.

1 Marsham A. Principles of economic science / A. Marshall. - M.: Progress, 1993. - P. 270.

2 Dzhandzhugazova E. A. Hospitality: issues of theory and practice // LIRU/eaotozkua.sh 4

The purpose and objectives of the dissertation research are to study the process of forming effective human capital management of hospitality industry enterprises by conducting a sociological analysis of the quality of its elements and identifying social problems that most strongly influence the development of the industry. In accordance with the stated goal, the following tasks were solved in the study:

To develop a model of a professional profile and a standard adaptation program for receptionists of hotel enterprises;

The theoretical and methodological basis of the dissertation research was the works of Russian and foreign scientists in the field of theory and practice of human capital management. Statistical and normative materials, as well as survey data obtained during work on the dissertation, were used as an empirical basis. When performing the work, the main provisions of the methods of system analysis and synthesis, statistical analysis, as well as empirical and theoretical generalization were used. The leading approach in the study is the structural-functional approach.

In the structural-functional approach and for the first time in the works of T. Parsons, three levels of management of social systems were identified:

1) technical, where the elements of the system directly interact with one another;

2) managerial, regulating the exchange process that occurs at the first level;

3) institutional, where issues of general order and management are resolved.

It is important to consider that T. Parsons was one of the few researchers who recognized the economic and social nature of services. Parsons' methodological approach involves considering the specifics of a service through the prism of the category of social action, which implies participation

nick-actors, a standardized system of social relations between them, a system of action, i.e., motivated human behavior1.

Sociological surveys conducted by the dissertation candidate at hotel industry enterprises in Khabarovsk (n = 1,100 respondents in 10 hotels);

Research materials and comparative assessments of indicators obtained during a number of surveys on the territory of the Russian Federation and other states;

Statistical materials of the Federal State Statistics Service.

Scientific novelty lies in the scientific substantiation and practical formation of an effective human resource management system in the hospitality industry and the development of methodological recommendations and proposals for improving its development. The most significant results obtained by the dissertation author are as follows:

A sociological interpretation of the concept of “hotel service” is given as a direct result of specific work activity aimed at satisfying the vital daily needs of a person, ensuring his normal functioning, improving everyday life and quality of life. As a direct result of labor, a hotel service acts as a useful social and economic effect, mediated by an intangible (immaterial) form;

The contradictions in the process of formation and formation of the hotel services market, caused by the underdevelopment of the market infrastructure during the period of transformation of the socio-economic system of Russia, have been identified, which objectively implies the need to form an effective mechanism for institutional regulation of the hotel services market;

Based on scientific theories and analysis, the importance of human capital for the hospitality industry has been determined and the need for changes in attitudes towards its formation and use has been established;

The adaptation and motivation of human capital and their dependence on objective socio-economic processes occurring in the hospitality industry have been studied;

The main social problems of human capital in the hospitality industry are identified and their relationship with the quality of service provision is shown;

Proposals have been developed to improve work with human capital at hotel enterprises.

The theoretical and practical significance of the study lies in substantiating the need to change attitudes towards human capital in the hospitality industry, in the possibility of using

1 Parsons T. On the structure of social action. - M., 2000. - P. 403-406.

new provisions and conclusions of the study to solve a complex of theoretical and practical problems of creating an effective human resource management system in the hospitality industry. The developed theoretical and methodological approaches and proposals of the dissertation candidate can be used:

In the activities of hotel enterprises in order to improve the quality of service and services provided, as well as increase the occupancy of hotel rooms and improve the economic performance of organizations in the hotel industry.

Main provisions submitted for defense:

1. A person in the workplace can be considered as a labor force and can be considered as the most important category of management sociology - human capital. Human capital is a certain stock of health, knowledge, skills, abilities, motivations formed as a result of investments and accumulated by a specific person, which are expediently used in one or another sphere of social reproduction. Human capital is the most important component of the hospitality industry.

2. Social problems in the hospitality industry are associated with underestimating or ignoring the influence of human capital on the final results of the enterprise, which leads, if not to a decrease in its growth rate, then to a significant slowdown in this process. Increasing the efficiency of enterprises in the hospitality industry directly depends on changing attitudes towards human capital.

3. Theories of human capital make it possible to identify its main elements that directly affect the labor potential of an employee, and modern approaches to the formation of human capital contribute to its development and improvement, which ultimately improves the quality of hotel services provided.

4. Effective management decisions for managing the hotel services sector must be based on sources of reliable information that allow us to study the situation, analyze trends, identify dominant factors and predict potential development. Today, the core of information support for management decisions is government statistics, but it is focused mainly on pro-

industrial industry. For management bodies in the hotel industry, such information is of little use due to its generalized nature and requires additional (sociological) research. Organization of empirical observation, obtaining reliable and objective information on the state and changes in the market conditions of hotel services, as well as on the standard of living of the population and citizen satisfaction with the quality of service of various types of services is one of the main tasks facing government bodies.

Practical significance. Based on the materials that served as the source of the dissertation research, the dissertation author developed a working program for training students of the international faculty of the Pacific State University of all forms of study in the specialty 100103.65 “Socio-cultural service and tourism” and since 2003, full-time and part-time students have been trained in the discipline “ Hotels and hotel management." The importance of studying this discipline is evidenced by the act on the implementation of research results in the educational process in the training of specialists in the field of socio-cultural services and tourism, as well as the act on the implementation of research results in the work of the Tourism Department of the Ministry of Economic Development and External Relations of the Government of the Khabarovsk Territory.

Approbation. The main content of the work is reflected in 16 publications with a total volume of 5.88 printed sheets, as well as in the dissertation’s reports at eight international and regional scientific and practical conferences: “The social aspect of management of the hospitality industry” (Odessa, 2006), “Quality of service as a social problem in hospitality industry" (Odessa, 2006), "The social aspect of managing the hospitality industry" (Khabarovsk, 2006), "The role of human capital in increasing the efficiency of enterprises" (Odessa, 2007), "Problems of education in the reproduction of human capital in the hospitality industry" ( St. Petersburg, 2007), “On the problems of development of the hospitality industry” (Odessa, 2008), “Continuing education as the basis for the formation of human capital in the hospitality industry” (Khabarovsk, 2008), “The place of human capital in the hospitality industry” (Birobidzhan, 2008 ).

Structure and scope of work. The dissertation consists of an introduction, two chapters, including six paragraphs, a conclusion, a list of references containing 111 sources and 19 appendices.

The introduction substantiates the relevance of the chosen topic, formulates the goals and objectives of the research, shows the degree of scientific development of the problem, defines the object and subject of the work, provides a description of the methodological basis of the study and characteristics of its novelty, and indicates practical 8

tical significance, the main provisions submitted for defense are formulated.

The first chapter, “Human capital as a category of management sociology,” consists of three paragraphs and is devoted to the analysis of the main theoretical and methodological approaches to the formation of human capital. The theoretical and conceptual foundations of modern approaches to the study of human capital are considered, and characteristics of concepts and categories are given.

The first paragraph, “Social aspects of the theory of human capital,” examines the subjective and objective prerequisites for the formation of the theory of human capital, reviews the evolution of scientific views on the problem of studying human productive forces and the methodological development of the category “human capital” in theory.

In socio-economic theory, human capital is understood as a set of innate abilities and acquired knowledge, skills and motivations; it is human because it is an integral part of a person. In the scientific literature there are many different interpretations of the definition of “human capital”. In this case, the main category of analysis was a person’s ability to provide a labor service and the socio-economic forms of its functioning, but the qualitative characteristics of a person were not subject to social assessment. The modern theory of human capital addresses the issue of the contribution of education and qualifications to economic growth and its social impact.

Modern human capital, according to S. A. Dyatlov1, “is a certain stock of knowledge, skills, abilities, formed as a result of investments and accumulated by a person, which are expediently used in one or another sphere of social production, contribute to the growth of labor productivity and production and thereby influence on the growth of income (earnings) of a given person.” This definition of human capital is, in the dissertation author’s opinion, the most complete and includes most of the features of this category compared to previously existing ones.

However, it should be noted that this is not just a body of knowledge and abilities that a person possesses, but a social value, which acts as the most important category of management sociology, characterizing the subjectivity and objectivity of human existence, which is of exceptionally high importance in the study of social processes and changes. Therefore, based on various approaches and theoretical formulations, it is possible to give a sociological definition of human capital in the most general form. Human capital is a synthesis of a person’s educational, intellectual, physical, social culture, constantly replenished and reproduced, providing him with access to a certain social status in due course.

1 Dyatlov S.A. Human capital of Russia: problems of effective use in a transition economy. - St. Petersburg, 1995. - P. 53.

social hierarchy and corresponding income. This definition reveals the most common essential elements of the social values of human capital:

1) abilities, talents, skills that are an integral part of a person;

2) stocks of knowledge, abilities, skills acquired during life and work, which must be used in the field of public activity;

3) perception and reflection in the public consciousness, which determine the priority and significance of a social subject in society, which provides him with social status and leads to further investment in human capital;

4) a motivator of social activity, highly valued by society, which is a necessary element for the process of reproduction (formation, accumulation, use) of human capital to be fully completed.

The second paragraph, “Modern approaches to the formation of human capital,” presents and analyzes the main stages in the development of modern approaches to the formation of human capital, methods of managerial influence on social groups and organizations, and the behavior of people in the process of their work at enterprises in the hospitality industry.

At the turn of the 90s. XX century an active process of formation of the so-called new social economy began, i.e. based on knowledge. The concept of a “knowledge-based economy” or intellectual economy, which has become widespread in recent years in world literature, reflects the recognition that scientific knowledge and specialized unique skills of its bearers are becoming the main source and key factor in the development of tangible and intangible production, ensuring sustainable development. It is no coincidence that in modern science “there is a maturing understanding that society is facing a new change, which represents the formation of a new social structure”1. Its distinctive feature is the accelerated development of the intangible sphere and the intangible environment of economic activity. Knowledge, and not capital or means of production, becomes the main resource that ultimately determines the competitiveness of any organization.

Thus, from the above it follows that the modern theory of human capital serves as a conceptual basis for developing a strategy for social development and the use of human resources in the modern socio-economic system. It serves as the basis for developing the most effective policies in the field of education, using accumulated knowledge and experience, mastering advanced technologies and improving social

1 Inozemtsev V.L. The theory of post-industrial society as a methodological paradigm of Russian social science // Questions of Philosophy. - 1997. - No. 10. - P. 11-12. 10

work culture. “The human capital of an individual as an asset is the property not of the organization, but of the employee himself, but the totality of workers who work in the organization can well be considered as its human capital. Its scale depends on a complex of factors: the abilities of employees, their work and life experience, level of education and qualifications, health, motivation (for the work itself, advanced training), costs that the company incurs for training and education of personnel, personnel selection, etc. d. The accumulated potential of intra-company traditions and corporate culture, being a unique asset of the company, is essentially one of the components of its human capital and contributes to increasing the competitiveness of the organization.”1

In the third paragraph, “Sociological analysis of human capital in the hospitality industry (using the example of Khabarovsk),” an analysis of the results of sociological surveys conducted during the study was carried out, as well as state statistics data on the state and development of the hospitality industry in Khabarovsk and the Khabarovsk Territory were analyzed.

Today, the hospitality industry is one of the promising areas in the development of the Khabarovsk Territory. The government is tracking the dynamics in the development of the tourism industry and, given the interest shown in the region by foreign and Russian tourists, hopes that the tourism and hospitality industry will become one of the leading industries in the region. Over the past five years, the region has seen positive growth in domestic tourism. For example, in 2007, the production of goods and services by hotels and restaurants increased compared to 2006 in Yakutia by 16.5%, in Primorye by 26.5%, in the Khabarovsk Territory by 14.3%, in Kamchatka and Sakhalin by 17.9 and 18.1%, respectively2. The growing popularity of domestic holidays is the result of the development of domestic tourism infrastructure, increasing purchasing power of the population in the regions, as well as political and economic stabilization in the region.

According to the Federal State Statistics Service, at the end of 2006, the total number of collective accommodation facilities in the Khabarovsk Territory totaled 114 units. Hotel-type organizations are represented by 67 hotels, 15 hostels for visitors, 2 boarding houses and 4 other hotel-type organizations. Khabarovsk is the capital of the Far East. There are 39 hotels here, 15 of which received 64.6% of the region’s total tourist flow, including 96.5% of foreign citizens.

1 Razumov A., V. Dryamov. The quality of the workforce in the system of national priorities // Man and Labor. - 2006. - No. 11 - P. 11-18.

2 Main indicators of the socio-economic situation of the regions of the Far Eastern Federal District in 2007: Statistical Bulletin / Territorial body of the Federal State Statistics Service for the Khabarovsk Territory. - Khabarovsk, 2007.

In Khabarovsk, hotels with a service life of more than 10 years predominate; 10% are hotels with a service life of over 50 years. Based on the capacity of hotels, the region can be divided into the following groups: small (10-100 beds) - 80%, medium (100-500 beds) - 17%, large (more than 500 beds) - 3%.

An analysis of hotels in Khabarovsk revealed that the smallest share, about 13%, is made up of large hotels with a staff of more than 40 people, the remaining 87% is accounted for by medium and small hotels with a staff of 10 to 30 people. In large hotels in Khabarovsk, a survey of guests was conducted in order to identify client preferences and attitudes towards the service provided.

In total, the dissertation candidate conducted more than 20 sociological surveys in 10 hotels in the city on various social issues.

A sociological survey of guests of the Khabarovsk hotels “Zarya”, “Tourist”, “Ali”, “Intourist”, “Parus”, “Amur”, “Versailles” and others revealed the main demotivating factors with which they are dissatisfied:

Poor condition of the material and technical base (including the need for repairs and re-equipment of the hotel) - 45%;

Insufficient professionalism of hotel workers (poor level of service) - 35%;

Disadvantages in catering - 12%;

Hotel pricing policy (no discounts) - 29%;

Incomplete service (including incomplete information of the client by the hotel staff about the services provided in it) - 37%;

Disadvantages in the quality of services provided - 27%.

In the question of assessing the work of the Intourist hotel enterprise during the survey, which was conducted in two stages with a maximum number of respondents (200 people at each stage), it should be noted that the areas being assessed where the human factor was involved received the lowest rating. We are talking about the main indicators that affect the full operation of the entire hotel enterprise and the guest service system:

Speed of response to a problem - 3.6 points;

Quality of service - 3.5 points;

Technical equipment - 3.1 points.

This indicates an underestimation of the role of human capital in one of the most popular and comfortable hotels in the regional center (Fig. 1). In other hotels in Khabarovsk, as can be seen from surveys, the situation is similar. According to the dissertation author, organizational and practical actions to solve the main problems of developing the hospitality industry and improving the quality of service as a form of meeting social needs should be:

Formation of a new effective system for working with personnel at hotel service enterprises in order to create more efficient and high-quality service and provision of services;

Formation of a human development index, i.e. human capital (development of increased responsibility among service personnel, advanced training, manifestation of high professionalism);

Introduction of a system for assessing the work of hotel staff as a reserve for increasing their ability to work;

Creation of an effective quality incentive system. Ensuring effective motivation of employees in all areas according to their needs;

Improvement and arrangement of hotel rooms. Equipping with technical equipment, its timely prevention.

Rice. 1. Evaluation of the components of the work of the Intourist Hotel (on a five-point scale)

Personnel must be assessed as resources of the organization, obtained in competition, which need to be rationally managed, conditions for their development must be created, and funds must be invested in them in order to achieve strategic goals. Coordinating the efforts of employees requires meaningful communication between them, an individual approach in management, taking into account the abilities and capabilities of each, encouraging entrepreneurship, interest, support, and creating favorable working conditions. The survey showed that the main problem in the hospitality industry is dissatisfaction with the work of the majority of staff in almost all departments of hotel enterprises.

And food quality

■ hotel interior

□ quality of hotel rooms

■ quality of rigging

and providing information

■ variety of services

□ speed of response to problems; speed of service

Any organization striving for certain goals is engaged in motivating its staff to solve problems that are not only social, but also corporate, as well as individual in nature. Motivation is the motivation of an employee to work through a positive impact on his inherent motives for work. Before building a motivation system, it makes sense to first eliminate the demotivating factors present in any enterprise in the hospitality industry (Fig. 2). The main demotivating factors are:

Dissatisfaction with working conditions;

Unfair assessment of work;

Relationships with management;

Lack of educational activities.

and low wages

■ lack of career growth

and relationships with management

c unfair performance evaluation

■ lack of educational activities

and dissatisfaction with working conditions

■ others

Rice. 2. Demotivating factors in the work of the staff of the Amur Hotel

At the same time, demotivating factors lead to aggravation of contradictions and cause the emergence of conflict situations (Fig. 3). To avoid this, one should perceive human capital management as a methodology for working with people, which is a set of fundamental principles, the successful application of which in Russian sociocultural conditions requires a thoughtful approach and a thorough analysis of the situation. In human capital management, people should be considered as an effective workforce only when all their abilities are in demand and all work-related needs are satisfied. That is, consider management as a system, and the process itself - from the perspective of four functions:

Personnel selection;

Personnel evaluations;

Employee incentives;

Development of employee potential.

Bad mood of clients

■Bad mood of staff

hotels □This is how the circumstances developed

□Misunderstanding of each other

Causes of conflicts

Rice. 3. Causes of conflicts at the Voskhod Hotel

The second chapter, “Managing Human Capital in the Hospitality Industry,” consists of three paragraphs that analyze the relationship between human capital and the quality of services provided in the modern hotel business, the role of human capital in the development of the hospitality industry and improving the level of education, and substantiates the need for adaptation and motivation of human capital in regional hotel industry management system.

In the first paragraph, “The relationship between human capital and service quality in the modern hotel business,” the analysis proved that success in the hotel business can be achieved if the management of a hotel enterprise has as its main goal the achievement of the highest level of service quality and it is transformed into quality management. The dissertation author offers a professional profile of a hotel employee in the position of “accommodation and settlement receptionist,” which is necessary for hotel managers to work with staff efficiently. The advantages of the proposed system of requirements for an employee in this position can be briefly formulated as follows: a balanced system of employee performance indicators is a tool that allows managers to link the strategy of a hotel enterprise in the field of human resource management. The proposed system makes it possible to make completely objective decisions in the field of accumulation and distribution of human capital.

The second paragraph, “The role of human capital in the development of the hospitality industry and improving the level of education,” examines human capital as the main tool of competition in the 21st century. Increasing its level is impossible without constant investment in employee education and improvement of professional and qualification training. Vla-

The introduction of new management methods and technologies is becoming the main factor determining the success of a hotel enterprise in the market. At the current pace of development of the hotel business in Russia, companies whose employees have only superficial knowledge are unlikely to withstand competition. Today, many higher educational institutions in the Russian Federation are focused on producing specialists for this developing industry. There is no doubt that a high level of teaching and deep specialization should ensure high competitiveness in the market of educational services. However, education does not yet satisfy the industry's need for competent workers. The problem can be solved only by combining the efforts of the vocational education system, government tourism authorities and hotels. In this regard, in the context of the development of the information society, there is a need to take a fresh look at the entire system of professional training, taking into account that this system is a complex multifunctional complex that combines the traditions and experience of the national Russian education system and the specific features of the functioning of the hotel industry. Therefore, today there is an urgent need to reconsider the approach to improving the qualifications of hotel staff, and at the same time to training specialists for the hospitality sector in educational institutions. The new concept should be based on teaching humanitarian technologies: ways to regulate emotional states, conflict resolution, the basics of sociology, etc.1.

The third paragraph, “Adaptation and motivation of human capital in the regional management system of the hotel industry,” examines the process of working with human capital in the hospitality industry and highlights the main social problems: adaptation, motivation and stimulation of personnel. In most hotels in Khabarovsk, when surveying their employees, it was found that more than 80% of respondents did not go through the adaptation system and during their adaptation period the management did not use adaptation programs. Therefore, the dissertation candidate developed and proposed a draft adaptation system for hotel industry enterprises. The induction process includes the process of adapting a new employee to the corporate culture and policies of the organization, to labor rules, and to working with other team members. This program is designed for several months after hiring and helps you get used to the environment, your responsibilities and build working relationships with other employees of the organization. When the adaptation period has been successfully completed, management must make every effort to properly motivate employees. The process of motivation is viewed through incentives that largely determine behavior

1 Garanina E. Hospitality is a dynamic industry // Parade of Hotels. - http://rha.ru

employee. Since the two components that determine human behavior - character and interests - are diverse, the incentive system must take into account this diversity and adapt to it.

At the conclusion of the dissertation, the most general provisions are made that complement the conclusions made by the dissertation as a result of the research, which made it possible to formulate a number of practical recommendations, the implementation of which will improve human capital management in the hospitality industry.

PUBLICATIONS ON THE TOPIC OF RESEARCH

1. Muzychenko N.P. The role of human capital in the development of the hospitality industry in the Russian Far East / N.P. Muzychenko, P.B. Muzychenko // Power and management in the East of Russia. - 2008. - No. 2 (43). -WITH. 114 -119.

2. Muzychenko N.P. Education as an institutional factor in the reproduction of human capital in the management system of the hotel industry of the Russian Far East / N.P. Muzychenko, P.B. Muzychenko // Social and humanitarian sciences in the Far East. - 2008. -№2.-S. 102-105.

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4. Muzychenko N.P. Social aspect of management of the hospitality industry (on the example of the Khabarovsk Territory) / N.P. Muzychenko // Modern directions of theoretical and applied research: a collection of scientific papers based on the materials of the international scientific and practical conference: Pedagogy, psychology, sociology. - Odessa, 2006. - No. 9. - P. 42-48.

5. Muzychenko N.P. Quality of service as a social problem in the hospitality industry / N.P. Muzychenko // Scientific research and their practical application. Current state and paths of development "2006: collection of scientific papers based on the materials of the international scientific and practical conference: Pedagogy, psychology and sociology, philosophy, biology, medicine, veterinary medicine and pharmaceuticals, geology, agriculture, physical education and sports. - Odessa, 2006. - No. 7. - P. 16-23.

6. Muzychenko N.P. Social aspect of management of the hospitality industry (on the example of the Khabarovsk Territory) / N.P. Muzychenko // Power and management in the East of Russia. - 2006. - No. 4 (37). - pp. 157-161.

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8. Muzychenko N.P. Social aspect of management of the hospitality industry (on the example of the Khabarovsk Territory) / N.P. Muzychenko // Social reality in the regional dimension: a collection of scientific articles by graduate students and applicants. - Khabarovsk, 2006. - P. 27-37.

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10. Muzychenko N.P. The role of human capital in increasing the efficiency of enterprises / N.P. Muzychenko // Modern directions of theoretical and applied research "2007: collection of scientific papers based on the materials of the international scientific and practical conference: Pedagogy, psychology and sociology. - Odessa, 2007. - No. 9. - P. 31-34.

11. Muzychenko N.P. The influence of human capital on the quality of services in the hospitality industry / N.P. Muzychenko // Development of professional hospitality in the Russian Federation: problems and solutions: collection of articles. - Perm, 2007. - Part 2. - P. 40-46.

12. Muzychenko N.P. Problems of education in the reproduction of human capital in the hospitality industry / N.P. Muzychenko // Dialogue of cultures and civilizations in the global world: VII International Likhachev Scientific Readings, May 24-25, 2007 - St. Petersburg, 2007. - pp. 359-361.

13. Muzychenko N. P. On the problems of development of the hospitality industry / N. P. Muzychenko // Modern directions of theoretical and applied research "2008: collection of scientific papers based on the materials of the international scientific and practical conference: Pedagogy, psychology and sociology. - Odessa, 2008 .-№16.- P. 11-15.

14. Muzychenko N. P. Continuous education as the basis for the formation of human capital in the hospitality industry / N. P. Muzychenko, P. B. Muzychenko // Modern problems of social and cultural service and tourism: materials of the scientific and practical conference dedicated to the 5th anniversary Department of SCS and T. - Khabarovsk, 2008. - P. 89-92.

15. Muzychenko N.P. The importance of the discipline “Hotels and hotel management” in the training of specialists in social and cultural service and tourism / N.P. Muzychenko, P.B. Muzychenko // Problems of higher education: collection of scientific works. - Khabarovsk, 2008. - P. 108-109.

16. Muzychenko N.P. The place of human capital in the hospitality industry / N.P. Muzychenko, P.B. Muzychenko // Higher school - a resource for regional development: collection of materials from the regional scientific and practical conference. - Birobidzhan, 2008. - pp. 20-23.

Signed for publication on January 12, 2009. Format 60 * 84 "db. Writing paper. Time typeface. Digital printing. Printing convention sheets 1.04. Academic sheets 0.9. Circulation 100 copies. Order 4.

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1.1. Social aspects of the theory of human capital

1.2. Modern approaches to the formation of human capital.

1.3. Sociological analysis of human capital in the hospitality industry (using the example of Khabarovsk)

Chapter 2 Human capital management in the hospitality industry.

2.1. The relationship between human capital and service quality in the modern hotel business.

2.2. The role of human capital in the development of the hospitality industry and improving the level of education.

2.3. Adaptation and motivation of human capital in the regional management system of the hotel industry.

Introduction of the dissertation 2008, abstract on sociology, Muzychenko, Nadezhda Pavlovna

In October 2008, the third Far Eastern International Economic Forum was held in Khabarovsk, which was held under the auspices of the State Duma of the Federal Assembly of the Russian Federation, with the participation of the interregional association for economic interaction of the constituent entities of the Russian Federation “Far East and Transbaikalia”, the interregional association for economic interaction “Siberian Agreement”, Government of the Khabarovsk Territory.

The forum is dedicated to the development of human capital, improving living standards and securing the population through the implementation of the main provisions of the Concept of socio-economic development of the Russian Federation until 2020 in the context of regional policy in the East of Russia, the development strategy for the eastern regions of Russia until 2025.

Back in 2006, at a meeting of the Security Council, it was noted that the Far Eastern region is weakly tied to the all-Russian economic, information and transport space. According to the President of the Russian Federation, the natural competitive advantages of the Far East are used extremely ineffectively. These same problems of the Far East were emphasized in October 2006 in the report “Strategy for the Long-Term Development of the East of Russia” at the Far Eastern International Economic Forum by the Governor of the Khabarovsk Territory, Chairman of the Interregional Association of Economic Cooperation of Russian Subjects “Far East and Transbaikalia”, Corresponding Member of the Russian Academy of Sciences V. I. Ishaev. And this problem was formulated more briefly at the VI Congress of the All-Russian political party “United Russia” in the slogan “Through the development of Siberia and the Far East - to the modernization of the country.”

Considering the development paths of the Far Eastern region, one cannot help but notice that the above problems are primarily related to the training and reproduction of human capital, which are becoming increasingly acute in almost every subject in the Russian Far East. Migration of the population to the western regions of the country, demographic decline in the country as a whole and in the Far East in particular, all this leads to a decrease in the quantity of labor resources and, as a consequence, a deterioration in the quality of human capital in all sectors of the economy.

People are the main wealth of any country, the main resource, factor of production and the main component of economic growth. Awareness of this is especially relevant for our country, which today strives to take its rightful place in the world economy. The current stage of Russia's development requires strengthening the influence of man, his initiative, creativity and intelligence on the economic progress of the country. So far, Russia has not yet revealed its potential here. At the same time, Russia’s labor resources are characterized by good quality characteristics, a high level of education, qualifications, and work skills. Therefore, in modern conditions the task is to preserve, reveal, use the creative potential of the people, direct it to creation and economic growth.

Currently, there is no unambiguous description of the labor resources of the Russian Federation. Every year the Swiss Bary Institute conducts a comparative assessment of the quality of the labor force of 49 countries. The integral quality indicator is a weighted average of many components. Based on expert assessments, countries receive average scores from 100 to one. The list is headed by Singapore, Japan, the USA, Germany, Korea and China with scores above 50. Russia's score of 36 points is the borderline figure that lies between unfavorable and completely unsuitable conditions for locating production. But at the same time, in terms of the level of qualifications of the workforce, Russia is in 15th place, in terms of the level of labor legislation we are in the top ten, but in terms of labor discipline we are one of the last. It seems that the low indicators of the Russian Federation do not characterize the workforce itself, but rather the level of management in our country and the attitude towards human capital. After all, it is people’s ability to work, their skills, level of education, acquired professional knowledge, experience and natural abilities, being human capital, that have the most direct impact on indicators of economic progress.

The theory of human capital has long proposed a unified analytical framework for explaining such phenomena as the contribution of education; in economic; growth, demand for educational and other services, improvement in wage dynamics, differences in wages, etc., and the expenditure of time and money on acquiring knowledge and experience has long been considered an investment in a person - his capital. At the same time, the analogy between human capital and traditional investments cannot be considered complete. Firstly, a person, unlike a machine or a share, cannot be an object of purchase and sale. Therefore, the market sets prices only for the “rent” of human capital (in the form of wage rates), while there are no prices for its assets. In addition, human capital is capable of increasing the efficiency of activities, both in the market and non-market sectors, and income from it can take both monetary and non-monetary forms. Thus, underestimating or ignoring the influence of human capital on the final results of any enterprise: leads, if not to a decrease in the rate of its economic growth, then to; significantly slow down this process. Considering that in our country for decades the attitude towards human capital was clearly insufficient, changing this situation has become an urgent need and an extremely pressing topic.

The relevance of the research topic is due to the fact that the modern period of formation* of market. relations in Russia are characterized by acceleration and a pronounced emphasis on the formation of competitive industries; playing a critical role in socio-economic development; on the scale of individual territories and the national economy as a whole. Due to its social role, these include the hospitality industry, and in particular the hotel industry. The relevance of the study from the point of view; theory and practice, first of all, is that it is aimed at: studying new phenomena in the development of the domestic hotel industry, and the development of the sphere of socio-cultural service and hospitality is one of the promising areas for improving the social base of the Russian Federation. Compared to other countries in which the service sector has become one of the profitable industries, the Russian hospitality industry is currently in its infancy.

Secondly, the socio-economic formation and development of the hospitality industry is characterized by the increasing role of the human factor. In the modern world, human resources play a decisive role in achieving competitive advantages and ensuring quality parameters for socio-economic growth. The prospects for this development in the 21st century are associated precisely with human resources as carriers of knowledge. The concept of “human capital” has now acquired great importance; the interest of science in human creative abilities, in the ways of their formation and development, has sharply increased. Most companies are beginning to place great importance on the accumulation of human capital as the most valuable of all types of capital. One of the ways to accumulate human capital is to invest in a person, in his health and education. Today, the study of the problems of increasing the efficiency of using the productive forces of people, realized in modern conditions in the form of human capital, is not only relevant, but is being promoted to the category of priority tasks in the structure of social research.

For a long time, a person’s creative abilities did not play a decisive role in socio-economic development, and problems related to the processes of developing workers’ abilities to provide labor services did not arouse much interest among researchers. It was believed that the labor market has an unlimited supply of workers, and in the event of a shortage of labor resources in any sector of the economy, it is enough to increase wage rates in it to ensure a flow of labor from other sectors. The focus of scientists was primarily on questions not of the formation, but of the use of available labor. In modern conditions, a trend is gaining momentum in which human potential is becoming the main factor in sustainable development. Therefore, the study of social problems of human capital in the hospitality industry is the most important condition for its development.

Thirdly, the relevance of the topic is due to the analysis of the influence of the education system on the formation and development of human capital in the field of hospitality and the hotel industry. The coming century is a century of new global problems, the successful solution of which will largely be determined by the power and direction of the education system as a whole. In modern conditions, the general rethinking of the socio-economic significance, education, qualifications and the role of complex labor has been facilitated more than others by the theory5 of “human capital”, which considers the general and specialized knowledge of employees as the most important factor in the growth of production efficiency. The theory of human capital has always been based on high efficiency of investments in education, and all studies of the effectiveness of investments in a person through education pointed to its growth as the duration of education increases. The most valuable resource, with a great creative impulse, are people, their spiritual, educational and qualification potential. Therefore, at present , the task of priority development of education is set, since it is education that can improve and increase the quality of human capital (knowledge, professionalism, morality, human culture), which is an inexhaustible intellectual and spiritual resource of the state. There has been an awareness in the world that the socio-economic successes of states are determined by their educational systems, educated citizens, a workforce trained at all levels, which led to a reassessment and revision of the role and place of education in society, to a revision of the mission of education. This awareness is due to the fact that human capital has become the most effective factor of production. And, first of all, this affected the services sector - in particular the hotel industry. This involves conducting in-depth scientific research on this problem.

The degree of scientific development of the problem. The key ideas of the theory of human capital were formulated at the beginning of the 18th century by Adam

Smith (1723-1790) - one of the first economists; who developed the most important scientific theories of labor. IN! In his treatise “An Inquiry into the Nature and Causes of the Wealth of Nations” (1776), he argued that fixed capital consists of machines and other instruments of labor, buildings, land and “the acquired and useful abilities of all inhabitants and members of society.” He noted that “the acquisition of such abilities, including also the maintenance of their owner during his upbringing, training or apprenticeship, always requires real costs, which represent fixed capital, as if realized in his personality. These abilities, being part of the fortune of a certain person, at the same time become part of the wealth of the society to which this person belongs. The greater dexterity or skill of the worker can be considered from the same point of view as machines and instruments of production, which reduce or facilitate labor and which, although they require certain expenses, return these expenses along with profit.”

Later, K. Marx (1818-1883), in his scientific works, considered human production - consumer production - as the second type of social production.

In this process of consumer production, labor power is not only reproduced, but also improved and developed. There is a kind of “accumulation” of the productive power of labor, the creative abilities of a person, and, to a greater extent, mental abilities. Literally, K. Marx writes: “it really “accumulates,” but not as a dead mass, but as something living, this is the art of the worker, the degree of development of labor.” Thus, the founders of the labor theory A. Smith and K. Marx proceeded from the fact that labor power as the totality of a person’s physical and spiritual abilities is the basis of his ability to provide labor services, which, ultimately, is the subject of purchase and sale in the labor market. In the 70s of the 19th century, the English economist A. Marshall (1842-1924) made the most significant contribution to labor theory. It was A. Marshall who focused attention on the problem of the educational services market in connection with investing in human capital. He made the statement that “the most valuable capital is the one invested in human beings.”

The ideas that became the forerunner of the theory of human capital were further developed in the works of the American economist I. Fisher (1867 - 1947); He defined capital as any stock (natural resources, machines, raw materials, labor skills of people) that “over time and under certain conditions brings a flow of services. Their excess: over costs forms income, realized: in the form of:: interest. Wages: in this context, are essentially interest on human capital, which can accumulate in the same way as physical capital;

At this time, the focus of attention of scientists focused on the problems of creating a qualitatively new workforce, while previously the main problems were the problems of using this workforce. Structural changes in the economy of modern capitalism served as the objective basis on which the modern concept of human capital arose;

Its origins can be seen in the works of W. Peggy, A. Smith, DS. Millya, J.B. Say, N. Senior, F. List, I.G. von Thunen, W. Bagehot, E. Engel, G. Sidgwick, L(Walras, I. Fischer and other economists; past centuries. In the 50-90s of the 20th century, this theory was formed and developed in the works of American economists, representatives of the so-called "Chicago school" - Nobel Prize laureates T. Schultz, G.

Becker, B. Weisbrod, J. Mintzer, L. Hansen, M. Blaug, S. Bowles, I. Ben-Poret, R. Layard, J. Psacharopoulos, F. Welch, B. Chiswick. This theory; develops within the framework of the neoclassical direction of Western political economy and is used in the study of such areas as education, healthcare, family and other areas of non-market? activities. With the increasing role of scientific and technological progress in economic growth, the attitude of Western classical economists to the problems of reproduction of the labor force has changed.

In the domestic economic literature, the problem of human capital has not been given serious attention for a long time. Only in the 70-80s of the last century did individual studies begin to appear; devoted to the consideration of certain aspects of the Western theory of human capital. The specificity of such studies was that most of them were in the nature of a critical analysis of bourgeois concepts of human capital from positions determined by the methodological guidelines of the political economy of socialism. However, this circumstance does not at all detract from the scientific significance of the research carried out at a high scientific level.

The category of such studies includes the works of such authors as V. S. Goylo. A. V. Dainovsky, R. I. Kapelyushnikov, V. P. Korchagin, V. V. Klochkov, V. I. Martsinkevich. Currently, scientists S. A. Dyatlov, A. I. Dobrynin, V. L. Inozemtsev are studying issues of human capital research. The Russian scientific school has substantiated the approach to human capital as a universal form of ensuring life on the planet, and considers its accumulation as the goal of social development, investing in human capital as a factor of steady economic growth, and education as filling human capital with content during the period of its reproduction. All this fully applies to the hospitality industry.

However, theoretical studies of the hospitality industry itself and the hotel industry in Russia have practically not been carried out. A scientific school on these issues only began to take shape in the 90s of the last century. Since that time, international and all-Russian scientific conferences on the problems of the hospitality industry have been held annually in Russia. Research in this area has not stopped and is currently ongoing. Their authors are mainly experienced specialists in the field of hospitality and representatives of the teaching staff of the capital's higher educational institutions, since the largest hotels in Russia, as well as the main educational centers of the hotel industry, are located in Moscow and St. Petersburg .

E. A. Dzhandzhugazova, N. I. Kabushkin, E. A. Balashova, M. A. Nesteruk, V. S. Yankevich, and many other scientists deeply study the problems of the hotel industry. They are also the authors of scientific works, textbooks and teaching aids that form the basis of the education system in the field of hospitality and hotel management.

The object of the study is the hotel industry of the Khabarovsk Territory as a basic element of the hospitality industry, and its impact on the socio-economic development of the industry on the scale of individual territories and the national economy as a whole.

The subject of the study is management relations in the hospitality industry, the activities of hospitality industry enterprises in creating an effective human capital management system, as well as a set of management decisions adopted at the federal level for the development of the domestic hotel industry in the field of social and cultural service and hospitality, as one of the promising areas improving the social base of the Russian Federation.

The purpose and objectives of the dissertation research are to study the process of formation of effective human capital management of hospitality industry enterprises by conducting a sociological analysis of its elements and identifying social problems that most strongly influence the development of the industry. In accordance with the stated goal, the following tasks were solved in the study:

To study, within the framework of basic sociological and economic concepts, modern approaches to the processes of human capital formation in the hospitality industry to conceptualize the sociological basis for identifying its basic elements;

Determine the degree of influence of human capital on the quality of service provision in the hospitality industry;

Explore the system of motivation of human resources and directions for its improvement;

Identify public opinion of consumers (as well as experts) about the state and level of hotel services to the population;

To develop a model of a professional profile and a standard adaptation program for receptionists of hotel enterprises;

The theoretical and methodological basis of the dissertation research was the works of Russian and foreign scientists in the field of theory and practice of human capital management. When performing the work, the main provisions of system analysis and synthesis, statistical analysis, text content analysis, empirical and theoretical generalization, and empirical survey methods were used. The leading approach in the study is the structural-functional approach. In the structural-functional approach, and for the first time in the works

T. Parsons1, three levels of management of social systems were identified: 1) technical, where the elements of the system directly interact with one another; 2) managerial, regulating the exchange process that occurs at the first level; 3) institutional, where issues of general order and management are resolved.

The empirical basis of the study is based on the following data:

Sociological surveys conducted by the author at enterprises of the hotel industry in Khabarovsk (1,100 respondents in 10 hotels), research materials and comparative assessments of indicators conducted on the territory of the Russian Federation, statistical materials of the Federal State Statistics Service.

The scientific novelty of the study primarily lies in the comprehensive approach to studying the theories of human capital and their competent application to develop modern approaches to the formation of human capital in the hospitality industry. And also in studying the influence of the education system on the formation and development of human capital in the hospitality industry, and in determining the role of its influence on the quality of work of hotel enterprises.

In addition, in preparing the dissertation based on modern scientific methods, the following work was carried out:

1 Parsons T. On the structure of social action. - M., 2000. S. 403-406; 700.

The adaptation and motivation of human capital and their dependence on objective socio-economic processes occurring in the hospitality industry have been studied;

The main social problems of human capital in the hospitality industry are identified and their relationship with the quality of service provision is shown;

Proposals have been developed to improve work with human capital at hotel enterprises.

The theoretical and practical significance of the study lies in substantiating the need to change the attitude towards human capital in the hospitality industry as the main social institution. And also the need to study new phenomena in the development of the domestic hotel industry, as one of the most important components of the sphere of socio-cultural service and hospitality. Theoretical knowledge and the formation of an in-depth understanding of human capital as a social institution allows us to improve social and labor relations in the system of enterprises in the hospitality industry, predict the situation in the labor market, increase employment of the local population and improve the development of labor potential in the hotel industry. In addition, the results of the study are important in order to promptly respond to changes in the development of the labor potential of the hotel industry, as one of the promising areas for improving the social base of the Russian Federation.

The developed theoretical and methodological approaches and proposals of the author can be used:

When forming regional social policy in relation to the hospitality industry;

When creating programs for the socio-economic development of territories;

When developing programs for adaptation and motivation of personnel of hotel industry enterprises;

When drawing up training programs for university students and students of advanced training courses for hotel industry specialists;

Conclusions and proposals can be used by state and executive authorities in creating favorable conditions for the operation of the hospitality industry in the constituent entities of the Russian Federation and for the development of social programs in the regions, local governments to organize competent work with hotel enterprises and in the development of social and economic management mechanisms industry. Also, the proposals presented in the dissertation can be used by managers of hotel industry enterprises to improve work with employees and improve the activities of hotels. For use in the educational process when teaching students, undoubtedly, the practical significance of the conducted research lies in the development of a curriculum for the discipline “Hotels and Hotel Management” and the publication of Methodological Guidelines and a textbook for studying the course of the discipline.

The main provisions submitted for defense include conclusions obtained as a result of research on the need to use such tools as the social institution of human capital to regulate social processes in the hospitality industry in order to ensure further development of the industry. Theoretical and practical provisions put forward for defense can be grouped as follows:

Human capital is the most important component of the hospitality industry;

Theories of human capital make it possible to identify its main elements that directly affect the labor potential of an employee;

Modern approaches to the formation of human capital contribute to its development and improvement;

The hotel industry needs social management at the regional level;

Human capital has a significant impact on quality in the hospitality industry;

Social problems in the hospitality industry are associated with underestimating or ignoring the influence of human capital on the final results of the enterprise, which leads, if not to a decrease in the rate of its economic growth, then to a significant slowdown in this process.

Increasing the efficiency of enterprises in the hospitality industry directly depends on changing attitudes towards human capital.

Approbation of research results. Based on the materials that served as the source of the dissertation research, the author developed a work program for training students of the international faculty of the Pacific State University. forms of training in the specialty 100103.65 “Socio-cultural service and tourism” and since 2003, full-time and part-time students have been trained in the discipline “Hotels and Hotel Management”. The importance of studying this discipline is evidenced by the act of introducing the results into the educational process and the publication in 2007 at the Pacific State University of guidelines and a textbook for studying the discipline “Hotels and Hotel Management.” And also the Act on the implementation of the research results in the work of the Tourism Office of the Ministry of Economic Development and External Relations of the Government of the Khabarovsk Territory. In addition, the personnel adaptation program developed during the preparation of the dissertation was introduced into practical activities in the largest hotel in the Khabarovsk Territory “Intourist”.

Conclusion of scientific work dissertation on "Human capital management in the hospitality industry"

Conclusion

The dissertation research examines the issues of human capital management in the hospitality industry. Using the example of the work of hotels in Khabarovsk, a sociological analysis of the role of human capital in the development of the hospitality industry was carried out.

This dissertation research includes that minimum of questions with the latest changes made to Russian legislation, which is required to improve the qualifications of all officials working in the field of citizen services, one way or another influencing the development of the hotel industry in the region.

These issues are especially necessary for employees working at social and cultural service and tourism enterprises, since mass international tourism, which has developed over the past five years, and which has recently been joined by an increasing number of citizens of the Russian Federation, requires a significant increase in their knowledge.

The modern period of the formation of market relations in Russia is characterized by acceleration and a pronounced emphasis on the formation of competitive industries that play a vital role in socio-economic development on the scale of individual territories and the national economy as a whole. Due to its social role, these include the hospitality industry, and in particular the hotel industry. The novelty of the study lies primarily in a holistic approach to studying the problem of regulating the hotel industry in the Russian Federation by improving the regulatory framework for the development of the hospitality industry, including that developed at the regional level, as well as the development of a system of regional management of the tourism and hotel business. The need for interaction on issues of hospitality and tourism when regulating the hotel industry is so obvious that for a unified approach to creating a common mechanism for the development of this industry, it is necessary to determine economic priorities at the state and regional levels, as well as to have competent public administration and a high-quality regulatory framework .

It is proposed that one of the options for developing joint solutions to these problems is the creation of an institute (corps) of national experts in tourism and the hotel business and the corresponding infrastructure, which would include state and regional centers and specialized periodicals.

Currently, the socio-economic formation and development of the hospitality industry is characterized by the ever-increasing role of the human factor. In the modern world, human resources play a decisive role in achieving competitive advantages and ensuring quality parameters for socio-economic growth. The prospects for this development in the 21st century are associated precisely with human resources as carriers of knowledge.

Using the example of Khabarovsk, taking into account the analysis of the results of the work of various hotel-type organizations, services and bodies of the Khabarovsk Territory, the author raises the question of the need to create a unified, continuous, relevant and real-time federal (or at least regional) continuous educational system in the field of services and hospitality, as part of the modernization of the entire Russian education system. At the same time, the new model of education in the service sector should harmoniously combine new technological approaches with the traditional principles of domestic higher and secondary vocational schools.

As an option, one of the ways to solve this problem is proposed - the creation and formation, in cooperation with personnel agencies and recruitment services, of a unified data bank of hotel industry specialists and vacancies in newly opened and operating hotels for subsequent provision of access to this database of employers, training centers and retraining of specialists and personnel in order to improve the system of recruitment and training of hotel workers. As well as conducting marketing research and forming a forecast of the need for specialists and personnel at enterprises in the hotel industry in the medium term, taking into account the introduction of new enterprises, the need to increase the level of service in hotels, the retirement of a certain part of the working contingent due to age and other factors. Transformation of existing service, tourism and hotel enterprises in the Far East into centers and bases for practical training of students. At the same time, the main attention should be focused on developing the qualifications of university graduates in the basics of future work: specialist in social and cultural services and tourism, hotel and restaurant management.

A positive point characterizing the scientific novelty of the work is the systematization of information and analysis of regulations on issues related to the hospitality industry of the Russian Federation and the Khabarovsk Territory through the hotel industry, which will assist in studying issues of its further development. In addition, the author believes that this analysis will allow interested parties to submit a proposal to the Government of the Khabarovsk Territory to support city authorities coordinating the development of the industry and improving the regulatory framework for the development of the hospitality industry, including those developed at the regional level. As well as strengthening the scientific and methodological base of tourism education, including the development of educational standards, curricula, programs for all forms of education, including additional and postgraduate education.

Formation of a new effective system for working with personnel at hotel service enterprises in order to create more efficient and high-quality service and provision of services. formation of an index of human development, i.e. human capital (development of increased responsibility among service personnel, advanced training, manifestation of high professionalism);

Development and implementation of a diversified educational product in the form of the preparation of specialized training programs, professional seminars on current topics, internship programs and advanced training for industry workers;

Formation of a system of partnerships between educational institutions and enterprises in the tourism and hospitality industry by creating unions of scientists and specialists in the field of tourism and hospitality;

Ensuring effective motivation of employees in all areas according to their needs, applying adaptation and incentive programs for both new employees and those already working at the enterprise;

Implementation of a quality management system, i.e. documentary description of: the composition and content of the services provided; service delivery processes; processes for ensuring quality of service, development of an industry proposal for certification of hotel workers;

Strengthening the scientific and methodological base of tourism education, including the development of educational standards, curricula, programs for all forms of education, including additional and postgraduate education;

Formation, in cooperation with recruitment agencies and recruitment services, of electronic databases of hotel industry specialists and vacancies in newly opened and operating hotels for subsequent provision of access to this database to employers, training and retraining centers for specialists and personnel in order to improve the system of recruitment and training of hotel workers ;

Conducting marketing research and forming a forecast of the need for specialists and personnel at hotel industry enterprises in the medium term, taking into account the commissioning of new enterprises, the need to increase the level of service in hotels, the retirement of a certain part of the working contingent due to age and other factors;

Participation in open lectures, seminars and master classes for senior students of specialized educational institutions in order to highlight the practical aspects of the hotel and tourism business, present the opportunities of the profession and increase the prestige of the industry;

Improving the regulatory framework for the development of the hospitality industry, including that developed at the regional level, as well as the system of regional management of the tourism and hotel business;

Development of new conceptual approaches to organizing practical training for students in educational institutions with the mandatory participation of industry representatives, tourism administrations, regional and local authorities;

Improving the regulatory framework for the development of the hospitality industry, including those developed at the regional level, as well as the development of a system of regional management of the tourism and hotel business.

Create an institute of national experts in tourism and hotel business and the corresponding infrastructure, which would include state and regional centers, specialized periodicals, as well as RI agencies and consulting firms;

Taking into account all of the above proposals and recommendations will become an objective basis for the further, successful development of the entire hotel industry and will become the basis for new conceptual decisions in the field of vocational education and organization of industry management at the federal and regional levels. And only then the main social effect—satisfying the needs of the population of the territories of Eastern Russia for active and good recreation, health promotion, and familiarization with cultural values—will be more noticeable and will meet all the requirements of the time in a modern market economy.

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An important feature of the tour product, which distinguishes it from manufactured goods, is the wide participation of people in the production process, thus the human factor has a strong influence on its heterogeneity and quality. To support the quality of service, many organizations are developing service standards - this is a set of rules for serving tourists, which guarantees an established level of service quality. The standard defines the criteria by which the level of customer service and personnel performance are assessed:

· call response time (15-30 seconds)

· time of registration in the service.

· appearance and knowledge of a foreign language.

Currently, according to experts, for qualified work, in addition to technological training, psychological training is necessary. Therefore, the personal qualities of employees are becoming increasingly important.

The tourism industry is unique in that personnel are an integral part of the tour product, therefore the main effort of management in tourism

should be aimed at personnel management. It involves developing methods and procedures to ensure that employees are able and willing to provide quality service.

The personnel management system consists of 6 subsystems:

· Personnel policy - determines the general line and fundamental principles in working with personnel in the long term, formed by the state and the management of the tourism organization in the form of administrative and moral norms.

· Personnel selection - formation of a personnel reserve to fill job vacancies. Includes: calculation of personnel needs, professional selection of personnel, interview.

· Personnel assessment - carried out to determine the employee for a vacant position. Also for assessing individual contributions, personnel certification.

· Personnel placement - ensures constant movement of personnel based on the results of potential assessment. Deals with wage conditions.

· Personnel adaptation is the process of adapting the client to changing conditions, the workplace and the workforce.

· Personnel training - includes: vocational training, advanced training, personnel training, post-university additional education.

The main goal of any organization, including tourism, is to make a profit. To achieve this goal, it is necessary to satisfy the needs of the staff. The economic needs of people can be realized when the organization’s profits grow, and in order for there to be an increase in profits, the staff must work better. Thus, personnel management not only does not contradict economic goals, but is also an effective mechanism for solving the problem of competitiveness.