Using competency approach to understand essential managerial competencies of hotel middle managers in Hong Kong

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Using competency approach to understand essential managerial competencies of hotel middle managers in Hong Kong


Author: Siu, King-yan Vickie
Title: Using competency approach to understand essential managerial competencies of hotel middle managers in Hong Kong
Degree: M.B.A.
Year: 1996
Subject: Hotel management -- China -- Hong Kong
Middle managers
Executive ability
Hong Kong Polytechnic University -- Dissertations
Department: Dept. of Management
Pages: viii, 93 leaves ; 30 cm
Language: English
InnoPac Record:
Abstract: The hotel industry is characterized by intensive labour, intangible product, diverse operations, immediate problem and various and fragment managerial work (Ghei and Nebel III, 1994). These specific characteristics demand middle managers to be competent enough to go beyond managing and lead, to reinforce the senior management vision, to build team spirit and morale among subordinates and to be role models to their staff. The research project aims to identify the managerial competencies deemed essential for these managers who are right in the middle between senior managers and first line managers and operational staff. A survey on 568 hotel senior managers representing eight major functions (food and beverage, front office, housekeeping, accounts, human resources, sales and marketing, public relations and engineering) was conducted in July 1995. It was found that the competencies considered to be essential for their middle management subordinates were being both different from and similar to the Management Development Center (MDC) findings on competencies essential for middle managers of the private sector. The survey also reviewed the existence of a gap between the competencies that the hotel senior managers perceived as important and the extent to which they are perceived to be possessed by the hotel middle managers. Furthermore, the research identified more commonality than difference in perception of competencies of senior managers employed with hotels with different sizes, management background, clientele base and finally their personal education background and functional responsibilities at work. This reflected the possible existence of generic competencies for managers across the hotel industry. At the end of the project, the author recommended the development of a competency model for hotel middle managers. The model could be useful in selection, performance appraisal, career planning, training and development and the like. Finally, a set of training and development programs to enhance middle managers' performance was suggested. The recommendation was based on the top three managerial competencies as ranked important by the hotel senior managers.

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