Expanded Summary

Tourism and hospitality in the modern world and among them, in Georgia, has become one of the strong, important income-generating economic sectors for the country. This means that the industry presented today is a priority area of the economy, and the countrys government and, in particular, the companies in this area, should take care of its systematic development, in the light of highlighting the peculiarities of tourism, developing the right personnel management policy and its effective regulation. The activities of the personnel of our country, regardless of the field in which they are employed, are primarily regulated by the governmental documents of Georgia and the relevant legislation regulating the field.

The tourism and hospitality industry is a very specific field, as the personnel working in it, unlike those employed in other economic sectors, are required to have distinctive qualities. It is they who must create such a cohesive team of high responsibility, which will be able to offer visitors an impeccable service, and, most importantly, to react promptly and smoothly to the changed environment and the modern needs of tourists. Therefore, the article discusses:

  1. Peculiarities of staff planning, selection and management of personnel policy system constituent elements;

2. Aspects of personnel policy system regulation - based on Georgian government documents and special laws in the tourism and hospitality industry.

Unlike other industries, staffing in the tourism industry is planned first, qualitatively, and only then, quantitatively. Qualitative composition means: knowledge of this field, skills, accumulated competences and, as we have already mentioned, personal qualities pleasing to the guest - accuracy, precision, speed and others. Success in this field is not determined by the number of employees, but by their quality. Knowledge and ethical behavior are required here, because we are serving a guest. If we want the visitor to visit us again, we must offer him a tourist service with acceptable behavior and ethical norms.

With appropriate information, the author of the article argues the existence of the peculiarities of personnel management in the tourism and hospitality industry, the need for personnel qualification and competence, and the necessary requirement for a high intellectual level of employees in this field, because the service personnel have a close intellectual connection with visitors and considers it necessary to take into account these characteristics - personnel planning, in the process of selection and management.

Both analysis and planning of personnel are carried out in the companies of the tourism industry by carrying out a number of measures and consist of the following actions:

1. Analysis of business, personal and professional characteristics of enterprise personnel;

2. Expected changes in the supply of personnel from the labor market during the planning period;

3. Forecast of the corresponding company's demand for personnel in the planning period.

And personnel planning and selection is carried out in three stages:

1. Preparatory stage. The following are carried out: orientation, professional selection, professional training;

2. Distributive stage. In progress: gathering of personnel, selection and deployment of the selected cadre to the workplaces;

3. Adaptation stage. It is carried out: adaptation of the newly received cadre and also the cadre transferred from one place of work to another.

Management of the personnel employed in the organization is the same administrative labor process, which is carried out by the head of the personnel management service, that is, the personnel manager. Administrative work is mental work. With this work, the coordinated activity of the personnel is achieved in tourism. This is done by organizing, regulating, motivating and controlling the work of employees. The content of personnel management in tourism is determined by the personnel's knowledge, work habits, competencies, ability to cooperate and mutual respect, as well as compliance with legal norms.

With his own opinions and excerpts from the works of other scientists, the author proves how important it is to regulate personnel policy and points out the shortcomings that exist in the relevant laws regulating the tourism sector of Georgia.

Labor relations are discussed from market and institutional aspects. Those in favor of institutionalism give preference to social dialogue between the parties, while those in favor of market aspects prefer market demands. Regulation of labor relations in any form has both strengths and weaknesses.

In todays conditions of globalization, labor relations are less protected in Georgia. The rights of staff to receive compensation equivalent to the work performed are often violated. This is the situation in the tourism sector as well. Foreign tourist companies, which bring visitors from different countries to Georgia, pay meager amounts to local escorts, porters and guides. In many cases, the situation is the same in terms of equal pay for staff in the hotel and restaurant business.

In the opinion of the author, in the tourism and hospitality industry, as well as in other fields, there should be international standards in labor regulation and labor compensation, which everyone is obliged to follow. Private sector companies are given the right to choose independently, without state intervention, the forms of personnel development and remuneration-stimulation, employment placement and working conditions, team or group work and many others. Public sector organizations-institutions do not have the right to such independent action. Uniform rules apply to them in this area;

The tourism and hospitality industry as a field is regulated by a special law - "On Tourism and Resorts", in which only general issues of tourism are regulated - concepts, types of tourism, activities, resources, resort places, resort industry and many others. It does not say anything about personnel regulation, it is entirely dedicated to tourist activities.

Key words: "Personnel policy; Regulation of personnel policy, personal and professional skills, competence of hotel staff