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Tom Baum, Vanessa Amoah, Sheryl Spivack

The Authors

 Glasgow, Vanessa Amoah, Depment of Management, University of Buckingham, Buckingham, UK

Sheryl Spivack, Institute of International Studies, The George Washington University, Washington, DC, 

 

Develops the view that is a central strategic and operational concern within the tourism and hospitality industries, with implications for quality and market positioning of tourism at local, regional and national levels. Suggests that all stakeholders, be they or private sector, visitor or host community, would benefit from a close integration of human resource, labour market and education policies. Presents two studies which substantiate this view: one which generally examines policies for human resource development, and another which addresses the issues involved.

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icle type: Wholly Theoretical.

Keywords: ,, Policy, , Tourism, .

Content Indicators: Research Implications*** Practice Implications*** Originality** Readability*

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International Journal of Contemporary Hospitality Management

Volume 9 Number 5/6 1997 pp. 221-229

Copyright © MCB University Press ISSN 0959-6119

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Introduction

The delivery of quality products and services, within international tourism and hospitality, reflects an increasing focus on intangibles and the role of what can be styled the "human factor". Companies struggle to create clear distinction and consumer recognition of added value on the basis of physical product differentiation (Balmer and Baum, 1993) except within a relatively limited band of the market. Airline brand relaunches (new first- and business-class products) and the executive floor products, within the hotel sector, represent a small proportion of the global market and trends in this direction are counter-balanced by the growing strength of budget or economy products (hotels and no-frills airlines) in Europe and North America, catering for both the leisure and business customer. There is considerable evidence to support the notion that there has been a merging of the tourism experience, in physical product terms, across the range of ated quality levels. The introduction of "Business First" products by airlines offers consumers what is claimed to be a first-class environment for business-class price, while budget to mid-range hotel rooms offer a range of facilities which are not significantly different from some products in the four-star range. This trend is one which has, in part, created the need to focus on service delivery as an alternative differentiator in the marketplace. The Marriott empowerment series of advertisements is a good example of recognition of this focus by a major hospitality corporation.

A "people" focus, within tourism and hospitality, is by no means new and successful organizations such as Disney, British Airways, Airlines, Marriott and Ritz Carlton have developed strong reputations for their recognition of the role which their staff play in meeting customer expecta