So..•What's Wrong With Hospitality Education?

Three major issues surface in the current literature of hospitality education: Are hospitality educators in the business of training or educating? Who is in charge of the curriculum content of hospitality education programs-industry or educators? Is this really a profession in need of an accreditation process? The author discusses these three inter-related issues in light of the current efforts of the CHRIE accreditation committee, to systematically address and reconcile differences concerning the issues.

Management Training Theories: Tools for Hospitality Managers and Trainers

Management training in the hospitality industry is as important as employee training. There are a number of effective models and approaches for training effective managers. The author reviews these models and offers guidelines for maximizing the results from each of these approaches.

Leadership Training in Hospitality

Researchers and practitioners contend that hospitality management curricula tend to focus on teaching students technical skills they need to function effectively in the work- place but do not emphasize human and conceptual skills, one of which is leadership. Universities and companies strive to address leadership training, acknowledging that leadership is perhaps one of the most important roles any hospitality manager will fill and is probably least prepared for.

Identifying Training Challenges in Hospitality Industry: An Exploratory Approach

The current study investigated the effects of job satisfaction and organizational commitment on organizational citizenship behavior and turnover intentions. The study also examined the effect of organizational citizenship behavior on turnover intentions. Frontline employees working in five-star hotels in North Cyprus were selected as a sample. The result of multiple regression analyses revealed that job satisfaction is positively related to organizational citizenship behavior and negatively related to turnover intentions. Affective organizational commitment was found to be positively related to organizational citizenship behavior. However, the study found no significant relationship between organizational commitment and turnover intentions. Furthermore, organizational citizenship behavior was negatively associated with turnover intentions. The study provides discussion and avenues for future research.

Training for lifestyle entrepreneurs

Many developed countries have issues with the movement of populations away from rural areas. There has been an active move towards 'value adding' in rural areas, and in particular, the development of tourism activities, to counter this trend. The purpose of this paper is to document the curriculum development process that was engaged in, in the design, delivery and outcomes of a programme designed to encourage and equip rural entrepreneurs to extend into the tourism and hospitality industries. These entrepreneurs operate in Hedmark Region of Norway and the training took place in Brisbane, Australia. The development and delivery of the training programme took place in Norway and Australia. The methodology is qualitative and it is hoped the research will lead to a longitudinal study of the impact of lifestyle entrepreneurs on local economic development in rural areas. The action research process that was engaged in means that the entrepreneurs are active participants in the research, and the quality of their feedback and willingness to discuss their changed behaviour are critical to both evaluating the impact of the programme and the potential for further study on the economic impact of their activities. The development process and the nature of the curriculum used for these entrepreneurs may well provide insights into effective training for lifestyle entrepreneurs in other contexts. The participants were asked to evaluate the programme immediately on its conclusion and six months after the programme when they were interviewed in their place of operation.

Welcoming the World: Governing Hospitality in London's 2012 Olympic Bid

London’s successful bid for the 2012 Olympic Games presented a diverse, cosmopolitan city opening its arms and “welcoming the world.” This article explores the apparently benign gesture of hospitality contained in London’s official candidature files submitted in 2004 and asks how such a promise of inclusiveness is managed. We argue that London’s depiction of itself as hospitable to every kind of visitor relies on subtle techniques of governmentality in which the subject positions of “host” and “guest” are imagined and produced in ways that make them more governable. By this, we are not referring to acts of authority, coercion, or discipline that exclude subjects or render them docile bodies within a rigid panoptical city. Rather, we are referring to the delicate ways in which the official bid document imagines and produces the ideal subject positions of host and guest and in so doing enables, encourages, and incentivizes certain behaviors. This analysis of urban welcoming takes us beyond reductive oppositions of hospitality and hostility, inclusion and exclusion, self and other. It focuses instead on how London’s inclusive welcome produces a variety of host and guest positions (for example, the “Olympic Family,” volunteers, guest workers), segregates them within the city, and then “conducts their conduct” in the areas of planning, security, transport, accommodation, education, and training. By analyzing the techniques of governmentality at work in London’s 2004 bid document, this article foregrounds the enabling form of power driving the city’s inclusive welcome and exposes its inherent micropolitics.

Greening the work force in Brazilian hotels: The role of environmental training

BACKGROUND: Organizations are increasingly required to reduce their environmental impact through the adoption of environmental management, which requires the support of human resource practices.OBJECTIVE: The objective of this study is to determine whether human resource management practices, especially training, are supporting environmental management practices at four hotels located in Brazil.METHODS: This research is qualitative, based on the analysis of four hotels in Brazil.RESULTS: Based on the systematized empirical evidence collected from four hotels (Hotels A, B, C, and D), it can be concluded that: (1) human resource management is still not fully aligned with environmental objectives at the hotels studied; (2) only Hotel B has implemented environmental management practices and aligned with human resource management in a more developed manner, which may indicate that these two variables of analysis could have interrelations; (3) environmental training as a human resource management practice was verified in all hotels analyzed.CONCLUSIONS: The greening of human resources practices is not fully aligned with environmental objectives in the hotels studied. If these hotels really wish to "go green," environmental training will be necessary. Hotel stakeholders play a major role in implementing the greening of the hotel industry.

Enriching the Case Study Approach: Expert Perspectives from European Hospitality Industry Managers. ACES Working Papers, August 2010

For my undergraduate and graduate hospitality industry management courses, I planned to supplement frequent case study discussions and role plays with video-recorded insights from successful international and domestic hospitality managers. In these courses, numerous business topics are reviewed utilizing active learning approaches, with specific application to the hospitality industry.