Abstract
Abstract. The article defines that intellectual capital should be considered as one of the key factors of successful realization and provision of tourist services when the level of material stocks and raw materials resources reduce. The main feature of effective tour operator’s business is the formed intellectual potential, first of all, the staff, which has value-oriented professional knowledge, ambition, creativity, and the efficiency of each employee’s work is the key source of innovative changes for any enterprise. The accumulated knowledge and experience transform the staff into intellectual capital that is the resource of growth and development of tour operators. In such a situation, the administration of the tourist enterprises should use efficient tools for attracting professional employees, which are the basis of the intellectual capital of the company. However, the results of a survey among Ukrainian students who study in the field of tourism indicate a passive position of leading tourism operators’ directors in the process of finding and attracting tourism industry professionals to work for these companies. The directors of tour operators do not pay attention to HR brand formation that by the way generates the overall image and reputation of the tourist company. As a result, we have a significant staff turnover in companies that are in the top 10 leading employers in the tourism sector. It is an obstacle to form intellectual capital of organizations, that affects the performance. On other hand, well-formed employer brand enhances the company reputation, which is a proven mechanism for evaluating the partnership’s stability and business strategy. The right policy for the human resources formation creates a special professional intellect, and if tour operators use it, it transforms into intellectual capital for the firm and into intellectual property for the employee. The successful implementation of co-branding (a joint brand «employee company») enhances the image and reputation components that are intended to ensure stable positive financial results that is the most important condition for strategic company development, even in the conditions of fierce competitive struggle. Keywords: intellectual capital, tour operator, reputation capital, co-branding, HR-brand. JEL Classification D69, F15, H73, L14, R11 Formulas: 0; fig.: 4; tabl.: 1; bibl.: 10.
Highlights
Features of the production process of tourist services and the process of customer service require using separate approaches to evaluate the level of development and leading properties of the management system of organization, which makes it possible to identify and evaluate the strengths and weaknesses, reserves of potential realization, competitive position in the market
In order to determine the effectiveness of the efforts of tourist operators aimed at forming their intellectual capital, in September-October 2019, a survey was conducted of students of 3—4 courses and graduates of higher educational establishments of III-IV accreditation levels, who are training in the specialty «Tourism» and «Management», as well as staff of tour operators and travel agents
The situation in the labor tourism market indicates that the leading tour operators do not carry out work on their own positioning as promising employers
Summary
Features of the production process of tourist services and the process of customer service require using separate approaches to evaluate the level of development and leading properties of the management system of organization, which makes it possible to identify and evaluate the strengths and weaknesses, reserves of potential realization, competitive position in the market. The main features of successful tour operator’s activity are the formed intellectual potential, first of all, the staff of organization, which possesses value-oriented professional knowledge, ambition, creativity, and the efficiency of each employee’s work is the main source of innovative changes of the enterprise. The accumulated knowledge and experience transform the staff into intellectual capital that is the resource of growth and development of the organization. Cooperation between employers and educational institutions that train professionals to work in the tourism sector, retrain and upgrade their skills is bilateral and mutually beneficial. Recruitment to the desirable positions by the specialty and obtained qualification is an important factor in assessing the quality of training of specialists in higher education institutions and one of the elements of cooperation with external stakeholders (enterprises). The quality of specialist training is determined by the level of employment of the university graduates, which is one of the criteria for accreditation of educational programs
Sign-in/Register to view highlights & summary Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: Financial and credit activity problems of theory and practice
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
