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Kuban State Technological University

Economics

Systematic approach to the assessment of hotel management staff competence

Klochko Elena Nikolaevna,

Doctor of Economics, Professor, Department of industrial management and Economics industries

Gavrysh E.S.,

Cand.Econ.Sci., associate Professor of the Department of industrial management and Economics industries

Krasnodar, Russia

To deploy fully the potential of personnel competence is the key advantage of modern organizations in all businesses of the country. This is especially critical for hotel business because producing and consuming of this service is the inseparable process. The maximum deployment of potential of an employee competence can be the key competitive advantage for a hotel. To satisfy business needs we should be aware of skills and competences an employee should possess. This paper suggests the application of the Hungarian method to assess the personnel competence of an operating hotel. We also want to show the applicability and utility of this method in solving real problem of evaluating the personnel competence. To solve this problem we suggest using pairwise comparison to identify the most important sample competence, which we use as the basis for personnel competence matrix. Thus, hoteliers will be able to make their own objective assessment of the personnel competence level of 5 divisions of the hotel

Keywords: COMPETENCY, STAFF, MATRIX, METHOD, HOTEL

Specific features of the tasks of staff efficient allocation in terms of official hierarchy and the maximum realization of each individual competence led to the creation of the Hungarian method to solve them. Methodological approach to assess level of hospitality staff competence (which is based on Hungarian method) is shown in Fig.1.

competence employee potential hotel

Fig.1 - The methodical approach to an estimation of a competence degree of the hotel industry staff

The basic idea of the Hungarian method is to move from the initial square matrix of cost C to an its equivalent matrix Ce integral elements and system of n independent zeros, of which any two are not related the same row or the same column. For a given n there are n feasible solutions. If in matrix of competence X to arrange n units in the way that in each row and column is only one unit, which is arranged in accordance with located n independent zeros from equivalent matrix of cost Ce, in this case result is acceptable solution to the problem of employee's competence by level of official hierarchy.

A sample case study

To apply the Hungarian method and assessment of hotel staff competency in Krasnodar in the first phase of the research it is necessary to describe the competencies required for each category of staff working in hotel industry. In accordance with International Standard Services it has been an allocated core hotel staff competencies (Table 1).

Table 1 - Standards of competence by the level of the job role hierarchy

The second stage of the calculation is to determine the weight of competencies importance by method of paired comparisons of all staff categories. After filling the matrix with elements the comparison needs to be calculated by rows total the amount of points S_i by each competence by Formula 1:

(1)

n - number of competencies

Correctness of filling a matrix is defined by the equation 2:

(2)

At the next stage we determine the significance of the competence according to the formula 3:

, provided that, (3)

The matrixes of the second stage of methodological approach to the assessment of staff competencies in Russia hotel industry are presented in Table 2-6.

Table 2 - Matrix of standard competences by paired comparisons of Department managers

The research found that for managers of the department, division the most important competencies are: fluent English and another foreign language, experience, organizer, knowledge of etiquette, health, the competency importance factor is 0,13; 0,12; 0,11; 0,1, 0,09 respectively. The above mentioned competencies are the most important because of the hotel industry specific. The last place among the competencies required for department, division management, by calculated competency importance, are: enthusiasm - 0,005; objectiveness - 0,05; poise - 0,02; focus on conflict-free work - 0,03; responsibility - 0,04.

Table 3 - Matrix of standard competences by paired comparisons of specialists

Ranking of hotel industry specialists competencies in Russia is showing importance of the next qualification requirements: work experience - competency importance factor equal 0,15; patience - 0,14; self-control - 0,12; fluent English - 0,11; communicative skills - 0,1. The last place is taken by: good diction - 0,01; poise - 0,02; level of education - 0,03; health - 0,04.

Table 4 - Matrix of standard competences by paired comparisons of technical staff

For technical hotel staff the most important competencies are: level of education - competency importance factor equal - 0,17; analytical skills - 0,14; fluent English - 0,14; practical skills - 0,11; health - 0,09. The lowest competency importance factor among other 11 technical hotel staff competencies is: punctuality - 0,02; formalism - 0,04.

Table 5 - Matrix of standard competences by paired comparisons of main production staff

For the main production staff were selected 10 standard competencies, ranking of which revealed that the biggest competency importance factor is for the following competencies: education - 0,18; endurance - 0,15; work experience - 0,14.

Table 6 - Matrix of standard competences by paired comparisons of service staff

Successful business activity of companies in hotel industry based on effective and professional service staff work at the hotels. Primary purpose for development of quality management system of any hotel is identification and evaluation of standard competencies. Based on the constructed matrix of standard paired-comparisons competencies of service staff was identified that competencies factors such as: fluent English, kindness, knowledge of psychology, level of education and responsibility are the highest - 0,17; 0,15; 0,14; 0,11; 0,1 respectively. Determine the correctness of standard paired-comparisons competencies: managers of the Department

n = 14, ?S_i = n², 196 = 196, ?M_i = 1,0

- specialists

n = 13, ?S_i = n², 169 = 169, ?M_i = 1,0

- main production staff

n = 10, ?S_i = n², 100 = 100, ?M_i = 1,0

- service staff

n = 11, ?S_i = n², 121 = 121, ?M_i = 1,0

- technical staff

n = 11, ?S_i = n², 121 = 121, ?M_i = 1,0

On the next stage required hotel staff competencies need to be compared with existing ones, for the matrix of competencies availability in each hotel staff category needs to be build.4 hotels in Krasnodar were investigated for the assessment of staff competency (Table 7-11).

Table 7 - Matrix of appropriate competences of Department, Division managers

Among departments, divisions managers of the researched hotels the highest efficiency ratio has staff at Hotel 1 - 0,62 (8 out of 14 competencies available), the lowest - staff at hotel 2 - 0,32 (4 out of 14 competencies available).

Following competencies need to be developed for all of the researched hotels: communication ability, self-criticism, poise and knowledge of etiquette.

Table 8 - Matrix of appropriate competences of specialists

Calculated efficiency ratio is proving lack of compliance between required and existing competencies for staff at hotel 1 - 0,5 (6 out of 13 competencies available) and maximum possible one for staff at hotel 3 - 0,54 (8 out of 13 competencies available).

Undeveloped competencies for this staff category are creativity and self-control.

Table 9 - Matrix appropriate of competences of main production staff

Among main production staff the highest efficiency ratio has staff at hotel 4 - 0,71 (6 out of 10 competencies available), the lowest has staff at hotel 2 - 0,26 (4 out of 10 competencies available).

For the efficient use of main production staff labour potential on the researched companies following competencies need to be developed: ability work in a team, creativity and endurance.

Table 10 - Matrix of appropriate competences of technical staff

Calculation of the efficiency ratio of technical staff showed - 0,57 (7 out of 11 competencies available) - staff at hotel 2 and 0,2 (3 out of 11 competencies available) - staff at hotel 4.

More complete implementation required such competence as the ability to foresee, attentiveness, knowledge of foreign languages, practical skills, formalism, analytical skills. It is necessary to note insufficient level of compliance of the competencies specific to the technical staff, which is unacceptable in the related activities of all hotel services.comparison of the available competencies of service staff with the necessary ones allowed to state about the highest compliance of hotel 1 - 0,86 (8 out of 11 competencies available) and the lack of compliance at the hotel 3 - 0,33 (3 out of 11 competencies available).

Improvement of compliance ratio may be possible under development of competencies such as: patience, commitment, enthusiasm.

Table 11 - Matrix of appropriate competences of service staff

For more detailed analysis let's present results of the coefficients of the compliances calculation of all staff categories at 4 hotels in Krasnodar in the form of matrix of efficiency (table.12).

Table 12 - Matrix of efficiency

Solving the obtained matrix by the Hungarian method at the maximum, we obtain the matrix of competence of each staff category (table.13).

Table 13 - Matrix of competence of each staff category

Most disclosed competences are of Department, Division managers and service staff of the hotel 1 - efficiency ratio is 0,62; 0,86 respectively.compliance with International Standards Services is 8 of 14 competence of Department, Division managers and 8 out of 11 - service staff. The situation for the other studied hotels is less positive, so in the hotel 2 the only competence of technical staff meets the international level, the coefficient of efficiency is 0.57 (7 out of 11 competencies available), the high ratio of efficiency in hotel 3 - specialists - 0,54 (8 out of 13 competencies available), service staff at the hotel 4 - 0,71 (6 out of 10 competencies available).

Conclusion