| This study compared the competencies important for the success of single unit managers (line management) versus the competencies important for the success of multi-unit managers (mid and executive-level management) within the hotel industry in Puerto Rico. It also explored the differences between these competencies and a number of socio economic variables such as gender, hotel size, and time in position. One hundred and two (102) hotel managers in Puerto Rico were surveyed. The data analysis showed that soft competencies are considered most important by both groups single and multi-unit hotel managers, with a special emphasis in those skills related to self-management and human resources management. The competencies important for success do not change at the single-unit management level when compared to socio-demographic variables such as gender, length of employment, age, or size of property. However, significant differences were found among multi-unit managers, where executive-level managers rated the importance of Human Resources, Financial, and Service Operations competencies higher than mid-level managers. Female multi-unit managers favored competencies more related to communications such as Self-Management, Sales and Marketing, and Technology. Significant differences were also found between the age groups of multi-unit managers and the importance of the competencies under the Financial Management domain. Both single unit managers and multi-unit managers agreed that the main reason for management turnover is the lack of satisfaction generated by low pay/reward. They also agreed that it is difficult to find competent managers, although these managers tend to be promoted from within the organization. The findings provide a background for further research and insight for both hotels and hospitality educators to adapt their training curriculums to be more effective in meeting the needs of an increasingly demanding hospitality industry. |
