Communication Skills for Human Resource Management — page 1

DEPARTMENT: "REGIONAL DEVELOPMENT"

AUTHOR'S ABSTRACT

On a dissertation for the award of an educational and scientific degree

"Doctor" in a scientific specialty in a professional direction 3.7.

"Administration and Management", to the Department of "Regional

Development"

"COMMUNICATION IN HUMAN RESOURCES

MANAGEMENT IN ORGANIZATIONS"

PhD Student:

Research Supervisor:

Desislava Todorova

Prof. Kliment

Ivanova

Naidenov D.Sc.

Assoc. Prof. Elena

Petkova PhD

Sofia

2024

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"COMMUNICATION IN HUMAN RESOURCES MANAGEMENT IN ORGANIZATIONS"

For the dissertation

The dissertation consists of 233 pages, of which 211 pages are main text, which

includes Introduction, First Chapter, Second Chapter, Third Chapter and Conclusion, 14 pages

of Appendices and 7 pages of Bibliography. In addition, the thesis contains 27 tables and six

figures. In developing the work, 105 sources were used, of which 73 are in Bulgarian. On the

subject of the dissertation, four quantitative studies have been made. Two of the author's

studies are described in detail in the Third Chapter of the dissertation.

The dissertation was discussed and accepted for defense at an extended meeting of the

"Regional Development" Department at the Faculty of Geology and Geography of Sofia

University "St. Kliment Ohridski", held on June 11, 2024.

The defense of the dissertation will take place on 16.09.2024 at 11 am. in hall 1 of the

Rectorate of Sofia University "St. Kliment Ohridski" at an open meeting of a scientific jury

composed of:

1. Prof. Kamen Dimitrov Petrov PhD

2. Prof. Petar Borisov Borisov PhD

3. Assoc. Prof. Georgi Kostadinov Bardarov PhD

4. Assoc. Prof. Metodi Valeriev Ivanov PhD

5. Assoc. Prof. Nikolay Ivanov Tsonkov PhD

The materials for the defense are available to those interested in the "Regional

Development" department in the Rectorate of Sofia University "St. Kliment Ohridski" at 15

Tsar Osvoboditel Blvd.

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GENERAL CHARACTERISTICS OF THE DISSERTATION

Relevance and importance of the problem

In practice, as well as in theory, predominant importance is given to differences in

human resource management in different business sectors and regions, job characteristics,

forms of management, specifics of legislation, labor relations, employee satisfaction in

business analysis . The present work analyzes communication and its influence on the

management of human resources in organizations. Based on the thesis that people are the

most important asset for an organization, the possibilities of communication in the

management of human resources in organizations will be examined so that it reflects

communication channels and effective management in organizations.

The problem of effective management of human resources in the workplace and

improvement of working conditions should always be at the forefront of managers at all levels

in organizations, regardless of size, ownership and state system of economic regulation. And

today, the human resources management system occupies a special place in the business

processes of companies, where the management of human resources, talents in organizations,

professional skills and competencies are included. The problem of human resource

management from the point of view of innovative development is of particular importance in

organizations. The perspective of creating an economy based on innovation is one of the main

directions for the development of more effective communication techniques in the

management of human resources in business organizations. Effective communications in the

management of human resources in organizations are a guarantee of good and successful

working relationships, satisfied workers and employees, hence – greater profit,

correspondingly higher salaries and last but not least, job security. The choice of the topic of

the present dissertation was dictated precisely by the importance of this problem.

For effective communications in human resource management in organizations,

standards must be mastered that apply to both managerial and executive personnel. These

standards are part of the necessary communication model for business, the development of

which reveals the relevance of the current dissertation work. The communication model is

important for every single business activity. A mandatory condition for the effectiveness of

the communication model is that it is closely linked to the business model of each

organization. The open communication model reflects the hidden business model of the

company. It provides clarity about the nature of the business, what happens in each structural

unit and what is required of the workers. The model serves to achieve better organization and

stronger cohesion in the work of workers and employees from all departments. In order to

develop a model for effective communications in the management of human resources in

organizations, it is necessary to clarify their main characteristics, principles and requirements,

as well as the peculiarities of work processes and motivating factors.

This topic is particularly relevant at a time of crisis for personnel in various branches,

especially in the tourism industry, when a number of organizations develop and advertise their

services, develop their markets in different regions, which leads to the need for a new

workforce, restructuring of organizations, including making various management decisions

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(selection, working hours, remuneration, training, motivation), the most time and energy is

spent on communication in the management of human resources that carry out the

organization's activities.

The success in the work of any organization is mainly due to the quality of human

resources that it manages to attract, retain and develop. In today's complex and changing

economic environment, methods, techniques and communication channels must be sought and

applied more and more purposefully to ensure qualified, motivated, highly productive and

loyal personnel capable of realizing the organization's goals in the medium-term and long-

term perspective. Communication in the management of human resources is an important part

of implementing reforms and ensuring sustainable development and increasing the

effectiveness of organizations.

Main aim and tasks of the research

The purpose of the present work is to investigate the effectiveness of communication

channels in human resource management and the types of communication channels as a

means of increasing it. Building and strengthening the principles of good management as a

basic condition for effective and efficient use of human resources opportunities in the

management of human resources in organizations. The study covers work behavior, policies

and strategies in human resource management, objectives of human resource management in

organizations, human resource planning, recruitment, career development in organizations,

training and qualification, attestation of specialists, motivation, retention, social activity,

ensuring equal opportunities, ethics and professional competence, the processes

accompanying the phenomenon of motivation, the factors that have a motivating influence on

the labor activity of workers and employees, as well as to examine the specific methods of

motivation (motivating effects). For the purpose of the present theoretical-empirical study,

motivation will be considered here primarily as an outcome. The objective is formulated in

this way, insofar as the period for the preparation of the project and the research is limited in

time. Motivation should be studied as a process, in a development that requires more

resources.

The purpose of the present work is to help solve the problem of assessing the

complexity of the factors that influence communication in the management of human

resources in the tourism industry, as well as the strength of their impact, through the

implementation of three main tasks:

The first task

is to collect, analyze, summarize and systematize information about the

various factors characteristic of communication and their influence on the management of

human resources in organizations.

The second task

is related to the practical application of the accumulated knowledge

through the preparation of a comparative characteristic of communication in the management

of human resources in organizations.

The third task

is expressed in giving specific recommendations for communication and

effective management of human resources in the tourism industry, thereby minimizing the

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negative influence of factors from the cultural environment and improving the overall

effectiveness of management in organizations.

Object, objects covered the research

Object of research

The object of the research research is the comparative characteristics of the influence of

communication in human resource management of two hotel complexes St. Ivan Rilski -

Hotel, Spa & Apartments, Bansko and Hotel Hill, Sofia - FPI Hotels & Resorts - FairPlay

Properties Management EOOD.

Subject of research

The subject of research research is communication in the management of human

resources in organizations, more specifically in the tourism sector, the state and opportunities

for the development of Bulgarian organizations in tourism.

Subject of the research - laws, principles, methods, processes and organizational and

management relations related to communication channels in the management of human

resources in the studied organizations. The subject of the theoretical analysis of

communication channels in the management of workers and employees in business are

considered as a complex process, requiring time, depending on factors, proceeding through

various mechanisms. In a differentiated analysis according to the management hierarchy, the

communication channels could be examined:

vertical - then attention is directed to the essence and differences in the

communication channels inherent in the different levels;

horizontal - then attention is directed to the essence and differences of

communication channels inherent in each hierarchical level.

Scope of the research

The research covers a previously identified group of managers and employees of two hotel

complexes St. Ivan Rilski - Hotel, Spa & Apartments, Bansko and Hotel Hill, Sofia - FPI

Hotels & Resorts - FairPlay Properties Management EOOD, in order to analyze

communication in human resources management and derive management recommendations,

through communication and communication channels in organizations.

Research thesis and hypotheses derived

The scientific contribution of the study is to establish theoretical positions and the

development of methodological tools to improve the effectiveness of communications in the

management of human resources in organizations.

The thesis contains the following elements of scientific innovation:

• specified socio-economic essence of the concept of "communication in human

resources management", which is considered to be a systematic, continuous exposure of the

subject of management in the process of formation, distribution and redistribution, use and

development of human resources with the help of communication, innovation and

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organizational methods, and the need for continuity of the strategic management of human

resources under the influence of dynamic factors in business;

• the author's approach to the classification of factors that affect the effectiveness of

communications in human resource management in organizations. The classification takes

into account factors of communication channels that have a direct impact on the management

of human resources in organizations;

• evaluation of the effectiveness of communications in the management of human

resources in organizations developed by the author's method based on the value of an

integrated performance indicator, determined on the basis of the calculation of the target

indicators for each of the three effects (economic, social, technological);

• developed institutional mechanisms to increase the effectiveness of communications in

the management of human resources, taking into account the state of human capital and

business in the country;

• methodological and scientific-practical recommendations regarding communication

channels in human resource management are proposed. These recommendations are intended

to overcome and minimize the negative effects on business organizations.

Theoretical and practical significance of the study is to develop the theoretical aspects,

as well as research on the level of concrete proposals for the effective management and

communication channels. The regulations contained in the legal and by-laws can be used by

companies for effective human resource management. The results of the conducted research

can be implemented and used by business organizations to deal with communication in

personnel management is effective communication channels.

Research Hypotheses, Concept Model:

Research hypothesis 1

. Communication and communication channels have a stronger

impact on human resources development than organizational structure.

In the analysis, the impact of the corporate culture on the development of human

resources was determined as very strong (rating 5), and the impact of the organizational

structure on the same element as strong (rating 4). These data confirm the hypothesis thus

formulated. However, the differences in this influence should be taken into account.

Corporate culture has a greater impact on the adaptation and training of employees, and to a

lesser extent on their career development. In the case of the organizational structure, this

impact has the opposite sign - the opportunities for career growth come to the fore, and in the

second place - the training of workers and employees (mostly through the opportunities for

rotation).

Research hypothesis 2

. In Hotel Hill Sofia, non-material factors (the nature of duties,

prestige, social status, work atmosphere) influence the motivation of employees to a greater

extent than material factors (remuneration, bonuses, social package, additional benefits), and

in St. Ivan Rilski - Hotel, Spa & Apartments, Bansko is the opposite.

In Hotel Hill Sofia, non-material factors (the nature of duties, prestige, social status,

work atmosphere) influence the motivation of employees to a greater extent than material

factors (remuneration, bonuses, social package, additional benefits), and in St. Ivan Rilski -

Hotel, Spa & Apartments, Bansko is the opposite.

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The conducted interviews with workers and employees of the two hotel complexes

clearly show the predominant importance of intangible factors as the main incentive for work

among those working in St. Ivan Rilski - Hotel, Spa & Apartments, Bansko and the

intangibles among the employees at Hotel Hill Sofia, which confirms hypothesis 2. The main

reason for this can be the level of development of the two groups of workers and employees.

The city of Sofia is much ahead of the city of Bansko both economically and socially. If we

make an analogy with Maslow's pyramid, then the employees in St. Ivan Rilski - Hotel, Spa &

Apartments, Bansko are located in its lower levels, while Hotel Hill Sofia is in the higher

ones.

Research hypothesis 3.

Sociocultural elements of communication in human resource

management are influenced to a greater extent by intercultural differences.

To determine the validity of this statement, two analyzes of the given information

were made. The first aims to show the average assessment of the impact of all factors on the

two groups of elements of communication in human resource management. The second

provides a quantitative assessment of the number of impacts on the sociocultural and

technocratic elements.

Research methodology

The main steps in carrying out the present study were data collection and sorting,

quality control, data processing and data analysis, and interpretation of results.

The main technique that is used to

collect the information

needed for the

practical research is that of questionnaire survey and interview.

The technology that is used to carry out the research and achieve the set goals

includes the following stages:

Preparation of the survey card -

1. Survey of workers and employees to clarify

their needs and their degree of satisfaction. The number of respondents depends on the

number of employees in the specific company and/or facility. The survey is written and

contains a different number of questions, which are also tailored to the size and subject of

activity of the specific company. 2. Observation of the behavior of both groups of workers

and employees in the process of their work. The compilation of such a ranking list of needs

and communication channels, and its presentation was made separately for two separate

groups:

Conducting the survey.

At this stage, it is required to explain through a conversation

the main actions that each participant should perform:

Ranking of the factors and communication channels

for successful human resource

management in organizations, based on the answers given by the surveyed workers and

employees. For this purpose, auxiliary tables have been compiled and all the answers given,

ranked according to each employee surveyed, are presented.

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Empirical study of the problem of the

factors that have given rise to successful

communication channels in human resource management, establishing the differences in their

significance for labor activity.

Processing and analysis of information.

The technology of conducting these studies

alone does not solve the problems of communication in the management of human resources

in organizations. It is only a means, a tool for developing and carrying out actions resulting

from the research results.

The basis of the research methodology are:

the method of scientific classification,

scientific summary, systematic and comparative analysis, sociological methods, the method of

expert evaluations, graphic presentation of the results of economic and mathematical

presentation of the results. Data processing is carried out using the «MS Excel» application

package.

The information base of the study is composed of:

regulatory and legislative acts of

the Republic of Bulgaria, data from statistical organizations, the current documentation of

business organizations, materials, scientific conferences, informational data located on

Internet sites, personal research of the author.

The dissertation is based on two authors' quantitative studies - analysis of

communication differences in the management of human resources in FPI Hotels & Resorts -

FairPlay Properties Management EOOD, recommendations for improving the system and the

state and opportunities for the development of Bulgarian tourism in the conditions of crises,

empirical development and research of hotel complexes St. Ivan Rilski - Hotel, Spa &

Apartments, Bansko and Hotel Hill, Sofia - FPI Hotels & Resorts - FairPlay Properties

Management EOOD, realized through specially developed questionnaires and conducted in

the period November 2016 - March 2022. The research was done on the basis of comparative

characteristics of the two hotel complexes, which should be noted are in different regions and

two large-scale surveys, in the first two surveys were used - with 21 and 11 questions and a

comparative analysis was made. In the second study, there are two surveys with 15 and 10

questions each. Almost all employees in the two hotel complexes take part - 330 employees

and managers.

Data analysis was performed using MS Excel. Over the course of the study, several

different types of analysis were performed: 1) univariate studies for initial analyzes review of

means, 2) two-variable tables and a test to examine differences in the level of satisfaction

among different socio-demographic groups, 3) factor analysis for identification of individual

influence factors, 4) correlation analysis and study of dependencies and influences using

multiple linear regression

Practical and academic value added

The aim of the current development is to build a model for effective communications in

the management of human resources in organizations by systematizing the indicators

revealing the competence and satisfaction of the participants in the communication process -

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managers, staff and teams, the effectiveness of the rights and feedback between them, the

quality of the information messages and the effectiveness of the information means and

communication channels used. The present study could not exhaust all aspects of

communication in human resource management in organizations. The dissertation provides

answers to a number of questions related to the problem of the effectiveness of business

communications in organizations.

The combined use of historical, theoretical and empirical analysis makes it possible to

prove the statement that the more effective the communications, the more successfully the

business functions and, accordingly, realizes a higher financial result. Based on the theoretical

and empirical analysis, recommendations have been made that would be useful for business

organizations in the Republic of Bulgaria when undertaking initiatives in the field of

communications, for optimizing the work process in the company and for informing and

consulting employees. As a feature of business organizations in the future, it can be pointed

out the systematic informing and training of senior management on the problems of

communication in human resources management and the indisputable positive results of the

management efforts made for participation in the management by the employees of business

organizations.

The results of the survey clearly define the goals of communication in the management of

human resources and the company information system - to convey accurate, comprehensive

and up-to-date information, to implement motivation and teamwork, to periodically organize

general and specialized training for executive personnel, to cultivate a sense of company

affiliation and to be open to new ideas and technological changes.

The guidelines for improving communications in the management of human resources in

Hotels & Resorts - FairPlay Properties Management EOOD reflect the indicators involved in

the developed model for effective communications. These guidelines are addressed to

organizations and provide suggestions for future initiatives to improve communication

efficiency in terms of professional competence of workers and employees, quality of

transmitted bilateral information through the coordinated use of a company information

system, achieving synchronicity between the verbal and non-verbal means used, the

diversification and activity of the feedback from workers and employees and managers.

Study limitations

1. The communication in the management of human resources in the two hotel complexes

is examined.

2. The factors with the strongest influence on specific elements of human resources

management are limited. In this sense, the influence of all factors on all elements of human

resource management is not studied, but only on the main ones.

3. Outline the possibilities and make recommendations for dealing with the consequences

of the COVID crisis for the tourism business.

II.

Content of the dissertation

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INTRODUCTION

Page. 4

Chapter one. Theoretical aspects of communication in human resource

management

Page. 8

1.1. Introducing working concepts

Page. 8

1.2. Description of human resource management in organizations

Page. 11

1.2.1. Introduction to Human Resource Management in Organizations

Page. 12

1.2.2. Sociocultural elements of human resource management in

organizations

Page. 15

1.2.3. The elements of communication in the management of human

resources in organizations

Page. 29

1.3. Factors that influence human resource management communication in

organizations

Page. 33

1.3.1. External factors – the cultural, legal and economic aspects of the

business environment.

Page. 33

1.3.2. Internal factors

Page. 36

1.3.3. Specific factors

Page. 40

1.4. The conceptual model of communication in human resource

management in organizations

Page. 43

Chapter two. Analysis of communication differences in the management of

human resources in FairPlay Properties Management EOOD

Page. 45

2.1. Presentation of the company

Page. 45

2.2. Analysis of factor influence and differences in communication in human

resource management in selected hotel complexes of FairPlay Properties

Management EOOD

Page. 46

2.2.1. External factors

Page. 48

2.2.2. Internal factors

Page. 81

2.3. Checking the validity of the hypotheses and the researched thesis

Page. 93

Chapter Three. Recommendations for improving the human resources

management system at FPI Hotels & Resorts - FairPlay Properties

Management EOOD

Page. 96

3.1. Recruitment, selection and placement of personnel

Page. 99

3.1.1. Candidate Recruitment Methods

Page. 96

3.1.2. Human resources selection process

Page. 102

3.1.3. Appointment and orientation of human resources

Page. 108

3.2. Performance Management

Page. 110

3.2.1. Expert (summary) method for job evaluation

Page. 112

3.2.2. Analytical method for evaluating jobs (positions)

Page. 113

3.3. Staff motivation

Page. 115

3.3.1. Work and Life - Balance between work and life: For satisfied and

highly motivated workers and employees

Page. 119

3.4. Human resources development

Page. 122

3.5. Organization and design of work

Page. 124

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3.6. Working conditions

Page. 124

3.7. Communication and information systems and subsystems /

Communication standards

Page. 128

3.8. State and opportunities for the development of Bulgarian tourism in the

conditions of crises, empirical development and research of hotel complexes

St. Ivan Rilski - Hotel, Spa & Apartments, Bansko and Hotel Hill, Sofia -

FPI Hotels & Resorts - FairPlay Properties Management EOOD

Page. 145

3.8.1. Mechanisms for managing crises in tourism in Bulgaria

Page. 152

3.9. Methodology and toolkit for researching the impact of the global

pandemic on hotel complexes St. Ivan Rilski - Hotel, Spa & Apartments,

Bansko and Hotel Hill, Sofia - FPI Hotels & Resorts - FairPlay Properties

Management EOOD

Page. 156

3.10. Results of the study of the impact of the pandemic COVID-19 hotel

complexes St. Ivan Rilski - Hotel, Spa & Apartments, Bansko and Hotel

Hill, Sofia - FPI Hotels & Resorts - FairPlay Properties Management EOOD

Page. 166

3.11. Respondents' assessment of the changes in the tourism business

Page. 174

3.12. Guidelines and recommendations for implementation of crisis

management in hotel complexes St. Ivan Rilski - Hotel, Spa & Apartments,

Bansko and Hotel Hill, Sofia - FPI Hotels & Resorts - FairPlay Properties

Management EOOD in the conditions of a pandemic

Page. 189

CONCLUSION

Page. 201

APPLICATIONS

Page. 208

REFERENCES

Page. 220

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1. A brief statement of the dissertation

Introduction

The introduction of the dissertation synthesizes the relevance of the research, the

research questions, goals and objectives, the object, the subject and the scope of the research,

which are presented in more detail in the first section of this abstract. Also included in the

introduction is a brief summary of the research part, the author's studies, as well as the

analytical methods and approaches used. The introduction ends with a description of the

structure of the dissertation.

Chapter One: Theoretical foundations and empirical review

2.1.

Introduction of working concepts

The basic concept of human resource management, which is used in the introduction

of this paper, will be clarified using the term human resource management

, not personnel

management. According to some authors, these two concepts mean the same thing, namely: "a

term that increasingly refers to the philosophy, policies, procedures and practices related to

the management of people within an organization”

. In the scientific literature, there are also

other views on the meaning of the considered concept. Katya Vladimirova considers this term

in a broad and narrow sense: "in its broad sense, the management of human resources in the

organization includes the functions and activities of all management personnel related to the

management of employees. In the narrow sense, it includes the activity of the specialized unit

in the organization for the administration of hired human resources”

. Personnel management

is equated to the latter. Mathis and Jackson distinguish the two concepts as follows:

"personnel management is a set of activities focused on the operational management of

human resources in the organization, and human resource management is related to the

strategic planning and management of these resources"

. Associate Professor Apostol

Apostolov presents a similar view: "human resources management encompasses the strategic

aspects of solving problems, including issues of social development, and "personnel

management" to a greater extent refers to operational work with personnel"

In view of the specificity of the present work, which examines the influence of

communication in the management of human resources in organizations not only at the

operational, but also at the strategic level, covering the main management functions, a more

complete definition is needed to avoid ambiguity of both terms. As such, we accept the

definition given by E. Flipo, namely: "human resources management in the organization is

planning, organizing, leading and controlling recruitment, selection, development, payment,

the integration, maintenance and release of human resources in order to achieve determined

The concept is considered at the level of an organization, not at the level of government.

French, Wendell L., Human Resources Management, Houghton Mifflin Company, 1998, р. 4.

Владимирова, К., „Управление на човешките ресурси”, Университетско издателство „Стопанство”, С2006, с. 6-7.

Mathis, Robert L., John H. Jackson, Personnel / Human Resource Management, Fifth Edition, 1988, p6.

Владимирова, К., „Управление на човешките ресурси”, Университетско издателство „Стопанство”, С2006, с. 30-45.

Communication Skills for Human Resource Management — page 13

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individual, organizational and public interests“

. In the thus presented interpretation of the

considered concept, this author includes the main management functions, together with the

main elements of the human resources management system in the organization. An important

point is the consideration of the heterogeneous goals (individual, organizational and public),

which have a significant impact on the parameters of this system.

After the concept of human resources management has been clarified, the very object

of the present research should be clarified - communication in the management of human

resources in organizations. Each communication system is a set of elements arranged in a

certain way and related to certain relationships. The components of communication in the

management of human resources in organizations are of interest in this dissertation. They are

divided into two main groups: sociocultural and technocratic elements. The first is

characterized by the expressed influence of the individual's personal characteristics, his

values, beliefs, attitudes, interpersonal relationships, traditions, communicativeness, directed

to a greater extent to the intangible sphere of activity in the organization. Technocratic

elements are primarily tied to the material manifestation of labor and the tangible realization

of the relations accompanying it. The group of socio-cultural elements includes recruitment,

selection and appointment; performance management; motivation; human resource

development. Organization and design of work in the organization are considered

technocratic; working conditions; communication and information subsystem.

2.2.

Introduction to Human Resource Management in Organizations

In addition to the systemic view of the management of human resources in the

organization, which refers to the interdependence of its elements, there is also a process

approach to the consideration of HRM

. Here we mean the processual nature of the elements

of human resource management in organizations, which consist of a linear set of related

activities and procedures leading to a certain result (for example, the process of recruiting

workers and employees, which aims to satisfy the needs of the company by staff).

The activities or elements of human resources management mean the processes of:

- analysis of the positions - study of the positions and the requirements for the

contractors;

- design of the positions - determination of the content, actions and connections of the

positions;

- human resources planning - determining the need for human resources and outlining

the ways to satisfy them;

- selection - actions to attract, evaluate, select, appoint job candidates;

- training and development - improvement of skills and knowledge, career growth;

- assessment – assessment of work performance and guidelines for its improvement;

- remunerations – determination of fair remuneration for work;

- ensuring safe and healthy working conditions - protecting the health of employees

and improving working conditions;

Flippo, E., Personnel Management, Mc Craw-Hill, 1988, p. 5.

17 French, Wendell L., Human Resources Management, Houghton Mifflin Company, 1998, р. 6.

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- improvement of labor relations - creation and maintenance of a favorable, peaceful

climate in the organization and the relations between the managed and the managers

An essential part in characterizing the human resources management system is the

representation of the elements listed above, functioning in close connection with each other.

For example, the analysis of positions and the design of positions, through its data, determines

the criteria for selection and evaluation, the conditions of work and rest, the system of pay,

etc. and thus turns out to be the main factor in the relationship between the managed and the

managers. Human resource planning develops plans for the development of all elements of

human resource management. Gaps in selection create subsequent difficulties in assessment,

training, etc. Training and development satisfies the need to acquire new knowledge and

skills, to grow and from this ch. t. has an impact on remuneration, labor relations, motivation.

The assessment, on the other hand, provides insight into training and development needs. The

payment of labor is related to all other elements and is an expression of their functioning.

Ensuring safe and healthy working conditions directly affects working and rest conditions, for

example, which is reflected in the determination of remuneration, changes in job content, etc.,

and this is largely related to the improvement of labor relations in the organization.

Fig. 1. Stages in the human resources management activity

Източник: Собствен

Планиране на човешките ресурси

Human resources planning is an activity aimed at determining the needs of human

resources - on the one hand quantitatively (necessary number of workers and workers and

employees) and on the other qualitatively (qualification, professional skills, etc.) and to a

large extent indicating the actions for meeting these needs. Human resource planning is a

creative activity, anticipating and aiming for success. It is directly related to the actions of

human resources management - selection, training and development, evaluation, rewards,

ensuring safe and healthy working conditions. Human resources planning by determining the

quantitative and qualitative needs of human resources, as well as the subsequent actions to

8 3 Detailed below.

condition

decision

implementation

attestation

Stages in the human resources management activity

Communication Skills for Human Resource Management — page 15

"COMMUNICATION IN HUMAN RESOURCES MANAGEMENT IN ORGANIZATIONS"

satisfy these needs, is part of the implementation of the organization's strategy, of achieving

its goals ( Fig. 4). In the competencies of planning actions of human resources includes the

development of plans, which can be characterized as plans for:

- the need for human resources – includes the necessary quantitative and qualitative

characteristics of workers and employees, as well as the personnel needs for each

organizational unit;

- increasing labor productivity - includes the use of human resources in a way leading

to an increase in this indicator;

- training - indicates the need to improve knowledge and

skills for specific workers and the ways to do so (including budgetary

necessities);

- development of human resources - includes the development opportunities of

personnel, information about these opportunities, as well as improvement of

the development system;

- assessment – includes assessment of work performance and

refining the criteria (of the system) for this;

- remuneration – includes salary level and structure,

improvement of the payment system;

- improvement of working conditions - includes improvement of

modes of work, rest, medical care, recreation;

Communication Skills for Human Resource Management — page 16

"COMMUNICATION IN HUMAN RESOURCES MANAGEMENT IN ORGANIZATIONS"

Fig. 4 – HR Planning

Performance Management

The management of human resources requires continuous work for the improvement

of the implementation, for the improvement of the achieved results, for increasing the quality

and productivity of work ”

. At the heart of successful performance management is

communication in evaluating the work performance of employees. This means determining

the suitability, the degree of labor efficiency of each of the organization's human resources

system. Assessment fulfills three main functions: administrative, informational and

motivational. Wendell L. French includes in the evaluation process (which he defines as "the

ongoing assessment of individual and group contributions to the organization") and informing

stakeholders of the results obtained. This is a very important point that is related to the

motivation of the employee, the improvement of his performance and the effectiveness of the

evaluation system as a whole. Evaluation performs three main functions: administrative,

informational and motivational. The first is related to the further status of the employee.

Possible solutions are promotion, demotion, transfer, release. The communication and

Source: Own

Владимирова, К., „Управление на човешките ресурси”, Университетско издателство „Стопанство”, С2006, с. 212.

Human resource planning

organization's purpose

formulation of actions to satisfy the

the needs of human resources

determination of quantitative and qualitative needs of

human resources

Communication Skills for Human Resource Management — page 17

"COMMUNICATION IN HUMAN RESOURCES MANAGEMENT IN ORGANIZATIONS"

informational function of the evaluation is related to the need for the employees to be

informed about the degree of their compliance with the requirements, about the relative level

of their work. The last function is related to the ability of the assessment to motivate

employees for better performance in the workplace.

The following figure summarizes the main stages in the performance evaluation

process:

Fig. 2. Main stages of the process of assessing the performance of employees in the

organization

2.3.

The elements of communication in the management of human resources in

organizations

In this point, communication in the organization and the design of work in the

organization, working conditions, communication and information subsystem as elements of

human resource management in organizations will be considered. The main emphasis in them

is the nature and specifics of the labor activity, the duties of the employees, the document

flow in the company, the conditions of the internal and internal material environment in which

the company operates, etc. Technologies have a strong influence on the concrete realization of

these elements, their development in the industry and their level of implementation in the

organization. That is why we label them as "technocratic".

Адаптирано по Владимирова, К., „Управление на човешките ресурси”, Университетско издателство „Стопанство”, С2006, с. 218.

Determining the main purpose of the assessment

Defining the main tasks

Determining the measures and means to achieve the goals and fulfill the tasks

Choice of assessment methods

Establishing an organization to conduct the assessment

Evaluation of the achieved results

Communication Skills for Human Resource Management — page 18

"COMMUNICATION IN HUMAN RESOURCES MANAGEMENT IN ORGANIZATIONS"

The analysis of the work activity serves as the basis for the design of work. It is a

process of defining the tasks and behaviors inherent in a particular job

. As a result of this

analysis, two documents are prepared: a job description and a job specification. The first one

describes the basic work tasks, which comprise the relevant work, functions, responsibilities,

duties and working conditions. Through the second, it is determined what kind of people will

be most suitable for occupying the relevant position. The main methods of analysis are:

contact method - use of a structured interview; non-contact method - survey; monitoring.

The information system for managing human resources in the organization has three

main levels - recruitment and selection of personnel, activity reporting and personnel

development. It also serves as a basis for communication between the individual parties in the

process of managing human resources in the organization. The main points here are related to

the provision of access rights to certain elements of the information system for the various

workers and employees in the company; determining the responsibilities for making decisions

on the various issues and their delegation; the direction of accountability (who is accountable

to whom, when and for what); the frequency of updating the information; the frequency of its

review and others. All this is reflected in the direction, scope and intensity of horizontal and

vertical information flows in the organization. The information system for the management of

human resources in the organization is part of the overall information and communication

system of the organization, and as such it must be integrated with all other processes

occurring in the implementation of the company's business activities.

2.4.

Factors that influence human resource management communication in

organizations

Among the factors of a given organization that influence communication in human

resources management, we include the corporate culture, the organizational structure and the

company information system. Their impact on the company's personnel is immediate, as they

are part of the daily working life of employees and represent the essence of communication in

an organization.

The organization's communication and information system is a set of interconnected elements

and/or components for collecting, processing and presenting data and information to support the

achievement of the company's goals. It consists of Payroll System, Resource Management System

(ERP), Marketing Information System (MIS), Communication and Human Resource Management

Information System (HRIS) and Customer Service System. Service System).

The main functions of communication and the company information system are: ensuring

transactions, controlling processes, automating activities, ensuring routine managerial decisions,

ensuring strategic managerial decisions, providing the necessary information to the executive staff,

providing opportunities for communication between workers and employees and units and

coordination of activities.

French, Wendell L., Human Resources Management, Houghton Mifflin Company, 1998, р. 9.

Хаджиев, Кр. и екип Управление на човешките ресурси - глава 6. Управление на екипи (критерии за екипна

ефективност). Сборник, НБУ, Департамент “Бизнес администрация”, 2014, стр. 317-365;.

Communication Skills for Human Resource Management — page 19

"COMMUNICATION IN HUMAN RESOURCES MANAGEMENT IN ORGANIZATIONS"

Fig. 6. Conceptual model of communication in the management of human resources in

organizations

3.3. Chapter two. Analysis of communication differences in the management of

human resources in FairPlay Properties Management EOOD

3.3.1. Analysis of factor influence and differences in communication in human

resource management in selected hotel complexes of FairPlay Properties Management

EOOD

The development of the media in the country has a great influence on the recruitment

of workers and employees, as they are the main means of communication with potential job

candidates. The development of the relevant industry and its popularity may have an impact

on the number of documents submitted. The location of the company and the available

infrastructure in that area also have such an impact.

Corporate strategy

Communication elements

Technocratic elements

Recruitment, selection and

appointment

Performance Management

Motivation

Development of human resources

Organization and design of work

Working conditions

Communication and information

subsystem

Internal factors

The corporate culture

Organizational structure

The company information system

Specific factors

Cultural aspects with a direct impact on

managerial practices

Managerial styles

Background of management

External factors

Cultural aspects (language, religion, values and attitudes, behavior and customs, aesthetics, education and

social institutions)

Legal aspects (regulations, trade unions, co-determination)

Economic aspects (development of the media in the country, influence of international business,

infrastructure, fiscal stability of the state, development of the banking system and others, reflected through

number of indicators)

Communication Skills for Human Resource Management — page 20

"COMMUNICATION IN HUMAN RESOURCES MANAGEMENT IN ORGANIZATIONS"

The motivation of workers is also modeled by the minimum and average salary for the

country, the relevant industry and region and its ratio to the remuneration offered by the

company. Macroeconomic indicators can affect the performance of the organization and its

image, which is important to its workers and employees.

The availability of good infrastructure and communications helps ensure a comfortable

working environment for workers.

The development of communication technologies as well as the IT sector ensures the

construction of efficient systems and software to serve the needs of the organization.

In the following table, we will present a comparison of the main economic indicators

between the two hotel complexes:

Comparison of economic indicators between Hotel Hill Sofia and St. Ivan Rilski - Hotel,

Spa & Apartments, Bansko

Indicators

Hotel Hill Sofia

St. Ivan Rilski - Hotel, Spa

& Apartments, Bansko

Income

492,55

51,93

Costs

67 379

6 849

Inflation (%) by regions

2 %

7 %

Unemployment (%) by regions

3,5%

6,5%

Trade balance

13 033

-10 141

Indicator of ic. liberty

79,1/100

62,9/100

Index per capital development

0,955

0,824

The scientific approach to management requires objective analysis as a prerequisite for

decision-making. It has to do with gathering and analyzing accurate information. The

communication system for managing human resources in the organization is very important

here, which must provide the necessary data for the objective analysis.

According to these indicators, the management of human capital in Hotel Hill Sofia

and St. Ivan Rilski - Hotel, Spa & Apartments, Bansko are relatively close. However, there

are certain differences which are presented in the following table.

Table 3

Comparative characteristics of the cultural aspects of Hotel Hill Sofia and St.

Ivan Rilski - Hotel, Spa & Apartments, Bansko

Cultural aspect

Manifestation at Hotel Hill

Sofia

Manifestation in St. Ivan

Rilski - Hotel, Spa &

Apartments, Bansko

The

enterprise

instrument for social action

Изразен.

It has not yet been expressed

to any great extent.

Selection

according

to Basic criteria.

Not

applicable

all

Data are from own research

Communication Skills for Human Resource Management — page 21

"COMMUNICATION IN HUMAN RESOURCES MANAGEMENT IN ORGANIZATIONS"

qualities

departments.

An objective analysis

Widespread.

Analyzes are at a relatively

low level.

Shared solutions

It is often practiced.

Decisions

are

usually

centralized.

Strive

for

constant

improvement

Personally, yes.

In corporate terms – more

conservatively.

It's just starting to spread.

3.3.2. Checking the validity of the hypotheses and the researched thesis

Hypothesis 1.

Corporate culture has a stronger impact on human resources development than

organizational structure.

In the analysis, the impact of the corporate culture on the development of human resources

was determined as very strong (rating 5), and the impact of the organizational structure on the same

element as strong (rating 4). These data confirm the hypothesis thus formulated. However, the

differences in this influence should be taken into account. Corporate culture has a greater impact on

the adaptation and training of employees, and to a lesser extent on their career development. In the

case of the organizational structure, this impact has the opposite sign - the opportunities for career

growth come to the fore, and in the second place - the training of workers and employees (mostly

through the opportunities for rotation).

Hypothesis 2.

In Hotel Hill Sofia, intangible factors (the nature of duties, prestige, social

status, working atmosphere) influence the motivation of employees to a greater extent than tangible

factors (remuneration, bonuses, social package, additional benefits), and in St. Ivan Rilski - Hotel, Spa

& Apartments, Bansko is the opposite.

The interviews conducted with workers and employees of the two hotel complexes clearly

show the predominant importance of intangible factors as the main incentive for work among those

working in the Swiss office and of material factors among the associates at the Hotel Hill Sofia, which

confirms hypothesis 2. The main reason for this can be the level of development of the two groups of

workers and employees was deduced. The city of Sofia is much ahead of the city of Bansko both

economically and socially. If we make an analogy with Maslow's pyramid,

the employees in St. Ivan

Rilski - Hotel, Spa & Apartments, Bansko are located in its lower levels, while Hotel Hill Sofia is in

the higher ones.

Hypothesis 3.

Cultural factors do not influence the communication and information

subsystem

human

resource

management

companies.

"COMMUNICATION IN HUMAN RESOURCES MANAGEMENT IN ORGANIZATIONS"

The sociocultural elements of HRM communication are more influenced by

intercultural differences than technocratic ones.

Table 4

Assessments of the impact of the considered factors on the elements of

communication in human resource management

Elements of communication in human

resource management

Assessments

Average rating

Recruitment, selection and appointment

5, 3, 4, 5, 5

4,40

Performance Management

4, 5

4,50

Motivation

3, 4, 4, 3, 3, 4, 4, 3, 4, 5

3,70

Human resources development

4, 5, 5, 4, 5, 5

4,67

General for the sociocultural

96 p.;

24 average

4,17

Organization and design of work

3, 3, 3, 3, 3, 4, 4, 4, 5

3,56

Working conditions

4, 3, 4, 2, 3, 5

3,50

Communication and information

subsystem

4, 3, 4, 5, 4, 5

4,17

Total for the technocratic:

78 p.;

26 average

3,71

3.4. Chapter Three. Recommendations for improving the human resources

management system at FPI Hotels & Resorts - FairPlay Properties Management EOOD

In this chapter, some suggestions will be made for optimizing the elements of

communication in human resource management in both complexes. The structure of the

exposition will follow the logic of their presentation in chapter one.

3.4.1. Recruitment, selection and placement of personnel

A recommendation can be made to both hotel complexes to diversify the means of

communication with potential job candidates. This can be realized by adding a "Careers"

section on the organization's website https://www.fpihotels.com/, where timely and detailed

information about vacant positions will be provided. Other opportunities for recruiting quality

staff and improving the company's image are: participation in career forums, organizing an

open day, maintaining close contacts with university career centers, departments and student

organizations.

During the selection in St. Ivan Rilski - Hotel, Spa & Apartments, Bansko, more

diverse methods can be used (besides selection based on documents and interview) such as

semi-structured and structured interview, situational interview, which cover to a greater extent

the qualities sought in candidates. What is missing in the selection process is assessing the

motivation of the candidates. Emphasis is placed more on their professional qualities. In this

regard, additional questions can be included in the interview, as well as the preparation of a

motivation letter when applying.

Once the appropriate number and type of candidates have been attracted, they should

go through a precise and professional selection in order to find the most correct and suitable

of them. The first step in FPI Hotels & Resorts - FairPlay Properties Management EOOD is to

A full breakdown of the influence of all factors on all elements is presented in Appendix 3. Research is author's.

Communication Skills for Human Resource Management — page 23

"COMMUNICATION IN HUMAN RESOURCES MANAGEMENT IN ORGANIZATIONS"

clarify the criteria by which the candidates will be evaluated. For each criterion, an adequate

method for evaluating and revealing the candidate's potential must be determined. It would be

good if one criterion were represented in several of the selection steps, which would guarantee

a more complete and real introduction to the candidates.

It would be good to do pre-selection on application forms first. This is quite a good

practice especially when candidates for one position for more and carrying out all the steps of

the selection would cost FPI Hotels & Resorts - FairPlay Properties Management EOOD a lot

of financial, time and human resources.

3.4.2. Performance Management

Overall, the grading system is well developed. Once every two months, an evaluation

of the employees is held, in which the immediate supervisor participates. Every six months,

an evaluation is conducted with the participation of subordinates as well as associates of the

same level. During this period, the progress of the individual employee is monitored and the

goals for his development are set.

The main objectives of job evaluation are:´

♦ facilitation of remuneration management activities in the organization;

♦ comparison of the remuneration system with that of other companies;

♦ establishing an acceptable salary for new or changing professions in the company;

♦ protecting workers from arbitrary decisions in the field of remuneration;

♦ creation of a stable base for differentiation in salaries;

♦ facilitating fair wage increases.

The level of qualification of the staff at FPI Hotels & Resorts - FairPlay Properties

Management Ltd. is of great importance as an indicator of the quality of work. This indicator

should be supplemented by others, taking into account the neuro-psychological stress of

highly qualified specialists, the increased degree of responsibility, risk-taking, the need to

adapt the psyche to a change in production conditions and the surrounding environment. The

existing system of indicators in FPI Hotels & Resorts - FairPlay Properties Management

EOOD must be supplemented and enriched with such indicators and criteria that provide the

necessary information about the actual professional and business qualities of the contractors,

for a timely reaction to unfavorable production conditions, for proper analysis and processing

of information

3.4.3. Motivating staff

An important point in the process of stimulation and an invariable recommendation for

the improvement of human resources management is growth, career advancement. In this

case, it is desirable for the organization to create conditions contributing to continuous

training and self-education, to creative, professional, personal self-improvement. Conditions

are created, on the one hand, for recognition of achievements in work and professional

development of each worker, and on the other hand, self-recognition of one's own successes

and achievement of self-confidence and authority of each person

Building a motivational program and measures to stimulate the work of the staff, in

turn, is only a consequence of such a motivational strategy built in the company, because

good workers and employees stay in the company if they have enough incentives consisting in

Communication Skills for Human Resource Management — page 24

"COMMUNICATION IN HUMAN RESOURCES MANAGEMENT IN ORGANIZATIONS"

good is a strong competitive advantage and a factor for increasing the company's productivity

and efficiency.

Through the use of modern forms of labor stimulation, such as training, specialization

in certain fields, qualification of personnel, a higher general level of knowledge in the

required areas, a higher mastery of the newly emerging work style, a new culture in terms of

service, advertising, as well as overall growth in terms of their work habits. The highly

qualified employee (worker), stimulated through ongoing training, opportunities for

originality in certain areas, creative spirit and entrepreneurial risk, has earned promotion to

the position he occupies, earned the respect of colleagues, stepped one step up in the hierarchy

of the company in which he works and will continue to climb, improving his skills and

abilities, reaching the degree of satisfaction with his own achievements and self-respect, as

long as there are forms of stimulation of his work. FPI Hotels & Resorts - FairPlay Properties

Management EOOD needs exactly this type of workers in order to turn the management of

labor resources into a more perfect and maximally efficient one to achieve the set company

goals.

3.4.4. Organization and design of work. Working conditions.



The organization of work at the Hotel Hill Sofia is without special remarks. This is

one of the main reasons for the efficient running of business activities and the high

results achieved by employees.



Opportunities to optimize the activity can be sought in the following areas:



Stricter control over compliance with working hours.



Setting individual goals and monitoring their achievement.



Diversification of activity by expanding responsibilities and/or adding new tasks; use

of employee rotation.



Introduction of a team principle of work where possible (when executed on mini

projects, for example).



Periodic updating of job descriptions (at least once a year).



Conducting an annual analysis of positions and performing activities and searching for

opportunities to optimize them.



Working conditions in both divisions are very good. They meet all the requirements

for safe and healthy work, and also provide an excellent working atmosphere. A

recommendation that applies to both hotel complexes can be the preparation of a

written policy and strategy for managing working conditions and determining their

place in the overall strategy of the organization. There is currently no such one. Such a

policy will justify the existing rules and regulations, and the strategy will give

direction to their development and a clearer vision for the management of working

conditions in the organization.

3.4.5. Communication and information systems and subsystem / Communication

standards

The communication and information system of FPI Hotels & Resorts - FairPlay

Properties Management EOOD must be a set of interconnected elements and/or components

for collecting, processing and presenting data and information to support the achievement of

the goals of the hotel chain. It should consist of Payroll System, Resource Management

Communication Skills for Human Resource Management — page 25

"COMMUNICATION IN HUMAN RESOURCES MANAGEMENT IN ORGANIZATIONS"

System (ERP), Marketing Information System (MIS), Communication and Human Resource

Management Information System (HRIS) and Customer Service System. (Customer Service

System).

The human resources management information system must take into account the

specifics of the relevant complex. In view of the future development of FPI Hotels & Resorts

- FairPlay Properties Management EOOD, a plan must be drawn up for the expansion of the

communication and information system in human resources management, its unification and

its gradual implementation in all hotels and hotel complexes of the company. One of the main

problems will be its compatibility with the existing company information system.

The objectives and standards of the procedure are to determine the correct

communication channels and rules. The rule is – no division between the work of the central

office and the hotel complexes. It is not necessary for everyone to be informed about

everything, it is important that the information reaches all concerned parties.

The main functions of communication and the company information system are: ensuring

transactions, controlling processes, automating activities, ensuring routine managerial

decisions, ensuring strategic managerial decisions, providing the necessary information to the

executive staff, providing opportunities for communication between workers and employees

and units and coordination of activities.

The main resources of a communication and company information system are presented

in the following figure:

Software

Hardware

Data

Networks

People

Communication Skills for Human Resource Management — page 26

"COMMUNICATION IN HUMAN RESOURCES MANAGEMENT IN ORGANIZATIONS"

Fig. 7. Communication resources and the company information system

In this case, the employees of the organization are placed in a dual role. On the one

hand, they are the subject of the communication and company information system, which

collects, processes and uses the data, on the other hand, they are the subject of the

communication and company information system, for which heterogeneous data is collected

and stored. Therefore, it is important that new workers and employees are familiar with the

specifics of communication and the company's information system when they are introduced

to the organization.

3.4.6. State and opportunities for the development of Bulgarian tourism in the

conditions of crises, empirical development and research of hotel complexes St. Ivan

Rilski - Hotel, Spa & Apartments, Bansko and Hotel Hill, Sofia - FPI Hotels & Resorts -

FairPlay Properties Management EOOD

What appeared as a virus, COVID-19, turned into a social and economic disaster after

the restrictive measures taken in all countries. The hotel chain and tourism in general is one of

the sectors most affected by the pandemic, the measures put in place to contain the virus have

led to an almost complete shutdown of tourism activities around the world. The purpose of

this chapter is, based on a study of the impact of the COVID-19 crisis on Bulgarian tourism

and the behavior of Bulgarian tourists, to identify opportunities for overcoming the

consequences of the crisis and outline guidelines for its development. The main research

thesis is closely related to the purpose of the study and defends the author's views that the

recovery of Bulgarian tourism in the conditions of COVID-19 is possible only by taking

specific measures based on a thorough analysis of the state in which the tourism business is

located, and consideration of consumer attitudes towards consumption of tourism services in

the context of COVID-19. Using a survey method, users of tourist services in Bulgaria are

studied. All the tasks of the research have been achieved, namely: the theoretical propositions

for crisis management in tourism have been studied; the state of Bulgarian tourism in the

conditions of COVID-19 was analyzed; a review of the current fiscal and social measures for

the recovery of the tourism sector was made; attitudes towards the consumption of tourist

services in the conditions of COVID-19 have been studied; opportunities and

recommendations for dealing with the consequences of the COVID crisis for the tourism

business are presented.

The tasks of the research are:

• research of the theoretical positions for crisis management in tourism;

• analysis of the state of the hotel chain and Bulgarian tourism in the conditions of

COVID-19;

16 Кабаков И., Маринов В., Асенова М., Николова В., Петкова Е. , Митова Р., Стоева Н., Станева М., Валентинов Петров П. , Димитрова Г., Covid-кризата

в културата и туризма, основан на културното наследство: идеи за изход от ситуацията. Авторски принос: В. Маринов, Е. Петкова, 5.3. Загуби от

извънредното положение; В. Маринов, Е. Петкова, 5.4. Оценка на антикризисните мерки. Общ обем 245 с., авторски принос – 10 с. , ISBN:ISBN 978-954-

07-5214-3 (меки корици), ISBN 978-954-07-5215-0 (pdf), Университетско издание „Св. Климент Охридски“, София, Рецензирано

Communication Skills for Human Resource Management — page 27

"COMMUNICATION IN HUMAN RESOURCES MANAGEMENT IN ORGANIZATIONS"

• an overview of the current fiscal and social measures for the recovery of the tourism

sector;

• study of attitudes towards the consumption of tourist services in the conditions of

COVID-19;

• outlining the possibilities and making recommendations for dealing with the

consequences of the COVID crisis in the tourism business.

3.4.7. Guidelines and recommendations for implementation of crisis management in

hotel complexes St. Ivan Rilski - Hotel, Spa & Apartments, Bansko and Hotel Hill, Sofia

- FPI Hotels & Resorts - FairPlay Properties Management EOOD in the conditions of a

pandemic

This paragraph outlines important recommendations for developing and implementing

crisis management through the necessary managerial and administrative actions to ensure

sustainable development of the sector in the short, medium and long term. Some basic

guidelines for the development of tourism organizations in the conditions of a global health

crisis are highlighted.

Guidelines and recommendations for hotel complexes St. Ivan Rilski - Hotel, Spa &

Apartments, Bansko and Hotel Hill, Sofia - FPI Hotels & Resorts - FairPlay Properties

Management EOOD for implementation of crisis management

The presentation of this subsection covers the outline of specific guidelines and

recommendations for the implementation of crisis management in hotel complexes St. Ivan

Rilski - Hotel, Spa & Apartments, Bansko and Hotel Hill, Sofia - FPI Hotels & Resorts -

FairPlay Properties Management EOOD. They were developed on the basis of the analyzed

survey responses and in-depth interviews with experts in the hotel chain. The COVID-19

pandemic has had a significant impact on tourism organizations (including tour operators,

intermediaries, transport organizers and accommodation or attraction providers). A

responsible tourism restart requires future tourism activities to be guided by a science-based

approach to support governments, businesses and local communities. Thus, they will

understand the trade-offs of decision-making processes that aim to align hygiene and health

protocols with sustainability criteria. There is an extremely wide variety of recommendations

and measures that can be taken to improve the management of the hotel chain after COVID-

19. The hotel chain could focus on improving the quality, knowledge and competences of the

staff, enriching the tourist tours, implementing a cultural element in them, integrating digital

technologies, etc. Special attention should be paid to family entertainment: special programs

for children and adolescents, development of appropriate menus, entertainment systems, etc..

In order to avoid overcrowding and over-tourism in Hotel Complexes St. Ivan Rilski - Hotel,

Spa & Apartments, Bansko and Hotel Hill, Sofia - FPI Hotels & Resorts - FairPlay Properties

Communication Skills for Human Resource Management — page 28

"COMMUNICATION IN HUMAN RESOURCES MANAGEMENT IN ORGANIZATIONS"

Management EOOD can serve their customers in shifts, they could be divided into areas

separated from each other in order to social distancing is maintained



For the purpose of the study, the research interest is specifically directed to the field of

hospitality. The speed with which everything happened during the COVID-19

pandemic contrasts with the severe measures that paralyzed the accommodation

sector. The results can be used to guide hotel industry actors and policy makers in the

development of new tools, as well as to expand existing programs to promote

environmental restoration of the industry. The further modernization and maturation of

tourist accommodation must be based on sustainability and digital technologies, the

necessary public infrastructure and the effective management and promotion of

destinations as unique additions to the value chain. We can single out some guidelines

and recommendations for the implementation of crisis management specifically for

enterprises working in the hospitality industry:



updating cancellation policies, including new measures specifically for epidemics,

natural disasters and different levels of international concern;



offering guests different travel cancellation options in order to retain the customer in

the long term;



offering guests 24/7 medical assistance, various types of insurance services and

agreements for tourists as a way to build security and trust;



creating a comprehensive guide on hotel actions to prevent COVID-19 infections that

is easily accessible on the hotel or accommodation website;



investing in a digital future – this activity has a recognized value in achieving a wide-

ranging digital presence, especially to encourage direct bookings. This includes

implementing contactless technology, optimizing revenue with everyday services,

looking for new trends, putting the guest at the center of your strategy;



diversity of online distribution channels, investment in own website and development

of direct booking strategy;



introduction of an advanced revenue management system and pricing models for a

faster response to market developments;



applying for tax refunds and other financial relief measures;



negotiations with suppliers, financiers, project developers and contractors to more

effectively manage expectations and maintain trust;



focus on HR and communications to ensure clarity and maintain engagement and

morale at this difficult time;

Abbas, J., Exploring the impact of COVID-19 on tourism: transformational potential and implications for a sustainable recovery of the

travel and leisure industry, Current Research in Behavioral Sciences, 2021

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"COMMUNICATION IN HUMAN RESOURCES MANAGEMENT IN ORGANIZATIONS"



using the time of crisis to reassess the business, to train employees and to develop new

products, in order to achieve flexibility and discover new opportunities;



discussion with suppliers about discounts on supplies, rent, etc.;



study of possible national, European or international funding programs for tourism

organizations to support and recover from the pandemic crisis. Hotels and other

accommodation facilities have been extremely hard hit by the COVID-19 pandemic

and will have a long recovery. There are many financial national and international

instruments that act as a support program to continue efforts to stabilize the local hotel

industry.

Figure 30 illustrates some specific guidelines and recommendations for implementing

crisis management for tour operators, travel agents and tourism intermediaries:

Figure 30. Recommendations to the hotel chain for implementing crisis management



Entering new markets – this recommendation inherently means a reassessment of the

competitive environment. Almost all hotels face financial difficulties and bankruptcy

during these critical times. The recovery will not be homogeneous as different parts of

the world struggle to control the spread of the virus in different timelines. This means

that organizations need to reconsider what the competitive environment might be like

Източник: Систематизация на автора

External

funding

Use of social

media

A business

model

integrated with

innovation

Information

about

limitations

A sustainable

strategy

New markets

Hotel chain

Communication Skills for Human Resource Management — page 30

"COMMUNICATION IN HUMAN RESOURCES MANAGEMENT IN ORGANIZATIONS"

after the recovery. Companies need to take steps earlier to be ready to gain market

share, enter new markets and offer new products after the crisis has passed.



Developing a sustainable strategy – although many hoteliers are focused on cost-

cutting activities and maintaining the scope of the companies' business activities to

generate immediate impact, it is recommended that hoteliers renew their strategy to

gain long-term value and achieve sustainable development.



Awareness of travel restrictions and regulations – changes in travel rules and

requirements change almost weekly. In addition to securing a travel visa, travelers

must also complete a health declaration for many countries. In some cases, depending

on the destination, they are required to undergo pre-travel COVID-19 tests. Because

travel restrictions and warnings are dynamic, it is likely that a number of customers

will want to cancel or postpone their trips. Cancellation and postponement policies

should be updated periodically so that customers and employees are aware of them.

With all these factors, travelers will turn to professionals they can trust. This will save

significant time, not to mention increase the likelihood that customers will remember

their positive experience and book again in the future.



Developing a business model integrated with innovation – tourism hotel companies

will need to build an innovation engine that runs alongside their day-to-day

operations

. They will need to show improvement in their contribution to the natural

environment and human activity, while demonstrating that they have a business model

that can withstand the effects of another event like COVID-19.



Use of social media – this activity involves emphasizing accurate safety information

through employee training and informing potential visitors. In this way, it will expand

its online presence and create better relationships within its customer base despite

social distancing policies. As with all businesses, hoteliers need a strong online

identity. The pandemic has reinforced the need for a strong digital presence that will

help their businesses stay afloat in tough times. Hoteliers can use this transitional time

to create an action plan for the coming year, have a proactive social media presence

and provide online travel advice to their customers during the pandemic.



Applying for national or international funding programs for tourism organizations to

support and recover from the pandemic crisis – similar to hotels, this involves

reaching out to local tourism associations, regulatory bodies or government for

resources, support and funding. These types of schemes provide funds to hoteliers and

tour operators to support them in dealing with the economic impact of the COVID-19

pandemic. The difference between the size and type of business and the financial aid

will vary depending on the company's revenue from recent years.

Караилиева, М., Иновационен мениджмънт и глобални трансформации в туризма, издателство на Нов български университет,

2018

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"COMMUNICATION IN HUMAN RESOURCES MANAGEMENT IN ORGANIZATIONS"

Tourism destination managers have an unprecedented opportunity right now to rethink

tourism and build ways to make it more sustainable and resilient in the face of future crises.

Destination branding and tourism marketing must take seriously the challenges destinations

will face to reopen. There is a need for accurate, measured, realistic and honest assessments of

what is safe to do and to communicate these requirements proactively. We can highlight some

essential guidelines and recommendations for the implementation of crisis management to the

organizations and managers who are involved in the management of tourist destinations



Encouraging “slow” travel – can help the local economy recover while reducing

the risk of the virus spreading. Just as COVID-19 has forced life to slow down, a

slower, more deliberate approach to travel should be considered. This means

taking one longer trip a year instead of five or six shorter ones, which will

dramatically reduce the carbon footprint of travelers.



Compliance with health regulations – destinations now require safe health

management: temperature check for visitors, proof of immunity certificates, one-

way entry systems and hand sanitizing stations. Consideration needs to be given to

what the new capacity levels will be if social distancing and other forms of safe

gathering continue. Tourism infrastructure and offers must comply with WHO

guidelines for ensuring and maintaining the safety of places that are tourist

destinations.



Controlling the usual over-tourism in popular destinations after the lifting of travel

measures and restrictions – the pandemic has given destinations the opportunity to

review their sustainable tourism policies. Smart technologies could help manage

tourist flows through time slots, limiting the length of a visit to an attraction. The

implementation of smart technologies can reduce waiting times for visitors,

minimize environmental impact and lead to a better experience for tourists.



Emphasis on local communities – local residents and their interests should be

central to any adjustment of the tourism strategy. For too long, destinations have

been focused only on attracting visitors without considering the impact on the host

community, their culture and environment. The step to sustainable recovery is to

understand what a community really needs and wants to offer visitors. This may

include prioritizing and promoting local products, protecting the environment,

reducing pollution and noise, creating jobs and income for the host community.

Businesses and local residents need to be involved in the destination's pandemic

response and resilience initiatives.



Limiting the supply of short-term vacation rentals – as managers begin to rethink

the concept of a “destination” and their role in it, they must seek a more balanced

offering between spaces for residents and places catering to tourists. Therefore, a

How Can Destinations Resume Tourism After the Pandemic, While Ensuring Sustainability?,

https://secureservercdn.net/198.12.144.78/d20.485.myftpupload.com/wp-content/uploads/TPBO-

White

Paper-Destination-Marketing-

Tourism-Sustainability.pdf, достъпен на 30.04.2022.

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"COMMUNICATION IN HUMAN RESOURCES MANAGEMENT IN ORGANIZATIONS"

good crisis measure could include proposals to attract international students and

entrepreneurs: visitors who can become long-term residents.



Diversify the scope of the destination's offering – this includes targeting specific

niches where fewer tourists could bring the same, if not more, revenue to the

destination. Alternative types and forms of tourism, as well as different customer

segments, can be as beneficial to the destination as mass tourists.



Creating a sustainable model for the tourism destination – companies and

destination managers are the ones responsible for helping the economy recover

quickly, especially in tourism-dependent destinations. A purely economically

oriented approach to tourism is not the solution. A new, more sustainable model is

needed that is better for recovering the economy and strengthening its resilience.



Focusing on domestic tourism – domestic tourism is booming in contrast to the

slower recovery of international tourism. Visitors from the country or local region

are more aware of the new travel rules. The destination community must be

restored and ready to welcome visitors from other areas of the country or region,

which will take some time. Domestic travel needs to be emphasized before locals

feel ready to explore new destinations.

CONCLUSION

In this dissertation, the factors and elements of communication in human resource

management and their interaction from different aspects are considered. A comparative

characteristic was made between two hotel complexes of one company. It takes into account

the multiple impacts of differences by location.

The truth of the thesis formulated at the beginning, that the sociocultural elements of

communication in human resources management are influenced to a greater extent than

between cultural differences, has been verified. Motivation, which is influenced by the most

factors, and human resource development, which has the strongest impact, came to the fore.

An interesting question is why these results were obtained? What is the connecting link?

The answer is surprisingly simple - man. Man is both a product and a creator of

culture. His values, needs, desires, behavior are behind all the sociocultural factors we have

considered. At the same time, the two elements of communication in human resources

management, which to the greatest extent reflect the human factor, are precisely motivation

and development. So this result is not at all surprising.

The current development attempts to build a model for effective communications in

the management of human resources in organizations by systematizing the indicators

revealing the competence and satisfaction of the participants in the communication process -

managers, staff and teams, the effectiveness of rights and feedback between them, the quality

of the information messages and the effectiveness of the information means and

communication channels used. The present study could not exhaust all aspects of

communication in human resource management in organizations. However, the dissertation

provides an answer to a number of questions related to the problem of the effectiveness of

business communications in organizations.

Communication Skills for Human Resource Management — page 33