Professional Documents
Culture Documents
10 1108 - Ijchm 09 2015 0448
10 1108 - Ijchm 09 2015 0448
www.emeraldinsight.com/0959-6119.htm
Introduction
As economic growth gathers momentum globally, companies are increasing their spending
on business travel. Simultaneously, leisure travel is also experiencing a boost due to
increasing levels of importance being attributed to leisure time pursuits and greater amounts
of discretionary income at the disposable of the consumer. This two-pronged growth in
travel has influenced demand levels in the tourism sector, as well as the hospitality sector,
which shares a fairly symbiotic relationship with the travel and tourism industry. As a
result, hospitality and tourism have emerged as two of the most rapidly growing industries International Journal of
Contemporary Hospitality
in the world, accounting for more than a third of the total global services trade (ILO, 2010). Management
Vol. 29 No. 1, 2017
Hospitality and tourism together contributed approximately 9.8 per cent to the worldwide pp. 393-418
gross domestic product in 2014 and employed nearly 277 million people, creating 9.4 per cent © Emerald Publishing Limited
0959-6119
of the overall number of jobs worldwide, both direct and indirect (WTTC, 2015). DOI 10.1108/IJCHM-09-2015-0448
IJCHM Globally, the hospitality industry is witnessing increasingly sophisticated guests with
29,1 heightened expectations, high workforce diversity, the constant emergence of new
technologies and unyielding cost pressures in the wake of intense competition. Thus, hotel
management as a process is becoming exceedingly dynamic and highly complex. Hospitality
players have to grapple with rapid change and the challenges of functioning in an
information-based, knowledge-intensive, service-driven economy. Such challenges have
394 brought about a dramatic shift in the strategic imperatives of hospitality organisations and
thrown up a new set of role demands and professional challenges for senior managers and
leaders in the industry. Hospitality organisations, therefore, must develop leaders with
competencies that correspond with and are specific to their distinct business challenges and
goals.
Conceptual framework
Boyatzis (1982) has been credited with developing the first comprehensive management
competency framework grounded in the work of classical management theorists. Using the
Job Competence Assessment Method, 2,000 managers were studied to determine generic
competencies that were relevant to performance at various hierarchical levels of
management. A total of 21 competencies related to managerial effectiveness were put
forward and organised around six clusters – goal and action management, leadership,
human resource management, directing subordinates, focus on others and specialised
knowledge. Boyatzis (1982) defined competency in a generic form as any underlying
characteristic an individual possesses and uses which leads to successful performance in a
job-related context.
Competencies refer to behavioural dimensions that an individual brings to a position to
enable him to perform the job competently. It is frequently used as an over-arching term to
include almost anything that might directly or indirectly have a bearing on job performance
(Woodruffe, 1993). Competencies could, thus, include motives, traits, self-concepts, attitudes
or values, knowledge of specific content areas as well as cognitive, behavioural or physical
skills (Boyatzis, 1982; Spencer and Spencer, 1993). It refers to the willingness and capability
(motive and traits) to behave in a competent manner and incorporates knowledge, skills,
behaviours and attitudes into a single core unit.
Competencies can be classified into broad categories based on whether they are related to
the functional aspects of a particular job or to an individual’s personality. Competencies can
also be categorised on the basis of whether they are associated with mental aptitude or with
operational abilities to perform in a given job role. Thus, individual competencies can be
broadly categorised as depicted in the typology given in Figure 1:
Competencies
of hotel
general
managers
397
Figure 1.
Typology of
dimensions of
competencies
Of the enumerated competency types, knowledge and skills are relatively surface
characteristics and hence easier to observe. They also have a trainability dimension and can
be developed. Individual attitudes and their manifest behaviours can also be modified or
moulded to some extent and are more susceptible to learning. Thus, the knowledge, skills
and attitudes (KSA) aspects of competencies are useful in managerial development.
However, the underlying characteristics, self-concept, traits and motives of an individual are
more covert and intrinsic to an individual’s personality and hence enduring and more stable.
These competencies are related to the personality and core traits and motives of an
individual. They are more difficult to assess and develop but are useful during the
recruitment and hiring process, while determining the fit between a job profile and an
individual (Spencer and Spencer, 1993).
To develop a comprehensive competency framework that would be useful in recruiting
and selecting hotel general managers as well as in their leadership and managerial
development, all the four aforementioned dimensions of competencies were included in the
framework. Based on an extensive review of literature, the knowledge, skills, attitudes,
behaviours and motives and traits required by a general manager of hotel which contribute
to a superior level of performance at the workplace were identified and categorised into the
four dimensions discussed earlier.
Knowledge-related competencies were categorised as Cognitive Competencies, technical
skills were categorised as Functional Competencies and behaviour and attitudes as Social
Competencies. To make the framework more holistic, the fourth higher-order dimension of
Meta Competencies was also included. The concept of Meta Competency was initially
proposed by Briscoe and Hall (1999) as a competency that is so powerful that it influences an
individual’s ability to apply and acquire other competencies. Meta Competencies are
IJCHM overarching personal competencies concerned with the ability to understand the situation on
29,1 hand, adapt and apply existing competencies or acquire new competencies as and when
required (Delamare Le Diest and Winterton, 2005).
404
Table I.
IJCHM
research in the
hospitality industry
Competency-focused
No. Author(s) Focus of study Sample Key findings of the study
1 Tas (1988) Hotel manager trainees 75 general managers This pioneering study identified 36 specific competencies
(USA) required for hotel manager trainees. Human relations
skills emerged as the most essential competencies
2 Baum (1990) Hotel managers 118 general managers Replicated the Tas (1988) study in the UK context.
(UK) Similar findings to the Tas study except that UK
managers rated legal/regulatory competencies higher
than their US counterparts
3 Okeiyi et al. (1994) Entry-level F&B 20 food service Investigated competencies required by entry-level F&B
managers managers managers. Human relations and managerial skills were
30 hospitality rated higher than technical competencies
educators
222 hospitality
students
4 Hsu and Gregory (1995) Entry-level hotel 30 industry Identified competencies needed for entry-level hotel
managers professionals managers in Taiwan. Communication and leadership
skills were rated as most important
5 Tas et al. (1996) Entry-level hotel 107 lodging managers Study based on Sandwith’s (1993) five-domain
manager trainees managerial competency model. Interpersonal and
leadership competencies rated as most important.
Technical competencies rated as least important
6 Christou and Eaton (2000) Hospitality graduate 91 general managers Tas’ (1988) and Baum’s (1990) studies were replicated in
trainees the Greek hospitality industry context. Soft skills related
to guest care and employees emerged as the most
important competencies
7 Sui (1998) Middle-level hotel 145 senior hotel This study conducted in Hong Kong identified human
managers managers relations skills as essential competencies for middle-level
hospitality managers
(continued)
No. Author(s) Focus of study Sample Key findings of the study
8 Kay and Russette (2000) Hotel management 52 hospitality Identified the core essential competencies required by
competencies (F&B, managers hospitality managers based on hierarchical level and
Front Office, Sales) functional area. Customer-centred leadership
competencies rated as most important
9 Lenehan (2000) General managers 48 general managers The study used the Critical Incident Technique to
identify 67 dominant competencies of GMs in the Irish
hospitality industry. GMs were found to have a more
operational rather than a strategic business focus
10 Brophy and Kiely (2002) Middle-level managers 21 general managers Customer care and managing staff were identified as key
General managers 38 middle managers competencies for middle-level managers in the Irish
hospitality industry. Strategic competencies were found
to be more relevant for GMs
11 Agut et al. (2003) Hotel and restaurant 80 Hotel and Identified and analysed technical and generic
managers restaurant managers competency needs and gaps in the context of the Spanish
hospitality industry. Economic-financial management
and computing emerged as key gaps
12 Chung-Herrera et al. Senior hospitality 137 senior hospitality A leadership-competency framework comprising of 99
(2003) managers and leaders executives competencies which contributed to leadership success
was formulated. Self-management competencies emerged
as the most important
13 Kay and Moncarz (2004) Hospitality managers 82 senior managers The general beliefs regarding KSAs required for lodging
102 middle managers professionals and actual knowledge associated with
lodging management success were compared
14 Brownell, (2004) General managers 111 general managers Skills such as leading teams, effective listening and
coaching employees were identified as critical to the
success of GMs of luxury and upscale hotels
15 Mayo and Thomas- Hospitality and tourism 24 industry Revenue management, communication and change
Haysbert (2005) management graduates professionals management were rated as top competencies for
36 hospitality hospitality and tourism management graduates
educators
(continued)
Table I.
405
managers
general
of hotel
Competencies
29,1
406
Table I.
IJCHM
16 Tsai et al. (2006) Entry-level hotel 47 industry Interpersonal competencies identified as most important
managers professionals and technical competencies as least important for entry-
57 hospitality level hotel manager trainees in Taiwan
educators
17 Raybould and Wilkins Hospitality graduates 371 Industry Problem-solving, interpersonal skills and teamwork and
(2006) Managers leadership were rated as top skills required by
211 undergraduates hospitality graduates in the Australian context by both,
students students and hospitality professionals
18 Cizel et al. (2007) Middle-level managers 168 middle-level Replicated Agut et al.’s (2003) study in the Turkish
managers hospitality industry. Human resource management
identified as greatest skill need in Turkey
19 Staton-Reynolds et al. Entry-level hotel 127 hospitality Recruiters gave importance to emotional intelligence,
(2009) managers recruiters whereas educators emphasised on the technical skill set
161 hospitality and traditional KSAs. The top three competencies for
educators both groups were integrity, enthusiasm and ability to
learn
20 Jeou-Shyan et al. (2011) Senior managers 25 senior managers Competencies of top managers in the Taiwanese hotel
industry were divided into generic and technical
dimensions. Leadership, crisis-management and
problem-solving emerged as most important
21 Testa and Sipe (2012) Service leadership 110 industry Developed a Service Leadership Competency Model
managers comprising 100 behaviours, clustered into three broad
areas–business savvy, people savvy and self-savvy
22 Suh et al. (2012) Hospitality managers 147 hospitality Identified listening, effective guest interaction and
managers leadership as important competencies for hospitality
149 students managers and investigated differences in perceptions
between managers and students regarding the
importance of the identified competencies
23 Bharwani and Jauhari Frontline hospitality – Proposed the construct of Hospitality Intelligence (HI)
(2013) employees which included Emotional Intelligence, Cultural
Intelligence and Experiential Intelligence
(continued)
No. Author(s) Focus of study Sample Key findings of the study
24 Tavitiyaman et al. (2014) General managers 503 general managers Explored competencies for GMs in Thailand based on
Chung-Herrera et al.’s, (2003) study. Team building,
ethics, leadership and communication skills emerged as
the most important competencies
25 Shariff and Abidin (2015) Hospitality graduates 30 industry experts Developed a competencies index for Malaysian
116 hospitality hospitality graduates. 40 competencies were clustered
graduates under eight broad domains. Communication skills,
business fundamental skills and interpersonal skills were
among the top-rated competencies
Table I.
407
managers
general
of hotel
Competencies
IJCHM related to knowledge covered nine competency statements, Functional or Technical
29,1 Competencies related to skills included 12 competency statements, Social or Interpersonal
Competencies related to attitude and behaviours comprised nine competency statements
and, finally, Meta Competencies related to personality traits were captured in 13 competency
statements. The Appendix details each of the 43 competencies under the four distinct heads
along with the references of the studies from which they have been drawn.
408 Conceptual competencies that help in understanding and responding to complexities and
challenges that are inbuilt in the operating environment and are gathered through
systematic knowledge acquisition were categorised as Cognitive Competencies. These
included competencies like decision-making, strategic thinking, critical thinking and
analytical skills. Technical competencies that help in performing concrete activities for
running day-to-day business operations were grouped under Functional Competencies.
These included job-specific skills such as revenue management skills, employee
performance appraisal skills and IT skills. Interpersonal competencies that are useful in
establishing and maintaining relationships with others were categorised as Social
Competencies and included people skills like effective communication, teamwork
orientation, developing and coaching others. Finally, Meta Competencies included
overarching personal competencies such as self-awareness, self-management and
achievement orientation which enable an individual to understand, monitor and manage
their own performance. They refer to abilities that underpin the development of other
competencies, as well as intrinsic personality traits. Meta competencies, along with key
cognitive abilities, technical skills and interpersonal skills, help an individual to deliver
superior performance. Figure 2 presents the competency framework model for general
managers in the hospitality industry.
Discussion
Traditionally, technical savvy in the field of hospitality operations and adequate people
management skills constituted the primary the gamut of a general manager’s skill repertoire.
But the vicissitudes in the global economic scenario in general, and its impact on the business
Figure 2.
A competency
framework for hotel
general managers
environment in which the hospitality sector operates in particular, have highlighted the gap Competencies
between management rhetoric and reality. Globalisation of travel, intensifying competition of hotel
due to international expansion and consolidation of hospitality businesses, the impact of the
disruptive “sharing economy”, innovative technological developments and the emergence of
general
experience-seeking, tech-savvy millennial travellers, have all thrown up a new set of job managers
demands and professional challenges for the general manager. The role of a general manager
has transitioned from operational to strategic leadership. The general manager is now also
responsible for achieving longer-term strategic business results, maximising employee 409
commitment and competence, ensuring enhanced customer service experience and driving
organisational transformation and culture change. This role transition necessarily warrants
an updating of the repertoire of competencies of the incumbent, too.
Theoretical implications
The review of extant literature in this study revealed that while several studies have been
carried out separately on general managers and hospitality industry-specific competencies,
only a limited number of them focus on competencies required by a successful hospitality
general manager. By aggregating competencies from earlier studies and categorising them
in accordance with a contemporary, hospitality industry-relevant typology, this study
makes a valuable theoretical contribution by proposing a holistic competency framework for
hospitality leaders. The framework has been populated with 43 competencies under four
broad dimensions: cognitive competencies, functional competencies, social competencies
and meta competencies.
Thus, the study has brought into focus the importance of developing competencies other
than only those related to core hospitality operations. Besides functional competencies,
contemporary hospitality leaders have to also develop cognitive competencies which play a
crucial role in strategically responding to complexities and challenges of the operating
environment. Further, teams are an integral part of service delivery systems in hospitality
organisations. General managers require social competencies to handle the unique
challenges of leading teams and effectively engage with increasingly discerning hospitality
guests to enhance customer service experience. Last, but not the least, the competencies
repertoire of a general manager must also include meta competencies which are overarching
personal competencies and intrinsic personality traits which enable an individual to
understand, monitor and manage her/his own performance and allow her/him to
dynamically respond to on-going business challenges.
Practical implications
From the practical perspective, the proposed competencies framework could prove to be a
keystone for integrated talent management practices in hospitality organisations. The
framework can provide a common language to ensure consistency, transparency and
fairness in talent identification, performance management and developmental opportunities.
Using this framework as a blueprint, organisations can customise their own strategically
driven competency model to identify the mix of competencies (KSAs) which reflect the level
of proficiency required by their hotel general managers for effective performance to meet the
organisational goals.
For complex and pivotal job roles like the general managers’, it is more likely that the
superior performance is driven by their meta competencies which are deep-rooted and innate
and hence enduring and more stable. These are more difficult to assess and develop as
compared to task-related skills and knowledge. However, it is imperative to identify these
intrinsic competencies during the recruitment process to make an apt selection of
high-potential candidates who present the best fit for the job. The model can also help
IJCHM aspirant general managers to benchmark their own abilities with the sets of competencies
29,1 and skills required for their individual career progression and turn job descriptions into
useful development tools. Thus, from a diagnostic perspective, a robust competency model
can provide an excellent framework for assessing the core strengths of an individual during
executive selection as well as for performance management, training needs assessment,
succession planning and career development. Further, educationists and trainers could use
410 the findings of this study as inputs in designing curricula and pedagogical interventions to
meet the industry’s future needs and expectations with regards to competencies of senior
managers.
References
Agut, S., Grau, R. and Peiro, J.M. (2003), “Competency needs among managers from Spanish hotels and
restaurants and their training demands”, Hospitality Management, Vol. 22 No. 3, pp. 281-295.
Akrivos, C., Ladkin, A. and Reklitis, P. (2007), “Hotel managers’ career strategies for success”,
International Journal of Contemporary Hospitality Management, Vol. 19 No. 2, pp. 107-119.
Baum, T. (1990), “Competencies for hotel management: industry expectations of education”,
International Journal of Contemporary Hospitality Management, Vol. 2 No. 4, pp. 13-16.
Bharwani, S. (2014), “Hospitality innovations in the emerging experience economy: a case study of the
Oberoi Resorts”, in Goyal, A. (Ed.) Innovations in Services Marketing and Management:
Strategies for Emerging Economies, IGI Global, Hershey, PA, pp. 307-328.
Bharwani, S. and Jauhari, V. (2013), “An exploratory study of competencies required to co-create
memorable customer experiences in the hospitality industry”, International Journal of
Contemporary Hospitality Management, Vol. 25 No. 6, pp. 823-843.
Blayney, C. (2009), “Management competencies: are they related to hotel performance?”, International
Journal of Management and Marketing Research, Vol. 2 No. 1, pp. 59-71.
Bowen, D.E. and Ostroff, C. (2004), “Understanding HRM-firm performance linkages: the role of the
‘strength’ of the HRM system.”, Academy of Management Review, Vol. 29 No. 2, pp. 203-221.
Boyatzis, R. (1982), The Competent Manager: A Model for Effective Performance, John Wiley & Sons,
New York, NY.
Briscoe, J.P. and Hall, D.T. (1999), “Grooming and picking leaders using competency frameworks: do
they work? An alternative approach and new guidelines for practice”, Organisational Dynamics,
Vol. 28 No. 2, pp. 37-52.
Brophy, M. and Kiely, T. (2002), “Competencies: a new sector”, Journal of European Industrial Training,
Vol. 26 Nos 2/4, pp. 165-176.
Brownell, J. (2004), “Ingredients for success in career development”, FIU Hospitality Review, Vol. 22 Competencies
No. 2, pp. 1-17.
of hotel
Christou, E. and Eaton, J. (2000), “Management competencies for graduate trainees of hospitality and
tourism programs”, Annals of Tourism Research, Vol. 27 No. 4, pp. 1058-1061.
general
Chung-Herrera, B.G., Enz, C.A. and Lankau, M.J. (2003), “Grooming future hospitality leaders: a
managers
competencies model”, Cornell Hotel and Restaurant Administration Quarterly, Vol. 44 No. 3,
pp. 17-25.
Cichy, R., Sciarini, M. and Patton, M.E. (1992), “Food service leadership: could Attila run a restaurant?”,
411
Cornell Hotel and Restaurant Administration Quarterly, Vol. 33 No. 1, pp. 46-56.
Cizel, B., Anafarta, N. and Sarvan, F. (2007), “An analysis of managerial competency needs in the
tourism sector: the case of Turkey”, Tourism Review, Vol. 62 No. 2, pp. 14-22.
Delamare Le Deist, F. and Winterton, J. (2005), “What is competence?”, Human Resource Development
International, Vol. 8 No. 1, pp. 27-46.
Drucker, P. (2004), “What makes an effective executive”, Harvard Business Review, June, pp. 16-21.
Golafshani, N. (2003), “Understanding reliability and validity in qualitative research”, The Qualitative
Report, Vol. 8 No. 4, pp. 597-606.
Gosling, J. and Mintzberg, H. (2003), “The five minds of a manager”, Harvard Business Review,
November, pp. 54-62.
Greger, K.R. and Peterson, J.S. (2000), “Leadership profiles for the new millennium”, Cornell Hotel and
Restaurant Administration Quarterly, Vol. 41 No. 1, pp. 16-28.
Guerrier, Y. (1987), “Hotel managers’ careers and their impact on hotels in Britain”, International Journal
of Hospitality Management, Vol. 6 No. 3, pp. 121-130.
Harper, S., Brown, C. and Wilson, I. (2005), “Qualifications: a fast-track to hotel general manager?”,
International Journal of Contemporary Hospitality Management, Vol. 17 No. 1, pp. 51-64.
Hsu, J. and Gregory, S. (1995), “Developing future hotel managers in Taiwan: from an industry
viewpoint”, International Journal of Hospitality Management, Vol. 14 Nos 3/4, pp. 261-269.
ILO (2010), Developments and Challenges in the Hospitality and Tourism Sector, International Labour
Organization, Geneva.
Jeou-Shyan, H., Hsuan, H., Lin, L., Chih-Hsing, L. and Chang-Yen, T. (2011), “Competency analysis of top
managers in the Taiwanese hotel industry”, International Journal of Hospitality Management,
Vol. 30 No. 4, pp. 1044-1054.
Katz, R.L. (1955), “Skills of an effective administrator”, Harvard Business Review, Vol. 33 No. 1,
pp. 33-42.
Katz, R.L. (1974), “Skills of an effective administrator”, Harvard Business Review, Vol. 52 No. 5,
pp. 90-102.
Kay, C. and Moncarz, E. (2004), “Knowledge, skills, and abilities for lodging management success”,
Cornell Hotel and Restaurant Administration Quarterly, Vol. 45 No. 3, pp. 285-298.
Kay, C. and Moncarz, E. (2007), “Lodging management success: personal antecedents, achievements,
KSAs and situational influencers”, International Journal of Hospitality Management, Vol. 26
No. 1, pp. 33-48.
Kay, C. and Russette, J. (2000), “Hospitality-management competencies: identifying manager’s essential
skills”, Cornell Hotel and Restaurant Administration Quarterly, Vol. 41 No. 2, pp. 52-63.
Kotter, J. (1999), “What effective general managers really do”, Harvard Business Review, March-April,
pp. 146-159.
Kralj, A.L., Downey, J.F., Solnet, D.J. and Brown, K. (2009), “Formal education and lodging manager’s
competence: an industry update”, The International CHRIE Conference-Refereed Track,
available at: http://scholarworks.umass.edu/refereed/Sessions/Wednesday/20 (accessed 12 July
2015).
IJCHM Ladkin, A. (2002), “Career analysis: a case study of hotel general managers in Australia”, Tourism
Management, Vol. 23 No. 4, pp. 379-388.
29,1
Ladkin, A. and Juwaheer, T.D. (2000), “The career paths of hotel general managers in Mauritius”,
International Journal of Contemporary Hospitality Management, Vol. 12 No. 2, pp. 119-128.
Lenehan, T. (2000), “A study of management practices and competences within effective organisations
in the Irish tourism industry”, The Service Industries Journal, Vol. 20 No. 3, pp. 19-42.
412 Li, L., Tse, E. and Xie, L. (2007), “Hotel general manager profile in China: a case of Guangdong province”,
International Journal of Contemporary Hospitality Management, Vol. 19 No. 4, pp. 263-274.
McClelland, D.C. (1973), “Testing for competence rather than for intelligence”, American Psychologist,
Vol. 28 No. 1, pp. 1-14.
Mayo, C. and Thomas-Haysbert, C. (2005), “Essential competencies needed by hospitality and tourism
management graduates as determined by industry professionals and hospitality educators”, The
Consortium Journal, Vol. 9 No. 2, pp. 5-17.
Mintzberg, H. (1975), “The manager’s job: folklore and fact.”, Harvard Business Review, July-August,
pp. 49-61.
Moncarz, E. and Kay, C. (2005), “The formal education and lodging management success relationship”,
Journal of Hospitality and Tourism Education, Vol. 17 No. 2, pp. 36-45.
Morey, R.C. and Dittman, D.A. (2003), “Evaluating a hotel GMs performance: a case study in
benchmarking”, Cornell Hotel and Restaurant Administration Quarterly, Vol. 44 No. 4, pp. 53-59.
Nebel, E. and Ghei, A. (1993), “A conceptual framework of a hotel manager’s job”, Journal of Hospitality
& Tourism Research, Vol. 16 No. 3, pp. 27-38.
Nebel, E., Lee, J. and Vidakovic, B. (1995), “Hotel general manager career paths in the United States”,
International Journal of Hospitality Management, Vol. 14 No. 3, pp. 246-260.
Okeiyi, E., Finley, D. and Postel, T.R. (1994), “Food and beverage management competencies: educator,
industry and student perspectives”, Hospitality & Tourism Educator, Vol. 6 No. 4, pp. 37-40.
Orr, J.E., Sneltjes, C. and Guangrong, D. (2010), Best Practices in Developing and Implementing
Competency Models, The Korn/Ferry Institute, New York, NY.
Raybould, M. and Wilkins, H. (2006), “Generic skills for hospitality management: a comparative study
of management expectations and student perceptions”, Journal of Hospitality and Tourism
Management, Vol. 13 No. 2, pp. 177-188.
Ryan, B., Tavitiyaman, P. and Weerakit, N. (2009), “The impact of gender, age and education related to
leadership competencies needed for success as hotel general manager”, The International CHRIE
Conference-Refereed Track, available at: http://scholarworks.umass.edu/refereed/Sessions/
Saturday/6 (accessed 7 July 2015).
Sandwith, P. (1993), “A hierarchy of management training requirements: the competency domain
model”, Public Personnel Management, Vol. 22 No. 1, pp. 43-62.
Shariff, N.M. and Abidin, A.Z. (2015), “Developing an index of the Malaysian tourism and hospitality
graduates competencies”, International Journal of Business and Society, Vol. 16 No. 3,
pp. 422-435.
Spencer, L.M.J. and Spencer, S.M. (1993), Competence at Work: Models for Superior Performance, John
Wiley & Sons, New York, NY.
Staton-Reynolds, J.A., Ryan, B. and Scott-Halsell, S. (2009), “A comparison of skills considered
important for success as an entry level manager in the hospitality industry vs.the skills recent
graduates possess”, The International CHRIE Conference-Refereed Track, available at: http://
scholarworks.umass.edu/refereed/Sessions/Wednesday/20 (accessed 1 August 2015).
Suh, E., West, J.J. and Shin, J. (2012), “Important competency requirements for managers in the
hospitality industry”, Journal of Hospitality, Leisure, Sport & Tourism Education, Vol. 11 No. 2,
pp. 101-112.
Sui, V. (1998), “Managing by competencies : a study on the managerial competencies of hotel middle Competencies
managers in Hong Kong”, International Journal of Hospitality Management, Vol. 17 No. 3,
pp. 253-273.
of hotel
Tas, R.F. (1988), “Teaching future managers”, Cornell Hotel and Restaurant Administration Quarterly,
general
Vol. 29 No. 2, pp. 41-43. managers
Tas, R.F., LaBrecque, S.V. and Clayton, H.R. (1996), “Property-management competencies for
management trainees”, Cornell Hotel and Restaurant Administration Quarterly, Vol. 37 No. 4,
pp. 90-96. 413
Tavitiyaman, P., Weerakit, N. and Ryan, B. (2014), “Leadership competencies for hotel general
managers: the differences in age, education, and hotel characteristics”, International Journal of
Hospitality & Tourism Administration, Vol. 15 No. 2, pp. 191-216.
Testa, M.R. and Sipe, L. (2012), “Service-leadership competencies for hospitality and tourism
management”, International Journal of Hospitality Management, Vol. 31 No. 3, pp. 648-658.
Tsai, F.C., Goh, B.K., Huffman, L. and Wu, C.K. (2006), “Competency assessment for entry-level lodging
management trainees in Taiwan”, Chinese Economy, Vol. 39 No. 6, pp. 49-69.
Walker, J.R. (2004), Introduction to Hospitality Management, Pearson Prentice-Hall, Upper Saddle River,
NJ.
Walsh, K. and Koenigsfeld, J.P. (2015), “A competency model for club leaders”, Cornell Hospitality
Reports, Vol. 15 No. 8, pp. 6-16.
White, R.W. (1959), “Motivation reconsidered: the concept of competence”, Psychological Review, Vol. 66
No. 5, pp. 297-334.
Woodruffe, C. (1993), “What is meant by a competency?”, Leadership & Organization Development
Journal, Vol. 14 No. 1, pp. 29-36.
Woods, R., Rutherford, D., Schmigdall, R. and Sciarini, M. (1998), “Hotel general managers: focused on
the core business”, Cornell Hotel and Restaurant Administration Quarterly, Vol. 39 No. 6,
pp. 39-44.
WTTC (2015), Travel & Tourism – Economic Impact 2015 India, World Travel & Tourism Council,
London.
IJCHM Appendix
29,1
No. Cognitive or conceptual competencies References
1 Strategic thinking
Ability to scan the business environment and anticipate Lenehan, 2000; Brophy and Kiely,
414 emerging opportunities and challenges to develop well- 2002; Chung-Herrera et al., 2003;
informed strategies Brownell, 2004; Jeou-Shyan et al.,
2011; Suh et al., 2012
2 Decision-making skills
Ability to make well-informed, effective and timely Chung-Herrera et al., 2003;
decisions, while keeping in mind the impact and Brownell, 2004; Jeou-Shyan et al.,
implications of the decision 2011; Suh et al., 2012; Testa and
Sipe, 2012
3 Creativity and Innovation
Ability to develop new insights into situations, question Lenehan, 2000; Chung-Herrera
conventional approaches and design and implement et al., 2003; Brownell, 2004; Jeou-
new or cutting edge initiatives Shyan et al., 2011; Suh et al., 2012
4 Systems thinking
Ability to see the big picture and focus on the root Lenehan, 2000; Chung-Herrera
cause of a problem by examining the linkages and et al., 2003; Testa and Sipe, 2012
interactions between components of a defined entity or
a system
5 Information gathering skills
Ability to gather relevant information and business Lenehan, 2000; Kay and Moncarz,
intelligence required for decision-making by skilfully 2004; Testa and Sipe, 2012
probing multiple sources for facts and details
6 Planning prowess
Ability to establish a systematic course of action to Brophy and Kiely, 2002; Chung-
ensure accomplishment of specific objectives by setting Herrera et al., 2003; Brownell,
priorities, goals and timetables 2004; Testa and Sipe, 2012
7 Critical thinking and analytical skills
Ability to reach well-reasoned conclusions and Lenehan, 2000; Chung-Herrera
solutions, grounded in logic, on the basis of et al., 2003; Jeou-Shyan et al., 2011
observation, interpretation, inference, analysis and
evaluation
8 Risk taking
Ability to take calculated risks to achieve Lenehan, 2000; Chung-Herrera
organisational goals by pushing forward with et al., 2003; Testa and Sipe, 2012
important initiatives in the face of uncertainty
9 Change management
Table AI. Ability to deal with change, articulate a compelling Lenehan, 2000; Brophy and Kiely,
Framework for change vision, manage the change process and energise 2002; Chung-Herrera et al., 2003;
competencies of it by removing barriers and/or accelerating its pace Suh et al., 2012; Testa and Sipe,
general managers of 2012
hotels (continued)
No. Functional or technical competencies References
Competencies
of hotel
10 Service orientation general
Attentiveness and willingness to deal with guest Brophy and Kiely, 2002; Chung-
requests, complaints and problems promptly Herrera et al., 2003; Jeou-Shyan managers
et al., 2011; Suh et al., 2012; Testa
and Sipe, 2012
11 Business and Industry expertise 415
Ability to understand and keep abreast of business Lenehan, 2000; Chung-Herrera
trends that affect the organisation and its stakeholders et al., 2003; Brownell, 2004; Jeou-
Shyan et al., 2011; Suh et al., 2012
12 Revenue management skills
Ability to understand customers’ perception of product Brownell, 2004; Kay and
value and optimise product availability and price Moncarz, 2004; Jeou-Shyan et al.,
within each customer segment to maximise revenue 2011;
13 Interviewing and selection skills
Ability to assess potential candidates’ job-fit and Lenehan, 2000; Kay and Moncarz,
organisation-fit based on their knowledge, skills, 2004; Jeou-Shyan et al., 2011; Suh
attitudes (KSA) and personality et al., 2012
14 Commitment to quality
Promotion of a strong internal culture of quality with Lenehan, 2000; Kay and Moncarz,
the ultimate responsibility for implementing quality 2004; Jeou-Shyan et al., 2011
standards within the organisation
15 Resource allocation skills
Ability to develop and use criteria for ensuring the Lenehan, 2000; Jeou-Shyan et al.,
optimal use of available resources 2011; Testa and Sipe, 2012
16 Crisis management skills
Ability to maintain calm in the midst of chaos and Lenehan, 2000; Brownell, 2004;
handle the pressures of a crisis through multitasking Jeou-Shyan et al., 2011
and delegation
17 Employee performance appraisal skills
Ability to implement employee performance Lenehan, 2000; Brownell, 2004;
management systems to align employee performance Kay and Moncarz, 2004
with performance targets
18 Ability to manage stakeholders
Ability to effectively engage with internal and external Chung-Herrera et al., 2003; Suh
stakeholders, i.e. employees, management, shareholders et al., 2012; Testa and Sipe, 2012
by appropriately managing their expectations
19 IT (computer) skills
Basic computer literacy skills and knowledge of Lenehan, 2000; Agut et al., 2003;
operations management systems such as hotel property Brownell, 2004; Kay and
management systems and POS systems Moncarz, 2004
20 Financial analysis and cost control
Ability to monitor expenditures and utilise cost-benefit Lenehan, 2000; Brophy and Kiely,
analysis to vet financial plans and decisions 2002; Agut et al., 2003; Kay and
Moncarz, 2004; Jeou-Shyan et al.,
2011; Testa and Sipe, 2012
21 Knowledge of statutory compliances
Knowledge of statutory requirements related to the Lenehan, 2000; Jeou-Shyan et al.,
establishment and operation of hotels such as licenses, 2011; Suh et al., 2012
permissions and other legal compliances
(continued) Table AI.
IJCHM No. Social or interpersonal competencies References
29,1
22 Effective communication skills
Ability to express oneself clearly to get the message Lenehan, 2000; Brophy and Kiely,
across succinctly and effectively 2002; Chung-Herrera et al., 2003;
Brownell, 2004; Kay and
Moncarz, 2004; Jeou-Shyan et al.,
416 2011; Suh et al., 2012; Testa and
Sipe, 2012
23 Cultural intelligence
Knowledge about diverse cultures and intrinsic desire Brownell, 2004; Jeou-Shyan et al.,
and ability to engage in cross-cultural encounters while 2011; Suh et al., 2012
displaying cultural sensitivity and mindfulness
24 Networking skills
Ability to develop and maintain contacts, partnerships Lenehan, 2000; Chung-Herrera
and alliances through a personalised approach and use et al., 2003; Testa and Sipe, 2012
this network to advance work-related goals
25 Conflict management and resolution skills
Ability to negotiate differences in a calm, non-defensive Agut et al., 2003; Chung-Herrera
manner and resolve matters by devising creative et al., 2003; Brownell, 2004
resolutions to problems
26 Teamwork orientation
Ability to co-ordinate the efforts of team members and Lenehan, 2000; Brophy and Kiely,
work effectively to advance the collective goals through 2002; Agut et al., 2003; Chung-
collaboration and co-operation Herrera et al., 2003; Brownell,
2004; Kay and Moncarz, 2004;
Jeou-Shyan et al., 2011; Testa and
Sipe, 2012
27 Diversity management skills
Ability to reduce discrimination and promote equal Chung-Herrera et al., 2003;
opportunity for all regardless of race, gender, lifestyle Brownell, 2004; Jeou-Shyan et al.,
or disability 2011
28 Fostering motivation
Ability to create conducive ambience at the workplace Brophy and Kiely, 2002; Chung-
by inspiring and empowering others to take purposeful Herrera et al., 2003; Kay and
action Moncarz, 2004
29 Active listening skills
Ability to listen to and understand spoken and Lenehan, 2000; Chung-Herrera
unspoken concerns and thoughts of others et al., 2003; Brownell, 2004; Suh
et al., 2012
30 Developing others
Ability to guide others to develop and contribute to the Lenehan, 2000; Chung-Herrera
organisation by providing constructive feedback and et al., 2003; Brownell, 2004; Kay
offering formal and informal learning opportunities and Moncarz, 2004; Jeou-Shyan
et al., 2011; Testa and Sipe, 2012
Table AI. (continued)
No. Meta competencies References
Competencies
of hotel
31 Emotional resilience and composure general
Ability to remain calm and confident in face of Lenehan, 2000; Agut et al., 2003;
provocation and adversity Jeou-Shyan et al., 2011 managers
32 Optimism
Positive outlook and the ability to create a feeling of Agut et al., 2003; Brownell, 2004;
bonhomie Jeou-Shyan et al., 2011; Testa and 417
Sipe, 2012
33 Achievement orientation
Passion for work, driven by motivations other than Lenehan, 2000; Agut et al., 2003;
money or status, such as genuine hospitality towards Testa and Sipe, 2012
guests
34 Self-awareness
Ability to reflect and introspect on various aspects of Lenehan, 2000; Jeou-Shyan et al.,
one’s personality, behaviour, emotions, motivations and 2011; Testa and Sipe, 2012
thought processes
35 Self-confidence
Belief in one’s abilities to handle routine as well as Lenehan, 2000; Agut et al., 2003;
challenging tasks and work situations Brownell, 2004; Testa and Sipe,
2012
36 Self-management
Ability to regulate rational and emotional operations of Agut et al., 2003; Jeou-Shyan
the mind in a balanced way and think before acting et al., 2011; Testa and Sipe, 2012
37 Initiative
Propensity to do more than is minimally required by Lenehan, 2000; Agut et al., 2003;
the job description by seeking out and/or accepting Testa and Sipe, 2012
additional responsibilities in the context of the job
38 Diplomacy
Ability to navigate complex, sensitive situations with Lenehan, 2000; Chung-Herrera
internal and external stakeholders with tact and savvy et al., 2003; Testa and Sipe, 2012
39 Time management
Ability to manage one’s time through self-discipline, Lenehan, 2000; Agut et al., 2003;
controlling interruptions, setting priorities and meeting Chung-Herrera et al., 2003;
deadlines Brownell, 2004; Testa and Sipe,
2012
40 Ethics and integrity
Propensity to act in an honest and trustworthy manner Lenehan, 2000; Agut et al., 2003;
based on moral conviction to do the right thing Chung-Herrera et al., 2003;
Brownell, 2004; Suh et al., 2012
41 Adaptability and flexibility
Ability to change behavioural style or method of Lenehan, 2000; Agut et al. 2003;
approach as appropriate to meet the needs of the Chung-Herrera et al., 2003;
situation Brownell, 2004
42 Tenacity and perseverance
Mental strength to persistently pursue long-term goals Agut et al., 2003; Chung-Herrera
despite occasional failure or adversity et al., 2003; Brownell, 2004
43 Openness and willingness to learn
Commitment to personal and professional development Lenehan, 2000; Chung-Herrera
and the drive to update one’s knowledge and skills et al., 2003; Suh et al., 2012; Testa
and Sipe, 2012 Table AI.
IJCHM About the authors
Sonia Bharwani received her MBA in International Business, from Manchester Business School in
29,1 the UK. She was an MBA Exchange Student at the Fuqua School of Business, Duke University,
North Carolina, USA. A university topper in M.Com, Sonia has over 12 years of experience teaching
management in premier colleges in Mumbai, Gurgaon, Ahmedabad and Shimla, and nine years
industry experience in the area of finance in a Mumbai-based private trading organisation. She has
submitted her PhD thesis in Business Administration to Aligarh Muslim University. She has to her
418 credit publications and research papers presented at international forums. Her areas of interest
include general management, hospitality management, human resource management and
marketing. Sonia Bharwani is the corresponding author and can be contacted at: sondav100@
gmail.com
Parvaiz Talib holds an MBA and PhD in the area of Stress Management. He has teaching experience
of more than 25 years. His areas of research are stress management, strategy, CSR and human resource
management. He has published papers in national and international journals such as Vikalpa, Indian
Police Journal and International Journal of Logistics Systems and Management.
For instructions on how to order reprints of this article, please visit our website:
www.emeraldgrouppublishing.com/licensing/reprints.htm
Or contact us for further details: permissions@emeraldinsight.com