The Meritocracy Matrix of Managers based on Importance-Performance Model in Hospitality Industry

Subject Areas :

ّFaeze sadat Mirfakhraddini ¹ , Milad Ebrahimi ²

1 - Corresponding Author, Associate Professor, Department of Management, Yazd University, Yazd, Iran
2 - Master of Financial Management, Yazd University, Yazd, Iran

Received: 2025-02-17 Accepted : 2025-03-10 Published : 2025-06-29

Keywords: tourism, meritocracy, hospitality, performance importance analysis, meritocracy model,

Abstract :

Meritocracy has been one of the major issues in the hotel industry for the past several years. However, so far, no comprehensive research has been conducted in the Iranian hotel industry in this regard. The aim of this study is to identify the criteria affecting meritocracy in the Iranian hotel industry, as well as to design a matrix of criteria based on the importance-performance model. The findings showed that the criteria for effective leadership of working teams, the ability to make decisions in critical situations, the delivery of excellent services in industry, awareness of new developments, the ability to think creatively and the ability to provide business intelligence, leading changes and innovation support are of high priorities and need to be improved at the next opportunity. Analyzing the competencies of tourism managers as a basis for their selection and training in Iran, focusing on creative skills, leading change and decision making in critical situations, is necessary to improve the performance and survival of tourism establishments.

References:


1- آقامرادی, ش., و بهاری, ن. (1399). بررسی رابطه بین مولفه‌های شایسته سالاری و بهبود عملکرد کارکنان با نقش میانجی فرهنگ سازمانی (مطالعه موردی: سازمان فرهنگی هنری شهرداری تهران). مطالعات رهبری فرهنگی, 3(2), 70-86.
https://www.noormags.ir/view/fa/articlepage/1774634
2- خلیلی, ع., و حسینی‌محبوب, س. ر. ا. (1399). رابطه شایسته‌سالاری، فشار شغلی، کنترل شغلی و حمایت سازمانی ادراک شده با عملکرد کارکنان. توانمندسازی سرمایه انسانی, 10(3), 175-184. https://www.noormags.ir/view/fa/articlepage/1758190
3- دهقان پور فراشاه, ع., پور عزت, ع. ا., و دهقان‌پور فراشاه, ا. (1402). طراحی مدل شایستگی‌ مدیران سازمان برنامه و بودجه کشور. پژوهش‌های مدیریت منابع انسانی, 15(1), 121-153. https://hrmj.ihu.ac.ir/article_207949_f08451857f194cc98054d70e5cb6b914.pdf
4- موحدی زاده, حمیدرضا , محبی, سراج الدین و گلرد, پروانه. (1402). طراحی الگوی شایسته‌سالاری مدیران با رویکرد شهر فرهنگی در شهرداری مشهد. پژوهش‌های مدیریت عمومی 16(61), 217-240. doi: 10.22111/jmr.2023.42483.5795
5- Alexakis, G., & Jiang, L. (2019). Industry Competencies and the Optimal Hospitality Management Curriculum: An Empirical Study. Journal of Hospitality & Tourism Education, 31(4), 210-220. https://doi.org/10.1080/10963758.2019.1575748
6- Bharwani, S., & Jauhari, V. (2013). An exploratory study of competencies required to co‐create memorable customer experiences in the hospitality industry. International Journal of Contemporary Hospitality Management, 25(6), 823-843. https://doi.org/10.1108/IJCHM-05-2012-0065
7- Chu, R. K. S., & Choi, T. (2000). An importance-performance analysis of hotel selection factors in the Hong Kong hotel industry: a comparison of business and leisure travellers. Tourism Management, 21(4), 363-377. https://doi.org/https://doi.org/10.1016/S0261-5177(99)00070-9
8- Dube, K., Nhamo, G., & Chikodzi, D. (2021). COVID-19 cripples global restaurant and hospitality industry. Current Issues in Tourism, 24(11), 1487-1490. https://doi.org/10.1080/13683500.2020.1773416
9- Duchek, S. (2020). Organizational resilience: a capability-based conceptualization. Business Research, 13(1), 215-246. https://doi.org/10.1007/s40685-019-0085-7
10- Jo Dolasinski, M., & Reynolds, J. (2019). Hotel leader competencies: Industry practitioner perspectives. Journal of Human Resources in Hospitality & Tourism, 18(3), 349-367. https://doi.org/10.1080/15332845.2019.1599785
11- Ko, W.-H. (2012). The relationships among professional competence, job satisfaction and career development confidence for chefs in Taiwan. International Journal of Hospitality Management, 31(3), 1004-1011. https://doi.org/https://doi.org/10.1016/j.ijhm.2011.12.004
12- Lu, H.-F. (2021). Enhancing university student employability through practical experiential learning in the sport industry: An industry-academia cooperation case from Taiwan. Journal of Hospitality, Leisure, Sport & Tourism Education, 28, 100301.
https://doi.org/https://doi.org/10.1016/j.jhlste.2021.100301
13- Marneros, S., Papageorgiou, G., & Efstathiades, A. (2020). Identifying key success competencies for the hospitality industry: the perspectives of professionals. Journal of Teaching in Travel & Tourism, 20(4), 237-261. https://doi.org/10.1080/15313220.2020.1745732
14- Marneros, S., Papageorgiou, G., & Efstathiades, A. (2021). Examining the core competencies for success in the hotel industry: The case of Cyprus. Journal of Hospitality, Leisure, Sport & Tourism Education, 28, 100303. https://doi.org/https://doi.org/10.1016/j.jhlste.2021.100303
15- Martínez, C., Skeet, A. G., & Sasia, P. M. (2021). Managing organizational ethics: How ethics becomes pervasive within organizations. Bus Horiz, 64(1), 83-92. https://doi.org/10.1016/j.bushor.2020.09.008
16- Nurhazani Mohd, S., & Azlan Zainol, A. (2017). DEVELOPING AN INDEX OF THE MALAYSIAN TOURISM AND HOSPITALITY GRADUATES COMPETENCIES. International Journal of Business and Society, 16(3). https://doi.org/10.33736/ijbs.577.2015
17- P.J, S., Singh, K., Kokkranikal, J., Bharadwaj, R., Rai, S., & Antony, J. (2023). Service Quality and Customer Satisfaction in Hospitality, Leisure, Sport and Tourism: An Assessment of Research in Web of Science. Journal of Quality Assurance in Hospitality & Tourism, 24(1), 24-50. https://doi.org/10.1080/1528008X.2021.2012735
18- Panno, A. (2020). Performance measurement and management in small companies of the service sector; evidence from a sample of Italian hotels. Measuring Business Excellence, 24(2), 133-160. https://doi.org/10.1108/MBE-01-2018-0004
19- Shum, C., Gatling, A., & Shoemaker, S. (2018). A model of hospitality leadership competency for frontline and director-level managers: Which competencies matter more? International Journal of Hospitality Management, 74, 57-66.
https://doi.org/https://doi.org/10.1016/j.ijhm.2018.03.002
20- Sisson, L. G., & Adams, A. R. (2013). Essential Hospitality Management Competencies: The Importance of Soft Skills. Journal of Hospitality & Tourism Education, 25(3), 131-145.
https://doi.org/10.1080/10963758.2013.826975
21- Wut, T. M., Xu, J. B., & Wong, S. M. (2021). Crisis management research (1985-2020) in the hospitality and tourism industry: A review and research agenda. Tour Manag, 85, 104307.
https://doi.org/10.1016/j.tourman.2021.104307
22- Yusra, K., Lestari, Y. B., & Hamid, M. O. (2022). Teacher agency and the implementation of CEFR-like policies for English for tourism and hospitality: insights from local vocational high schools in Indonesia. Current Issues in Language Planning, 23(3), 233-253. https://doi.org/10.1080/14664208.2021.1965739.