A Competency Analysis of Hotel General Managers

• Main Authors: Ho, Hsuan-Hsuan, 何宣萱
• Other Authors: Horng, Jeou-Shyan
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/34532778999074601275

博士 === 國立臺灣師範大學 === 人類發展與家庭學系 === 99 === The concept of competency had been widely applied on human resource management practices (Boyatzis, 1982; Spencer & Spencer, 1993). It has also become a trend in organizations and international chain hotels, to develop a competency model on managers as guidance on performance assessment for managers or any potential leaders, regarding their competencies as needed for them to be successful in their jobs (Chung-Herrera et al., 2003; O’Fallon & Rutherford, 2010). As Peter Drucker has noted that the competence and performance of managers determine the fate of the company (Drucker, 1989), and the managers play important roles in a company‘s success. Therefore, on the basis of importance for the competency of the managers, the purpose of this study is to make analysis on the competency of the general managers (GMs) in the hotel industry of Taiwan, in order to develp a competency model required by the hotel GMs. Furthermore, to identify the relationships and importance among each competency factors. A three-stage research design is adopted in this study, using both qualitative and quantitative approaches, to include: (1) with qualitative research for document analysis, literature review and depth interview in the first stage, to develop a conceptual framework of hotel GM’s competency profile; (2) using Fuzzy Delphi method in the second stage, in order to determine the competency perspectives and criteria required by the General Managers of the hotel industry; (3) utilizing DANP (DEMATEL base on ANP) to analyze the proposed competency model in the study, to understand dynamic influential relationships and degree of importance between various competency perspectives and criteria for the General Managers of the hotel industry. The results demonstrate a “competency model for the hotel GM”, which includes five major competency perspectives with 20 criteria: 1. Strategic and Conceptual competency: including five competency criteria as vision, analytical, strategic management, implementation, problem-solving, and crisis management. 2. Leadership and communication competency: including four competency criteria, as interrelationship, communication, leadership, and foreign language ability. 3. Cultural and esthetics competency: including three competency criteria, as culture, creativity, and esthetics. 4. Self-conceptual competency: including two competency criteria, as self-management and attitude. 5. Technical competency: to consist of five competency criteria, as on-site management, human resource management, financial management, sales and marketing, and information application capability. DANP results reveal the ranking of importance for the five competency perspectives respectively as: “Strategic and Conceptual competency”, “Technical competency”, “Leadership and communication competency”, “Self-conceptual”, and “Cultural and esthetics competency”. Moreover, the “Strategic and Conceptual competency” is the most critical competency required by the General Managers of hotel industry.