SHE Level 2
SCQF Credit Points 20.00
ECTS Credit Points 10.00
Module Code M2N825603
Module Leader Daniel Baxter
School Glasgow School for Business and Society
Subject Tourism and Events
  • B (January start)

Pre-Requisite Knowledge


Summary of Content

The nature of the tourism and events industries require those working within them to have specific skills and attitudes. As such, destinations - and the multitude of stakeholder organisations within the destination - face challenges and constraints related to talent management, recruitment, resourcing and retention which makes managing within the tourism and events sector a highly complex area of study. This module explores the underlying principles and key characteristics of managing and developing talent. During the semester, students will develop a critical understanding of the nature of the tourism and events industries and the challenges and opportunities they face as already active stakeholders, effective managers and future leaders. Case studies of issues pertaining to HR practices in the tourism and events sector will be used in order to highlight the complexity and importance of understanding and developing management skills in this area. The module provides students with the opportunity to engage in the practical application of theory as well as encourages them to adopt a critical approach to analysing best practice management. Central to the learning will be insights gained from professionals in the field. Summary of how PRME-related issues / topics are covered in this module: The tourism and events sector employs one in eleven people worldwide. PRME related issues will be considered throughout the module ensuring that students develop their knowledge of responsible, ethical and sustainable management practices. Specific examples of this include the importance of providing equality of opportunity for all employees, carrying out management activities (e.g. selecting employees) in a fair and transparent way, valuing diversity within the workplace, and considering the role of the responsible leader.


The Nature of the tourism and events Industry The roles and responsibilities of intermediaries Identifying the skills for future managers in the tourism and events sectors Sales and Negotiations Recruitment and resourcing talent Empowering and developing talent Training and Performance Retaining and rewarding Attitude Cultural Sensitivity and Equality

Learning Outcomes

On successful completion of this module, the student should be able to:1. Recognise and debate the issues and challenges impacting on the management of people in the tourism and events sector both nationally and internationally;2. Understand the roles and responsibilities needed for talent management within the tourism and events sectors;3. Explore the methods of attracting and selecting employees, including graduates, with the relevant knowledge, skills and attitudes to succeed in the tourism and events industry;4. Analyse the key issues involved in effectively utilising learning and performance management techniques to develop talent in the tourism and events industries.

Teaching / Learning Strategy

The teaching, learning and assessment strategy for this module aims to develop and integrate knowledge, skills and understanding regarding the utilisation of human resources in the tourism and events sector. Lectures provide theoretical academic underpinning for seminars along with insights into current/emergent organisational trends and practices. Guest speakers are also invited to contribute to the module. Active student-centred learning approaches will be employed: case study vignettes, practical activities and group exercises to deepen analysis and develop students' skills. Teaching will be supported by the VLE (GCULearn). These themed discussion boards will be related to the syllabus and be linked to directed and supplementary reading. This non-assessed student activity will encourage online interaction and assist in the preparation of summative coursework. Relevance to practice is further developed through the assessment strategy whereby students link theory and practice from a choice of module topics. Students will develop teamwork skills when carryout assessment 1, where they will demonstrate the organisational structure of an international tourism or event organisation. Finally, the theoretical perspectives will be assessed by an individual case study. Feedback will be available online and students will be able to access via the assignments tab in GCULearn. Generally, module tutors will annotate the coursework and provide a brief feedback summary. Generic feedback will also be available on GCULearn at the end of the module - this will provide a final summary of the cohort performance and average pass marks. Feedback on student delivered workshops will be provided by both peers and tutor at the end of each workshop.

Indicative Reading

Books and articles: -360b7 Baum, T. (2006). Human Resource Management for Tourism, Hospitality and Leisure: an international perspective. London: Thomson Learning -360b7 Baum, T., Kralj, A., Robinson, R.N. and Solnet, D.J., 2016. Tourism workforce research: A review, taxonomy and agenda. Annals of Tourism Research, 60, pp.1-22. b7 Brewster, C, Sparrow, P & Vernon, G (2011), International Human Resource Management (3rd Edition) London: CIPD b7 Jolliffe, L. and Farnsworth, R., 2003. Seasonality in tourism employment: human resource challenges. International Journal of Contemporary Hospitality Management, 15(6), pp.312-316. b7 Jones, E. and Haven, C., 2005. Tourism SMEs, service quality, and destination competitiveness. CABI. b7 Lucas, R. and Deery, M., 2004. Significant developments and emerging issues in human resource management. International Journal of Hospitality Management, 23(5), pp.459-472 b7 Nickson, N. (2013) Human Resource Management for the hospitality and tourism industries, (2nd Ed), Abingdon: Routledge b7 Maxwell, G & MacLean, S (2008), Talent Management in Hospitality and Tourism in Scotland: Operations: Implications and Strategic Actions, International Journal of Contemporary Hospitality Management, Vol. 20 (7), pp 820-830. JOURNALS/PUBLICATIONS: -360b7 CIPD reports & surveys -360b7 Cornell Hospitality Quarterly b7 European Journal of Tourism, Hospitality and Recreation b7 Human Resource Management Journal b7 Human Resource Management Review b7 Human Resource Development International b7 I.D.S. Briefs and Journals b7 International Journal of Contemporary Hospitality Management b7 IRS Employment Review b7 Innovation: Management, Policy & Practice b7 International Journal of Human Resource Management b7 Journal of Human Resources in Hospitality and Tourism b7 Journal of Management Development b7 People Management b7 Personnel Review Online sources: -360b7 Creating Value through People [electronic resource)]: discussion with talent leaders, Dawsonera Collections [Available at ] -360b7 Mercer (2009) Creating Value through People [electronic resource]: discussion with talent leaders, Dawsonera Collections b7 Newell-Brown, J (2011) The complete guide to recruitment: a step-by-step approach to selecting, assessing and hiring the right people [electronic resource] Indicative research sources -360b7 Chartered Institute of Personnel and -360b7 The Work b7 b7 Equality and Human Rights b7 National

Transferrable Skills

By the end of this module students will have gained competence in the following key areas: Critical thinking Problem solving skills Independence Communication and presentation skills Knowledge of International affairs/ cultural awareness Ability to reflect Regard for others Ethics/awareness Information retrieval and communication skills Written and spoken communication Time management Group working Self-awareness

Module Structure

Activity Total Hours
Seminars (FT) 12.00
Lectures (FT) 24.00
Independent Learning (FT) 114.00
Assessment (FT) 50.00

Assessment Methods

Component Duration Weighting Threshold Description
Course Work 01 0.25 40.00 35% Group Poster Presentation (Week 7)
Course Work 02 n/a 60.00 35% Individual Case Study (Week 12)