Human Resources Management in Tourism Businesses

Human resource management. Change management. Leadership and productivity. Employee empowerment. Organizational culture. Human resource planning in tourism enterprises. Information systems for human resource management. Staffing, training, and performance evaluation of personnel.

The course aims to introduce students to the field of Human Resource Management in Tourism Enterprises. Upon completion of the course, students will be able to:

Knowledge:

• Possess advanced specialized knowledge in Human Resource Management (HRM), incorporating elements from cutting-edge scientific developments, serving as a foundation for original thinking, research, and professional activity.
• Demonstrate a critical understanding of the principles, theories, methodologies, and practices of HRM, as well as its interconnection with other fields of study.
• Develop an advanced critical awareness of contemporary issues in HRM.

Skills:

• Apply HRM theories and methodologies in their research, studies, and assignments with critical thinking and creativity.
• Apply acquired knowledge in research, analysis, and the development of innovative solutions to complex and interdisciplinary issues.
• Evaluate, interpret, and promote contemporary scientific research and studies related to the field of HRM.
• Support their arguments with well-founded, specialized reasoning, with clarity and precision.

Competences:

• Apply professionally the specialized knowledge and skills acquired.
• Solve problems and make strategic decisions.
• Contribute to the advancement of knowledge and practices in the professional and business environment.
• Assume responsibility independently for training/education as well as for managing a team and evaluating its performance.

Week 1: Introduction to Human Resource Management (HRM)

Week 2: Particularities of HRM in tourism enterprises

Week 3: Leadership, management, and organizational structure of tourism enterprises – Change management

Week 4: Functions and responsibilities of the HRM department in tourism enterprises

Week 5: Job analysis and job description and individual specifications (Part A)

Week 6: Job analysis and job description and individual specifications (Part B)

Week 7: Workforce planning, recruitment, and selection of new personnel

Week 8: Adaptation and integration of new personnel into the work environment

Week 9: The employment relationship and the psychological contract

Week 10: The relationship between HRM, employee productivity, organizational performance, and the “black box”

Week 11: Training and development of human resources and job design

Week 12: Human resource evaluation – Conclusions

Week 13: Case studies

- Recommended Bibliography:

• Armstrong, M. (2020). Armstrong’s Handbook of Human Resource Management. London: Kogan Page.
• Kato, A.A. (2017). Human Resource Management. Thessaloniki: Zygos Publications.
• Dessler, G. (2015). Human Resource Management: Basic Concepts and Contemporary Trends. Athens: Kritiki Publications.
• Marchington, M., Wilkinson, A., Donnelly, R., & Kynighou, A. (2020). Human Resource Management at Work, 7th Edition. London: CIPD.
• Torrington, D., Hall, L., Taylor, S., & Atkinson, C. (2017). Human Resource Management. Nicosia: Broken Hill.

- Relevant Scientific Journals:

• Human Resource Management Journal
• Human Resource Management
• International Journal of Hospitality Management
• International Journal of Contemporary Hospitality Management
• Human Resource Management Review
• Employee Relations: The International Journal
• Personnel Review
• Journal of Business Research
• International Journal of Human Resource Management
• European Management Journal

• Search and analysis of data and information
• Decision-making
• Independent work and teamwork
• Adaptation to new situations
• Generation of new research ideas
• Critical thinking and self-reflection
• Promotion of free, creative, and inductive thinking

PowerPoint; Zoom; use of the “Open Courses” platform.

Specifically:

• Use of PowerPoint during teaching; email for further communication.
• Lecture materials (e.g., presentations, case studies) are uploaded to the course “Open Courses” platform.
• Key articles accompanying the lectures are uploaded to the course “Open Courses” platform.
• Participation of all students via Zoom.

Student assessment is conducted as follows:

• Individual assignments (weight: 40%): During the course, students submit individual assignments in Word/PDF format (and/or presentations).
• Final assignment (weight: 60%): In the final week of the course, students submit their final assignment in the form of a report (approximately 2,000 words) in Word or PDF format. The assignment is based on a case study. The exact methodology and requirements are posted on the Open Courses platform. The assignment is graded on a scale from 0 to 10.
• Finally, particular emphasis is placed on student participation during the course.