Humanised Tourism - People at the core
DOI:
https://doi.org/10.57883/thij18(2)2022.31106Abstract
Managing people, means knowing them first of all. Van Scotter and Culligan (2003) advocate research as the understanding of a phenomenon, as it may lead, in the long run, to improvements in management, the development of better operational practices or more competitive strategies. The notion that organisational development and performance of hospitality service firms depend on the assumptions of employees, has received increasing acceptance in the literature (Lord and Emrich, 2000; Schneider et al., 2005). To be able to reinforce, challenge or change workers' basic assumptions, hotel managers need to have a clear knowledge and accurate description of basic worker assumptions (dimensions and hierarchies) and their patterns (correlations between dimensions).
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Copyright (c) 2021 This work is licensed under a Creative Commons - Attribution 4.0 International (CC BY 4.0)
This work is licensed under a Creative Commons Attribution 4.0 International License.
This work is published under the Creative Commons Attribution 4.0 International License.
