Order ID 53563633773 Type Essay Writer Level Masters Style APA Sources/References 4 Perfect Number of Pages to Order 5-10 Pages Description/Paper Instructions
Jumeirah Group
Some important contemporary issues affect the tourism industry. Among the most identifiable is the shortage of skilled labor that the sector continues to face despite concerted efforts to enhance the business for groups such as Jumeirah. For instance, the hospitality business in the UAE grapples with the human resource challenge of getting sufficient skilled employees (Brien, Anthonisz, and Suhartanto 2019, p. 242). The other dominant problem is the increase in the cases of the development of new regulations that fail to favor the hospitality industry. Within the same context, some business management theories can be used to address such issues. They include reward motivation theory and HR learning theory, respectively. Importantly, the assertion is right within the context of the fact that the problems identified and the established methods have some intrinsic relationships. Thus, the theories of reward motivation and HR learning can be evaluated within the contexts of the two identified business issues since they have been largely applied to address them in the past.
By definition, motivational theory is a framework that purposes to inspire workers. The reward motivation theory has been used in the tourism industry in many ways. For example, reward and motivation premise has been utilized in determining how goals of individuals involved in the tourism industry get motivated through the satisfaction of such purposes (Mair 2015, p. 245). Hence, it can be used to deal with the inherent problem of the skilled labor shortage in the tourism industry. For instance, availing of acceptable incentives to employees in the sector cannot only attract a skilled workforce but can also retain skilled workers in the industry (Mohamad et al. 2017). As such, I chose the theory following the background that the employment of the stipulations of the premise will augment the extensions of different forms of reward to the workers in the sector for better customer services. Indeed, this is important since the existence of qualified staff helps provide expected motivations to clients; hence, always attracting them.
Despite having some levels of strength, reward motivation theory can be challenged based on its flaws. In tourism business, the proposed reinforcements aimed at encouraging individuals to reach specific goals may have significant financial implications that may act against profitability levels of businesses (Troth and Guest 2019, p. 43; Tweedie, Wild, Rhodes, and Martinov-Bennie 2019, p. 76). Within the tourism perspective, even though there is a need to motivate workers to attract and retain the skilled workforce, some factors may work against the sustainability of the approach. Illustratively, some trends in the modern world of tourism may make it hard to motivate to degrees that some workers may desire incessantly. Examples of these happenings may include travel bans, global recession, politics, economy, and natural disasters. Also, due to politics, there may be some government regulations that may not allow businesses in the tourism industry to effectively motivate their workers due to some set limits (Aarhus and Jakobsen 2019, p. 234). At the same time, the recession may result in shortage of funds from the hospitality industry due to the reduced number of tourists in the face of low incomes. Accordingly, the application of the theory in dealing with the problem of the shortage of skilled personnel may have weaknesses in some cases for organizations that may opt for it.
By definition, HR learning theory is a paradigm for creating a learning atmosphere within an organization among the workers. The theory of HR learning has been applied to the tourism industry in different ways. For example, through sustained education among human resource personnel, it is possible to deal with the problem of some of the policies that work against the development of the tourism industry. For instance, through the enhanced knowledge in human resource management, it may be possible for the stakeholders in the sector to develop appropriate guidelines for the growth of the tourism industry (Abdel-Maksoud, Kamel, and Elbanna 2016, p. 98). I chose the theory based on the idea that its value in this perspective gets emphasis in the argument that many hospitality regulations have hindered the growth of the industry in the UAE and other Arab States (Abdel-Maksoud, Kamel, and Elbanna 2016, p. 101). As such, the hypothesis of HR learning can be an important tool in addressing the issue of the unfavorable policies in the hospitality industry for its sustainable growth and development.
Nevertheless, just like it is with the model of reward motivation, the concept of HR learning theory may also have some shortcomings. For instance, there may be a facet of unpredictability from the internal and external business environments that may be detrimental to the HRM (Mohamad et al. 2017). Inherently, the matter is pronounced in the way in which the Arab Spring impacted the tourism industry in the Arab nations. As Mohamad et al. (2017) indicate, impulsive occurrences such as civil wars, terrorisms, and climatic changes have made it hard for stakeholders in the tourism industry to predict. Definitely, these cases have a significant impact on the tourism industry as underlined in cases such as the decrease in the number of tourists due to wars in the Arab nations such as Syria and Iraq in recent times (Ghosh 2016, p. 373). In addition to other related factors, it has become a trend in many nations, such as the UAE, to set regulations for their hospitality industries, some of which do increase tourism. Thus, the element of unpredictability may be a flaw for the theory of HR learning that strives to increase the knowledge in the development of businesses such as tourism. Nonetheless, the awareness that the argument seeks to enhance may help develop appropriate responses to mitigate the undesirable effects of such incidences on the tourism business. In sum, the theory of HR learning may not fail to accomplish specific purposes in the management of the business in the tourism industry.
To conclude, the current issues of the lack of adequate skilled labor, as well as the emergence of unfavorable business regulations in the hospitality industry, can help assess the theories of reward motivation and HR learning. Significantly, the examination reveals that the business management models have both desirable and undesirable sides. For instance, the reward motivation theory can help entice more qualified workers for the growth in tourism business. However, it may not work well in cases where some internal and external business environments militate against it. Likewise, the HR learning premise may promote tourism through stakeholder’s knowledge that helps creates and sustain significant approaches to the promotion of the hospitality industry. Nonetheless, the model may face problems such as the unpredictability factor in relation to different aspects that influence the industry. In that background, the above issues relate to the theories to give an insightful critique of the business hypotheses in the field of tourism for groups such as Jumeirah.
Aarhus, J. H., and Jakobsen, T. G. 2019. Rewards of reforms: Can economic freedom and reforms in developing countries reduce the brain drain? International Area Studies Review, 22(4), 327-347.
Abdel-Maksoud, A., Kamel, H., and Elbanna, S. 2016. Investigating relationships between
Stakeholders’ pressure, eco-control systems, and hotel performance. International Journal of Hospitality Management, 59, pp. 95-104.
Brien, A., Anthonisz, A., and Suhartanto, D. 2019. Human capital in the Dubai hotel industry: A
Study of four-and five-star hotels and the HR challenges they face. Journal of Human Resources in Hospitality & Tourism, 18(2), pp. 240-258.
Ghosh, S. 2016. Political transition and bank performance: how important was the Arab Spring?.
Journal of Comparative Economics, 44(2), pp. 372-382.
Mair, J., 2015. Incentive Travel: A Theoretical Perspective. Event Management, 19(4), 543-552.
Mohamad, H.A.D., Ab Yazid, M.S., Khatibi, A. and Azam, S.F. 2017. Service quality, customer
Satisfaction and customer loyalty of the hotel industry in the United Arab Emirates (UAE): A measurement model. European Journal of Management and Marketing Studies.
Troth, A. C., and Guest, D. E. 2019. The case for psychology in human resource management research. Human Resource Management Journal, 30(1), 34-48.
Tweedie, D., Wild, D., Rhodes, C., and Martinov-Bennie, N., 2019. How does performance management affect workers? Beyond human resource management and its critique. International Journal of Management Reviews, 21(1), pp.76-96.
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