{"id":{"repo_id":"unlv","oai_identifier":"oai:oasis.library.unlv.edu:rtds-2275"},"canonical_url":"https://search.dev.ndltd.org/etd/unlv/oai:oasis.library.unlv.edu:rtds-2275","repository":{"repo_id":"unlv","name":"University of Nevada - Las Vegas","base_url":"https://oasis.library.unlv.edu/do/oai/"},"display":{"title":"Human capital in the hospitality industry: Its components, role and importance in achieving corporate goals","abstract":"Since \"value in this economy is increasingly being driven by employees and their ideas, as opposed to hard assets\" (Zimmerman, p. 32), I sought to obtain knowledge about the components, role, and importance of human capital in the hospitality industry. Data were collected by interviewing 19 hospitality human resources professionals. The findings revealed three main components of human capital: service-oriented employees, empowered employees, and committed employees. Specifically, respondents identified specific managerial activities and roles that influence the profitability of their companies and the three cornerstones of their companies' missions: (1) treat employees well; (2) provide extraordinary service; and (3) provide shareholder value. Implications for management and future research are discussed.","abstract_html":"Since "value in this economy is increasingly being driven by employees and their ideas, as opposed to hard assets" (Zimmerman, p. 32), I sought to obtain knowledge about the components, role, and importance of human capital in the hospitality industry. Data were collected by interviewing 19 hospitality human resources professionals. The findings revealed three main components of human capital: service-oriented employees, empowered employees, and committed employees. Specifically, respondents identified specific managerial activities and roles that influence the profitability of their companies and the three cornerstones of their companies' missions: (1) treat employees well; (2) provide extraordinary service; and (3) provide shareholder value. Implications for management and future research are discussed.","abstract_has_math":false,"creators":["Canale, Deborah"],"institution":"University of Nevada, Las Vegas","degree_name":"Master of Science (MS)","degree_level":"Thesis","degree_discipline":"Hotel Administration","degree_department":null,"school":null,"contributors":["Cheri A. Young"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2001,"date_issued":"2001-01-01T08:00:00Z","date_published":"2001-01-01T08:00:00Z","updated_at":"2026-07-24T05:25:18Z","subjects":[],"languages":["English"],"rights":["IN COPYRIGHT. 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Data were collected by interviewing 19 hospitality human resources professionals. The findings revealed three main components of human capital: service-oriented employees, empowered employees, and committed employees. Specifically, respondents identified specific managerial activities and roles that influence the profitability of their companies and the three cornerstones of their companies' missions: (1) treat employees well; (2) provide extraordinary service; and (3) provide shareholder value. Implications for management and future research are discussed."],"dc:format":["pdf"],"dc:identifier":["10.25669/18tf-8ed4","https://oasis.library.unlv.edu/rtds/1276","https://oasis.library.unlv.edu/context/rtds/article/2275/viewcontent/uc.pdf"],"dc:language":["English"],"dc:publisher":["University of Nevada, Las Vegas"],"dc:rights":["IN COPYRIGHT. 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