Identifying Management Initiatives to Support International Hospitality Workforces. Focusing on the organizational behavior management aspect of the hospitality industry during this pandemic and the need to turn a profit. Regulation uncertainties and changes raise confusion and lower customer confidence.
Sources:
- Aharon, D. Y., Jacobi, A., Cohen, E., Tzur, J., & Qadan, M. (2021). Covid-19, government measures and hospitality industry performance. PLOS ONE, 16(8). https://doi.org/10.1371/journal.pone.0255819
This research study references literature and statistics on the government’s impact and intervention in various industries, specifically the hospitality industry, during the onset of the COVID-19 Pandemic. The research explores the direct impact on stock returns and assets that resulted from government intervention, or lack thereof. An industry like hospitality suffers from a high economic vulnerability and can be compromised by many unforeseen factors. Uncertainty about the future is a progressive issue that has resulted from the pandemic, and this uncertainty is very detrimental in the hospitality spectrum. Families are much less willing to relinquish their disposable income on trips, tours, or excursions that may not even happen. The literature also goes in-depth into the measurements of the stock market response to the pandemic and proceeding lockdowns. As a manager in the present day, researching the standards that were and weren’t in place at the time of an event like COVID should be a distinguishing factor going forward.
- All, and Nikos Ntounis. “Tourism and Hospitality Industry Resilience during the COVID-19 Pandemic: Evidence from England.” Taylor & Francis, https://www.tandfonline.com/doi/full/10.1080/13683500.2021.1883556
This article discusses the tourism and hospitality industry and the effects that COVID-19 had on it. The scale and effects of COVID-19 on hospitality and tourism are monumental. Some of the effects this pandemic had on this industry were travel bans, quarantine restrictions, closures of borders, tourist accommodation, and the grounding of flights. COIVD has had a devastating economic impact on the hospitality and tourism industry. Not only were there economic setbacks, but social setbacks as well. This article goes in-depth on the struggles that managers faced while in this pandemic. With the ever-changing protocols during this pandemic, it was challenging for managers to adjust their business strategies and navigate this pandemic world. Managers had to come up with alternate ways to turn a profit and to keep their business afloat. Many companies didn’t survive during this pandemic, it takes acute problem-solving skills and a strategic manager to navigate these challenging times. This article also includes many studies on businesses during this pandemic and how they were able to operate.
- Hamouche, S. (2021). Human Resource Management and the COVID-19 Crisis: Implications, Challenges, Opportunities, and Future Organizational Directions. Journal of Management & Organization. Retrieved February 1, 2022, from https://www.cambridge.org/core/journals/journal-of-management-and-organization/article/human-resource-management-and-the-covid19-crisis-implications-challenges-opportunities-and-future-organizational-directions/6857481FD64558659EE4C17C6DAE9AB9 .
This article provides a general overview of problems faced by managers and human resource management (HRM) practitioners as a result of the COVID-19 pandemic/crisis. It is undeniable that COVID-19 has drastically altered not only the ways in which people conduct business but also their day-to-day activities outside of work. A changing workforce requires managers to adapt to these new challenges and perspectives in order to remain effective. Some of the specific areas of challenge explored in the article include working conditions, staffing, and performance management. Working conditions have changed significantly in that most companies have made to switch to remote work if able, which presents a unique challenge to managers who are having to manage their employees without being able to be physically present. As many companies have suffered from at least some degree of financial loss, staffing has been an issue since managers have been forced to make very difficult choices as companies continue to downsize and lay off more employees. Managing and maintaining good employee performance has also been made more difficult in many cases as employees and their families continue to be impacted by the pandemic outside of the workplace by getting sick, family/home distractions, isolation/lack of communication, etc.
- Brizek, M. G., Frash, R. E., McLeod, B. M., & Patience, M. O. (2021, February). Independent Restaurant Operator Perspectives in the wake of the covid-19 pandemic. International journal of hospitality management. Retrieved February 2, 2022, from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7674148/
This peer review source researches primarily the restaurant industry in South Carolina and what caused most financial and other damages due to the Covid-19 Pandemic. During the begging of the pandemic restaurants, we were forced to close their doors to indoor dining for 60 days, and then we were able to open up with a suggestion of 50% capacity. Many restaurants fought to stay in business and historically during similar crises were willing to conduct “…deception or unethical conduct, to ensure the survival of the business.” This article stated that among US employment the restaurant was the second-largest many were determined on staying afloat. Surveys were conducted in this article outlining success that in hopes information would be beneficial to management in the restaurant industry. The primary issue with regaining business after reopening was gaining customer confidence in a safe location. Nearly 95% of restaurants scrapped indoor dining and rearranged. Other methods such as take out and outdoor dining based on success suggested that customer confidence was increased. In areas of industry such as hospitality/dining customer confidence is king.
- Michel: Chen, C.-C., Zou, S. (S., & Chen, M.-H. (2022). The fear of being infected and fired: Examining the dual job stressors of hospitality employees during COVID-19. International Journal of Hospitality Management, 102, 103131. https://doi.org/10.1016/j.ijhm.2021.103131
This article speaks about the other side of covid 19 in the hospitality industry by speaking about the struggles of employees, not the guest. The industry of Hospitality through covid has lost billions of dollars due to covid 19 and its new variants, however, another struggle that this industry is facing is the loss of jobs in this industry, which goes hand in hand with the lack of money coming into the industry. It has been constant up and down with hotels having to lay off with higher restrictions with fewer profits and then fewer restrictions with higher profits which then leads to a need for staff. Also, this job instability has led to lots of employees leaving due to a lack of job security. I feel that this article directly speaks towards this project because it shows us how this industry is having to deal with the pandemic on a whole new level with each new set of regulations. This leads right into what we are speaking about in how this industry is in a constant state of frenzy.
Fiona Tracey, Alec Robinson, Michael Philhowe, Madeline Thielman, and Michel Shideler