| CODE | TRS3271 | ||||||||||||
| TITLE | Human Resources and Work Relations in Tourism | ||||||||||||
| UM LEVEL | 03 - Years 2, 3, 4 in Modular Undergraduate Course | ||||||||||||
| MQF LEVEL | 6 | ||||||||||||
| ECTS CREDITS | 4 | ||||||||||||
| DEPARTMENT | Tourism Management | ||||||||||||
| DESCRIPTION | This study-unit provides an overview of the social, legal, psychological, ethical and strategic dimensions of human resource management and work relations. The learning material helps students explore knowledge in a select number of topical human resources and work relations issues, applying learned knowledge to real-life situations. In this study unit students will cover topics related to selection and recruitment procedures, staff training, development and performance management, and organisational change. While understanding employment relations, students will learn about employment law, labour market issues, wage and payment systems, and occupational health and safety. Students are also provided with an opportunity to explore how to manage the complex relationships between employers and employees. These themes will provide students with the necessary tools to advise tourism and hospitality organisations regarding staffing needs to ensure the delivery of the core business effectively and efficiently. Study-unit Aims: The aim of this unit is to acquaint students with the principles governing collective relations within the tourism industry and the interactive processes followed by employers and employees within organisations. Students are provided with opportunities to explore the basic functions of the human resource manager in hospitality and travel organizations. In addition students are encouraged to develop those skills related to human resource management practices. This study unit also provides an opportunity to explore contemporary issues in the management of human capital in the hotel and tourism industry, within both macro- and micro-perspectives. A basic aim is to familiarise students with how organizational culture impacts human capital, how to effectively staff your team and how to manage employee motivation. Learning Outcomes: 1. Knowledge & Understanding By the end of the study-unit the student will be able to: - Understand HR issues in the tourism and cultural sector; - Define and describe “employment law,” the legislation directly addressing employer-employee relations and review selected labor-related legislation; - Discuss guidelines that are helpful in facilitating the work of staff members belonging to difference generations; - Examine how cultural differences have an impact on tourism activity; - Identify ways to motivate and retain staff in the challenging industry of Hospitality and Tourism. 2. Skills By the end of the study-unit the student will be able to: - Explore ethnic, cultural diversity, and social responsibility issues in the Hospitality and Tourism workplace; - Assess work relations and group dynamics in the Hospitality and Tourism workplace; - Apply effective communication to address professional growth among organisation teams; - Assess various team dynamics to critically strategize positive solutions. Main Text/s and any supplementary readings: Main Text - Nickson, D. (2007). Human Resource Management for the Hospitality and Tourism Industries: Elsevier. Additional material will be provided by lecturer |
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| STUDY-UNIT TYPE | Lecture | ||||||||||||
| METHOD OF ASSESSMENT |
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| LECTURER/S | Eugenia Sammut Paul Gauci |
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The University makes every effort to ensure that the published Courses Plans, Programmes of Study and Study-Unit information are complete and up-to-date at the time of publication. The University reserves the right to make changes in case errors are detected after publication.
The availability of optional units may be subject to timetabling constraints. Units not attracting a sufficient number of registrations may be withdrawn without notice. It should be noted that all the information in the description above applies to study-units available during the academic year 2024/5. It may be subject to change in subsequent years. |
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