Simulation of Behavior of Hotel and Restaurant Business Staff in the Conditions of COVID-19 Viral Pandemic

  • Liudmіla BOVSH Kyiv National University of Trade and Economics, Ukraine
  • Larysa HOPKALO National University of Life and Environmental Sciences of Ukraine, Ukraine
  • Inna LEVYTSKA National University of Life and Environmental Sciences of Ukraine, Ukraine
  • Igor KOMARNITSKYI Kyiv National University of Culture and Arts, Ukraine
  • Alla RASULOVA Kyiv National University of Trade and Economics, Ukraine

Abstract

The research views staff behavior as a complex mechanism of motivators through the lens of rationality, which obeys the principles of the transitivity axiom and the law of declining marginal utility in times of crisis, including the quarantine COVID-19 pandemic, budget constraints. The factors which affect the behavior of hotel and restaurant staff form a field for understanding behavioral responses. The interests and motives that regulate the behavior of the staff, in this case, reflect the map of utility, which allows modeling the usefulness of employment in an enterprise. It is substantiated that the behavior of the staff should be correlated with the influence of leadership and agile management methods (Scrum, Kanban). The Agile determinants in the pandemic client-oriented management of the hotel and restaurant business provide an algorithmic explanation for the application of the approaches in practice. Flexible management methods allow you to create organizational values for staff, which allows you to build value dependencies within cross-functional team management. The result is the consideration of motivational types of staff and methods for choosing the right Agile approach. It also suggested ways to reformat the hotel and restaurant business in the pandemic and change the professional roles of workers to survive and create conditions for rapid rehabilitation and recovery in the post-quarantine period.

References

[1] Alaidaros, H., Mazni, O. and Romli, R. 2018. Identification of criteria affecting software project monitoring task of Agile Kanban method. AIP Conference Proceedings. 1-7. DOI: https://doi.org/10.1063/1.5055423
[2] Armstrong, M. 1991. A handbook of personnel management practice (4th ed.). London: Kogan Page. DOI:https://doi.org/10.1177/103841119303100214
[3] Charness, G. and Kuhn, P. 2010. What can labor economists learn from the lab? In: O. Ashenfelter and D. Card (eds.), Handbook of Labor Economics, Amsterdam: Elsevier.
[4] Cohen, J. D., McClure, S. M. and Yu, A. J. 2007. Should I stay or should I go? How the human brain manages the trade-off between exploitation and exploration. Philosophical Transactions of the Royal Society B: Biological Sciences, 362(1481): 362:933.
[5] Collier, G. and Jennings, W. 1969. Work as a determinant of instrumental performance. Journal of Comparative and Physiological Psychology, 68: 659–662.
[6] Dyatlov, V. 2009. Personnel Management: Teaching Guide (in Russian). PRIOR, Moscow.
[7] Gerchikov, V. 2018. Russia. Labour Relations and Political Change in Eastern Europe, 137–168. DOI:https://doi.org/10.4324/9780429450129-7
[8] Gorkina, L. and Slutsky, Y. 2012. Encyclopedia of the history of Ukraine. V. A. Smoliy et al. (Eds.). Institute of History of Ukraine NAS of Ukraine. - Kyiv: Sciences. Opinion, 9: 663 – 944. ISBN 978-966-00-1290-5
[9] Green, L., Kagel, J. H. and Battalio, R. C. 1987. Consumption-leisure tradeoffs in pigeons: Effects of changing marginal wage rates by varying amount of reinforcement. Journal of the Experimental Analysis of Behavior, 55: 133–143. DOI: https://doi.org/10.1901/jeab.1987.47-17
[10] Hagger, M. S., Wood, C., Stiff, C. and Chatzisarantis, N. L. D. 2010. Ego depletion and the strength model of self-control: A meta-analysis. Psychological Bulletin, 136(4): 495–525. DOI: https://doi.org/10.1037/a0019486
[11] Karimi-Mamaghan, M. et al. 2020. A learning-based metaheuristic for a multi-objective agile inspection planning model under uncertainty. European Journal of Operational Research, 285(2): 513–537. DOI:https://doi.org/10.1016/j.ejor.2020.01.061
[12] Kibanov, A., Lovcheva, M., Mitrofanova, E. and Batkaeva, I. 2015. Motivation and stimulation of labor activity. Infra-M Academic Publishing House, Moscow. DOI: http://dx.doi.org/10.12737/6552
[13] Krasovskiy, Yu. 2018. Reflexive pedagogics of the University. INFRA-M Academic Publishing House, Moscow. DOI: http://dx.doi.org/10.12737/monography_5aaa89a77caf61.81370219
[14] Luthans, F. and Avolio, B. J. 2009. "Point" of positive organizational behavior. Journal of Organizational Behavior, 30(2): 291–307. DOI: https://doi.org/10.1002/robot.589
[15] Newstrom, J. W. and Davis, K. 1997. Organizational Behavior (10th ed.). Mc. Graw-Hill, New York.
[16] Nicholson, W. and Snyder, C. M. 2008. Microeconomic theory: Basic principles and extensions. Mason: Cengage Learning.
[17] Oхinoyd, K. E. 2013. Sociology of labor (in Russian). INFRA-M Academic Publishing House, Moscow. DOI:https://doi.org/10.12737/923
[18] Samuelson, P. 1938. Economica. New Series, 5(17): 61-71. DOI: https://doi.org/10.2307/2548836
[19] Sardak, O. 2013. Theoretical aspects of organizational behavior of personnel in the conditions of marketing orientation of enterprises. Scientific Bulletin of the Poltava University of Economics and Trade, 3(59): 212 - 218.
Published
2021-02-21
How to Cite
BOVSH, Liudmіla et al. Simulation of Behavior of Hotel and Restaurant Business Staff in the Conditions of COVID-19 Viral Pandemic. Journal of Environmental Management and Tourism, [S.l.], v. 12, n. 1, p. 186 - 195, feb. 2021. ISSN 2068-7729. Available at: <https://journals.aserspublishing.eu/jemt/article/view/5894>. Date accessed: 05 nov. 2024. doi: https://doi.org/10.14505/jemt.12.1(49).16.