Competency In Hospitality

The concept of competency is becoming increasingly more important in human resource management in many industries. The hotel industry also responds in like manner to the use of competencies in human resource management as this industry is people focused and labour intensive. The overarching perspective of competency at an individual level has been defined as the underlying work-related characteristics such as knowledge, skills, attitude, beliefs, motives, and traits (Youngmi Kim et. al, pp.1-18, 2011). Previous studies pointed out that these characteristics play a pivotal role in fostering managerial abilities including problem solving, analytical thinking, and leadership (Boyatzis, 1982; Chen & Naquin, 2006; McCllenland, 1973; Mirabille, 1997;

As posted by the Treasury Board of Canada Secretariat, all employees need to know what is expected of them at work and know how they are doing. No one can do their best without clear direction and continuing, constructive feedback on their work completion. All employees should know why their work matters and be told when they are doing a good job. Likewise, no one can reach their full potential without feedback on what they need to improve. To develop and excel at work, everyone needs guidance, support and encouragement. This is an issue that is frequently ignored among managers that can cause dissatisfaction within employees that finally leads to leaving their jobs.

Many managers find conducting employee performance management a challenge particularly when an employee’s performance needs improvement. Small businesses are especially vulnerable to issues of poor performance because each employee makes up a large percentage of the business’s workforce. In addition, poor performance issues can affect both operations and the morale of peers who have to do the work that needs to be done (Institute of Hospitality, Dec