An Examination of Quality Service Perceptions in a Hotel

Perceptions of managers and employees on topics related to quality and quality service in a hotel were studied to define the term “quality” and the activity of "quality service" delivery, looking at differing definitions of the terms and the activity and the identification of problem issues relating to training, communication, recognition, and department coordination. Recommendations for action included changes in the training program, a reemphasizing of the incentive programs, the development of Quality Improvement Teams, improved communication, and increased service delivery leadership.

Financial Failure In the Hospitality Industry

The hospitality industry (especially the restaurant segment) has a historically high rate of financial failures. Yet, financial failure in the industry has not received the attention it deserves. In this article, the authors identify basic reasons underlying failed ideas while presenting a study of several hospitality chains that have experienced varying degrees of financial failure. The characteristics and pitfalls of these companies provide the necessary groundwork to explore major lessons to be learned which should aid hospitality management to aviod future business failures.

Online Graduate Degree: Hospitality Executive Perceptions

Distance education is an option that allows managers to continue with work while completing a program of study The authors report on the establishment of a distance education graduate program and describes how participants learned of the program, what their motivations for participating were, how it impacted their jobs and personal lives, and what their initial reactions to the first courses were.

Chinese and British Hotels: Cultural Differences and Management

Rapid tourism development in China has led to an influx of hotels invested in and operated by multi-national hotel companies. The authors examine the impact of cultural differences on employee behavior in China and UK hotels and offer recommendations for expatriate hotel managers to effectively develop human resource management styles while operating properties in China.

Attracting and Retaining Hospitality Employees

Management, recruiting, and retention techniques are critical to the hospitality industry. In surveys and interviews of both employees and employers, employees responded that job referrals by friends, family and current employees were a primary way of obtaining their jobs, while employers indicated help want ads as a primary means to recruit. The study found that many employees enjoyed their work, respected their managers, and were generally satisfied with the benefits

Diversity in Education: Profiles of Students at FIU's School of Hospitality Management

The authors are conducting a study of career patterns for students enrolled in the Florida International University School of Hospitality Management. A preliminary ethnographic phase of the study was to profile a variety of student participants in order to identify potential factors which might affect career patterns. The result is a fascinating and diverse mosaic of ambitious young people and a wealth of insight for corporate recruiting.

Classroom Simulation is Computer Based

The authors review and evaluate the use of a business simulation, specifically he Hotel Operational Training Simulation (HOTS), in the fourth year of a hospitality undergraduate program. Four dimensions were explored: learning experience, alternative method of instruction, critical and analytical thinking ability and delivery time frame, in addition to the student overall satisfaction with the learning experience.

Benchmarking Quality Management in Hotels

In the early 1980s many hotels in the United States adopted quality assurance as a business strategy. By the late 1980s independent and chain hotels realized that total quality management (TQM) was a more powerful process and they began utilizing many of its components. For over 10 years, hotels have flirted with a variety of tools, processes, and theories to improve service to the guest

Performance in Private Clubs: Criteria Utilized by Managers

As the first step toward developing performance benchmarks for non profit private clubs, the authors identify the criteria that club managers use to evaluate club performance. Responses from 254 club managers across the US. indicate that all 16 performance criteria included in the survey were utilized to some extent, but the top three were membership satisfaction, quality of services offered, and quality of staff.

Management Misperceptions: An Obstacle to Motivation

Managers and supervisors create a motivational environment by being responsive to the needs and wants of employees. However, managers have many misconceptions about what workers want from their jobs. The author discusses how to create the best organizational environment.

Hotel Managers' Responses to Ethical Dilemmas

Ethics is a hot topic today in many professions. The author creates a number of scenarios testing ethical situations and surveyed lodging managers as to their reactions.

Tourism Professionals Profile: Theme Park Managers

Theme park managers are a unique group of tourism managers. Their perspectives on effective tourism management skills and abilities differ from some public sector tourism managers. The authors present the results of a study focusing on theme park managers and compare these results with those of other tourism manager groups

Personal Style of On-Site Food Service Managers

Myers-Briggs Type Indicators (MBTI) assess preferences based on Carl Jungs theory of psychological types. They are widely used in organizational development, management and leadership training, and team building. This study examines MBTl of food service managers in a single organization to determine whether food service managers have a typical personal style and whether this style varies.

Think Like An Owner: Identifying the Characteristics that Are Important for Ownership-like Thought in the Hospitality Industry

Companies want recruits who “think like an owner”; that is, managers who demonstrate entrepreneurial aptitude and skills, think on their feet, and possess good problem-solving abilities. This exploratory study sought to identify the characteristics important for ownership-like thought in the hospitality industry. A questionnaire based on a review of entrepreneurship literature drew responses from 182 hotel and restaurant industry operators, executives, and owners. Results suggested six factors or characteristics that lead to ownership-like thought or behavior.

Employee Tumover: Implications for Hotel Managers

The hotel industry has been experiencing a severe labor shortage in recent years. The need for organizations to attempt to retain current employees has increased as a direct result of this shortage. An area that has not received as much attention in industry literature is to look at what may be the determinants and the predictors of the turnover process. The authors’ discuss the role of specific intentions, reasoned action, and job satisfaction and the implications of these factors for hotel managers.