Person:
Babinger, Frank

Profile Picture
First Name
Frank
Last Name
Babinger
URI
https://hdl.handle.net/20.500.14352/76361
Affiliation
Universidad Complutense de Madrid
Faculty / Institute
Comercio y Turismo
Department
Geografía
Area
Análisis Geográfico Regional
Identifiers
UCM identifierORCIDScopus Author IDDialnet IDGoogle Scholar ID

Filters

2020 - 20243
Reset filters

Settings

Author: Susaeta Erburu, Lourdes × Start date: 2020 ×

Search Results

Now showing 1 - 3 of 3
  • Thumbnail Image
    Item
    Infl uence of limiting beliefs in soft employability skills: An analysis for the hospitality sector
    (Tourism: An International Interdisciplinary Journal, 2020) Muñoz, Natalia; Susaeta Erburu, Lourdes; Babinger, Frank
    The purpose of this paper is to identify the main soft skills demanded by the hospitality industry, under the perception of master´s degree students and the influence of limiting beliefs in skills development. After a literature review, we lead a fieldwork based on workshops in which we conducted two questionnaires and we analyze the behaviour of students through the method of tutor observation. The results show a relationship between their soft-skills, and a significative negative correlation between perceived skills and the limiting beliefs. With this exploratory paper, we try to contribute to the better knowledge of new factors that may be hindering the development of the soft skills demanded in postgraduate students in the hospitality sector. These preliminary conclusions can be useful for both postgraduate schools and companies in their selection and training processes.
  • Thumbnail Image
    Item
    Organization and Challenges of the Human Resources Function in a Cruise Ship Company
    (Tourism in Marine Environments, 2020) Suarez-Ruz, Esperanza; Susaeta Erburu, Lourdes; Babinger, Frank; Ingenta
    Since the Maritime Labour Convention (MLC, 2006) came into force, cruise line companies have been required to make HR organizational changes in order to comply with the corresponding rules on employees’ rights. This paper offers an overview of the role and organization of HR in the Spanish cruise line company Pullmantur. This research suggests that cruise HR managers face greater challenges, compared to those of other sectors, not only because of the specific regulations affecting cruise line companies, but also because of the complexity of the processes from recruitment to incorporation. Pullmantur ́s case illustrates a particular way of organizing the HR planning and assignment of its personnel, reflected in their Crew Cycle Life (CCL). After having reviewed different documents as well as interviews carried out with Pulllmantur’s HR management, this paper describes and examines the different positions, functions, and responsibilities of HR "on ship and shore". It concludes that HR’s function within a cruise ship company is more stressful and complex, but at the same time, more vibrant and challenging than in other industries.
  • Thumbnail Image
    Item
    Managing Diversity in the Cruise Industry: Exploring Practices and Metrics
    (Diversity, Equity, and Inclusion (DEI) Management, 2024) Suarez-Ruz, E.; Susaeta Erburu, Lourdes; Babinger, Frank; Emerald
    Abstract The cruise sector's workforce is highly diverse in terms of nationalities, age, and gender. However, diversity in the workforce does not guarantee business success. Decades of research on the effects of diversity indicate that it can negatively or positively affect an organization's performance. A more diverse workforce does not automatically perform better financially, feels more committed to their companies, nor experiences higher levels of satisfaction. Indeed, data suggest diversity may produce more conflict, employee turnover, but if well managed can lead to greater creativity and innovation. This chapter explores the cruise industry's diversity and inclusion challenges and management practices. To examine what cruise companies are doing in this field, we reviewed the public data of the four largest cruise companies. We analyzed how these companies define diversity, their commitment to inclusion, their practices, their metrics, and their primary objectives. Firstly, there is no theoretical model that includes all variables that affect the management of diversity in the cruise sector. Secondly, companies communicate a commitment to inclusion in their corporate social responsibility (CSR) reports and refer to similar policies implemented by the hospitality industry. Thirdly, the main challenges are the multicultural environment and the limited female representation. The major limitation of this study is the data source. We recommend further studies supported by nonpublic company data. We encourage cruise industry leaders to support the research to develop an empirically tested model that captures the specific variables that affect diversity management in the industry.