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Journal articles on the topic 'Department of Hotel and Catering Management'

Author: Grafiati

Published: 4 June 2021

Last updated: 13 February 2022

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1

SUN, SHINN, and WEN-MIN LU. "EVALUATING THE PERFORMANCE OF THE TAIWANESE HOTEL INDUSTRY USING A WEIGHT SLACKS-BASED MEASURE." Asia-Pacific Journal of Operational Research 22, no. 04 (December 2005): 487–512. http://dx.doi.org/10.1142/s0217595905000595.

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The purpose of this paper is threefold: to assess the performance of 55 international tourist hotels in Taiwan in 2001 in terms of managerial, occupancy, and catering efficiencies; to analyze hotel operating characteristics, which might explain the variation in managerial efficiencies across these hotels; and to measure productivity growth in the 34 international tourist hotels over the years 1990–2001. Empirical results indicate that (1) the marketing for lodging services was not operated efficiently in 2001; (2) the hotels operated poorly both at the levels of occupancy and catering efficiencies in 2001; (3) there is a weak tendency for a hotel with relative high catering efficiency to go with good occupancy efficiency; (4) differences in operating variables, such as the floor space of catering department, the number of guest rooms, the closeness of a hotel to CKS international airport, and the number of employees do have a significant influence upon hotel performance; and finally, (5) about 61.76% of hotels had annual productivity changes over time.

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Zakaria, Mohd Amin Bin, Noor Afizah Bintatan, and Fatimah Binti Hussein. "TRANSFORMATION OF VOCATIONAL TRAINING IN HOTEL AND CATERING MANAGEMENT PROGRAMS TO MEET HIGH INCOME COMMUNITY IN GLOBAL PERSPECTIVE." Journal : Tourism and Hospitality Essentials Journal 5, no. 2 (April 7, 2016): 903. http://dx.doi.org/10.17509/thej.v5i2.2001.

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The Hotel and Catering Management program has gone trough years in Malaysian’s conventional education. The pioneer of this program has been established at Institut Teknologi MARA in 1967 started from Certificate of Catering Services to Diploma in Hotel and Tourism Management. From its name School of Hotel and Catering Management, in 1991 it is called Faculty of Hotel and Tourism Management. The faculty focuses in line with the country aspiration to produce graduates and professionals in the field of hospitality. Meanwhile, in secondary schools have made catering courses as an elective in Living Skill and vocational school has long made Certificate of Catering courses to students. In 1998, Politeknik Johor Bahru has opened first certificate and diploma programs in Hotel and Catering Management to produce workers in respective hospitality establishments available through Malaysia. It is considered the second public institution for hotel and catering programs in Malaysia. However, reports from the Traces Study and Alumni Department in Politeknik Johor Bahru had shown that less than 65 percent of students interested to work in the same discipline and the rest of them divided in all fields in workforce. This trend has been prevailing for years in the job market without any action been taken to address this problem. This paper is to look and to analyze the reason why students do not choose their first jobs associated with the areas that they have been studied. After finding out the cause of the problems, number of recommendations to the formation of a new curriculum on Hospitality Education should be made to fit the current trend and market. Therefore, the shortage of energy resources and dependency on external energy could be reduced. The new curriculum is hoping to be able in developing communities with high income toward Malaysian’s vision to be a developed country in 2020.

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Febriantika, Afrida Adis. "Kemampuan Pemahaman Konsep Matematis Ditinjau dari Kompetensi Keahlian." AlphaMath : Journal of Mathematics Education 5, no. 2 (May 10, 2020): 1. http://dx.doi.org/10.30595/alphamath.v5i2.7329.

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This research aimed to describe the mathematic conceptual understanding skills based on the expertise competency of grade X students of SMK Negeri 3 Purwokerto. This research applied the descriptive qualitative method. The sample was collected through the purposive sampling technique. This research collected two subjects from each of high and low achieving category in each expertise competency. The categories of high and low achieving students were based on the minimum required score. The data were collected through a test of mathematics conceptual understanding skills and interviews. The data were validated using the triangulation technique. The results of the research showed that (1) students of hotel accommodation department had a better mathematics conceptual understanding skill than students of the catering management department. It happened because the category of high achieving students of accommodation department fulfilled all indicators of mathematics conceptual understanding skills and the category of low achieving students of accommodation department only fulfilled the indicators of giving examples and non-examples from the concept being learned. (2) Students of catering management department had a better mathematic conceptual understanding skill than students of the fashion design department. It happened because the category of high achieving students of catering management department did not fulfill one indicator of presenting the concept in some forms of mathematic representations and the category of low achieving students of catering management department did not master all of the indicators. (3) The category of high achieving students of the fashion design department mastered all indicators of mathematics conceptual understanding skills of giving examples and non-examplesform the concept being learned and presenting the concept in some forms of mathematic representation. Meanwhile, the category of low achieving students of the fashion design department only mastered the indicator of applying concept or algorithm to problem-solving.

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4

Bogdanović, Mario, and Stefanija Maračić. "Unaprjeđenje organizacije rada odjela hrane i pića na primjeru restorana hotela Radisson Blu Resort Split." Oeconomica Jadertina 6, no. 2 (November 12, 2017): 4. http://dx.doi.org/10.15291/oec.1340.

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The essence of the catering industry is providing food and beverages services. The food and beverages department provides the food and beverages in the hotel industry, with its restaurant being the most visible part where the food and beverages supply and demand takes place. The researching of this organizational segment is important because it contributes to the understanding and improvement of the organizational efficacy of the food and beverage department, in particular the restaurant units of the catering organizations. The aim of this paper is to explore the organization of work within the food and beverage department in the Hotel Radisson Blu Resort in Split. The proposed research evolves around the problems of the organization of work of a specific restaurant Fig & Leaf located in the Radisson Blue Resort Split Hotel. The research was conducted by means of questionnaire that included all the employees of the restaurant (N=20). Certain problem areas have been identified in the restaurant’s organization of work: a) a sub-optimal number of employees; b) multiple chain of commands; c) problems of sub-optimal organizational structures in the work of the restaurant; d) problems regarding certain aspects of the organizational culture of the restaurant relating to team work, participatory decision-making, inter-personal trust. For the diagnosed problems in the organization of the restaurant organizational solutions were offered aimed at improving management. This way of solving the organizational sub-optimality can be generally applied within the restaurant business.

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5

Mitchell, Peter. "Manpower management in the hotel and catering industry." International Journal of Hospitality Management 4, no. 1 (January 1985): 47. http://dx.doi.org/10.1016/0278-4319(85)90045-3.

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6

McIntosh, Alison, and Candice Harris. "Hospitality training as a means of independence for young adults with learning disabilities." Hospitality Insights 2, no. 2 (October 24, 2018): 3–4. http://dx.doi.org/10.24135/hi.v2i2.38.

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Employment is a core plank of independent living for people with disabilities and a key part of their identity and self-esteem. Nevertheless, it is widely recorded that people with disabilities have lower employment rates than the non-disabled, and continue to experience workplace discrimination. Workers with disabilities are generally found to have greater loyalty to the company, punctuality to the job, dependability, greater levels of cooperation and dedication, and lower turnover rates and absenteeism. Representing an estimated 10–19 percent of the general population worldwide, people with disabilities are seen as an untapped source of workers for hospitality labour [1]. Yet evidence shows that the hospitality industry has, so far, been a follower rather than a leader with respect to training and employment practices for people with disabilities compared to other industries [2]. Viewing disability as a product of the disabling wider social and attitudinal barriers around disability (known as the social model of disability [3]), there is an opportunity for the hospitality industry to contribute toward positive social change. Given the need to change negative societal attitudes before there can be an increase in the employment of people with disabilities, there is an important need to examine representations of disability in hospitality training and employment. Representations are important because they set expectations around behavioural norms and can help break down barriers by influencing the perceptions of those who receive them. Applying a constructionist approach [4], this research examined how hospitality work and training is represented in the popular television documentary series The Special Needs Hotel as it relates to training for young adults with learning disabilities1 – a group who are rendered more marginalised in employment than any other group of young people with disabilities. The three-part TV series, which aired on TVNZ in 2017, followed the experiences of young people with learning disabilities as they received hands-on hospitality training at the Foxes Hotel and Academy – a specialist catering college and residential training hotel in Somerset, U.K., that is also a fully operating hotel with paying guests (http://foxesacademy.ac.uk/). Over their three years of study, learners are trained in three vocational departments – house-keeping, food preparation and food service – before being prepared to apply for and seek hospitality employment. The research found that the series positively presents hospitality training as a means of enjoyment and of ‘achieving independence’ for the young adults with learning disabilities, with coping strategies and accommodations used to ensure the learners meet the necessary ‘realistic expectations’ and requirements of hospitality work. Through the intensive hands-on training, the learners are found to successfully acquire life skills, gain independence, find hospitality employment, and make plans for the future. However, this positive representation contrasts with the fear and realities of independence and struggles with the pressures of hospitality work for the trainees themselves (struggles that are both emotional and physical due to the nature of their disability). Our research highlighted that not all learners wanted independence, and often struggled with the training; for example, the stress and speed of service delivery, difficulties in communicating with customers, and having to work alone. Lessons from this research provide the opportunity to review and vary what is expected of the ‘look and feel’ of hospitality work and service delivery in order to increase employment for people with disabilities. In particular, if left unchallenged, the stereotyping of the ‘professionalism’ expected in hospitality work and training can render people with learning disabilities as being and looking unprofessional as hospitality workers and requiring accommodation to meet the standards of ‘doing hospitality’. There is a need to give greater attention to disability awareness training, including information geared toward working alongside employees with disabilities, and HR practices. There are challenges to employers about their attitudes toward employing people with disabilities and management of the physical and service environment with regards to how they can render it welcoming or unwelcoming for employees with disabilities. Above all, this understanding can open opportunities to review and realign hospitality employment and training with ethical and non-discriminatory principles and guidelines, which are essential if the employment of people with disabilities is to be improved. As this research concluded, the inclusion of people with disabilities can make the hospitality experience more diverse, personal, meaningful, unique and memorable. The full research article can be accessed here: https://www.sciencedirect.com/science/article/pii/S0278431917307351 Note We use the terminology of the documentary series and recognise the varied, unique and highly complex nature of learning disabilities. Corresponding author Alison McIntosh can be contacted at: alison.mcintosh@aut.ac.nz References (1) Poria, Y.; Reichel, A.; Brandt, Y. Dimensions of Hotel Experience of People with Disabilities: An Exploratory Study. International Journal of Contemporary Hospitality Management 2011, 23(5), 571–591. (2) Groschl, S. Current Human Resources Practices Affecting the Employment of Persons with Disabilities in Selected Toronto Hotels. International Journal of Hospitality and Tourism Administration 2004, 5(3), 15–30. (3) Oliver, M. Understanding Disability: From Theory to Practice; Palgrave Macmillan: Basingstoke, U.K., 1996. (4) Hall, S. Representation: Cultural Representations and Signifying Practices; Sage: London, U.K., 1997.

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7

Bagguley, Paul. "Gender and Labour Flexibility in Hotel and Catering." Service Industries Journal 10, no. 4 (October 1990): 737–47. http://dx.doi.org/10.1080/02642069000000085.

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8

Maher, Angela. "Managing employee relations in the hotel and catering industry." International Journal of Hospitality Management 15, no. 1 (March 1996): 95–96. http://dx.doi.org/10.1016/s0278-4319(96)90047-x.

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9

Riley, Michael. "Managing employee relations in the hotel and catering industry." Tourism Management 17, no. 4 (June 1996): 312–13. http://dx.doi.org/10.1016/0261-5177(96)87008-7.

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10

Aslan, Arsène H., and Roy C. Wood. "Trade Unions in the Hotel and Catering Industry: The Views of Hotel Managers." Employee Relations 15, no. 2 (February 1993): 61–70. http://dx.doi.org/10.1108/01425459310031831.

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11

Bull, Paul, and Andrew Church. "Recession and the Hotel and Catering Industry: A Regional Perspective." Service Industries Journal 16, no. 2 (April 1996): 118–39. http://dx.doi.org/10.1080/02642069600000018.

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12

Beck, Jane. "Developing Women Managers in the Hotel and Catering Industry." Women in Management Review 2, no. 1 (February 1986): 31–37. http://dx.doi.org/10.1108/eb005148.

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13

Shi, Zengye. "Study on Food Quality and Safety Management Based on Hotel Management." Acta Universitatis Cibiniensis. Series E: Food Technology 21, no. 2 (December 1, 2017): 91–96. http://dx.doi.org/10.1515/aucft-2017-0019.

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AbstractIn recent years, with the frequent occurrence of food safety problems, people have begun to pay attention to food safety, especially the food safety of hotels. This paper proposed a Hazard Analysis and Critical Control Point (HACCP) management system to analyze food safety issues of hotels in order to improve the food quality and safety in hotel management. Through the practical application of the HACCP management system in the hotel catering industry, it was found that the amount of bacteria greatly reduced and the pass rate of tableware disinfection increased significantly in the hotel's food processing links, while customer satisfaction greatly improved. Therefore, the HACCP management system had great applicability in improving the food quality and safety of hotels.

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14

Stanworth,, John. "Franchising and Other Business Relationships in Hotel and Catering Services." International Small Business Journal: Researching Entrepreneurship 3, no. 2 (April 1985): 78. http://dx.doi.org/10.1177/026624268500300208.

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15

Macaulay, Ian R., and Roy C. Wood. "Hotel and Catering Industry Employees′ Attitudes towards Trade Unions." Employee Relations 14, no. 3 (March 1992): 20–28. http://dx.doi.org/10.1108/01425459210013878.

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Senthil Kumar, S. "Catering Students Perception on Working in Hospitality Jobs." Shanlax International Journal of Management 8, no. 4 (April 1, 2021): 64–68. http://dx.doi.org/10.34293/management.v8i4.3806.

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Hotel Management Institutions are growing year after year in south Tamilnadu. More & more students are passing out every year. In recent years many of them are showing interest to join in the hotel management course because of various opportunities available in the course as well as the fastest career growth in the industry. When the students join this course, they have a very positive attitude towards this course, year by year, this positive attitude is decreasing when they are passing out/ final year of study they want to change their industry. Hence in this study, a structured questionnaire was prepared and circulate among the students to find the reason. The data scrutinize with the help of SPSS. Further, the t-test, Anova test to find out the significant differences and concluded with some suggestions to enhance the training experience of the students.

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Li, Jun. "Construction of Cold Chain Logistics Management System in Hotel and Catering Industry." Advance Journal of Food Science and Technology 9, no. 12 (October 5, 2015): 919–23. http://dx.doi.org/10.19026/ajfst.9.1774.

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18

Brotherton, Bob. "Hotel and catering management education: the creation of an effective learning environment." International Journal of Hospitality Management 4, no. 3 (January 1985): 128–30. http://dx.doi.org/10.1016/0278-4319(85)90008-8.

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19

Lennon, J. John. "Industrial ‘needs’ and education provision: the case of hotel and catering management." International Journal of Hospitality Management 8, no. 2 (January 1989): 111–20. http://dx.doi.org/10.1016/0278-4319(89)90071-6.

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Petrovic, Jelena, and Pero Petrovic. "Resource management: Hotel Zira human resource management department analysis." Turisticko poslovanje, no. 16 (2015): 43–52. http://dx.doi.org/10.5937/turpos1516043p.

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21

Chen, Qiangyuan, Xinhua Guan, and Tzung-Cheng Huan. "The spatial agglomeration productivity premium of hotel and catering enterprises." Cities 112 (May 2021): 103113. http://dx.doi.org/10.1016/j.cities.2021.103113.

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22

Bedford, Rosamund, and Elizabeth M. Ineson. "Psychometric Testing for Management Selection in the United Kingdom Hotel and Catering Industry." Hospitality Research Journal 19, no. 3 (May 1995): 83–97. http://dx.doi.org/10.1177/109634809501900308.

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23

Wang, Jiaying, Zhijie Zhao, Yang Liu, and Yiqi Guo. "Research on the Role of Influencing Factors on Hotel Customer Satisfaction Based on BP Neural Network and Text Mining." Information 12, no. 3 (February 25, 2021): 99. http://dx.doi.org/10.3390/info12030099.

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With the flourishing development of the hotel industry, the study of customer satisfaction based on online reviews and data has become a new model. In this paper, customer reviews and ratings on Ctrip.com are used, and TF-IDF and K-means algorithms are used to extract and cluster the keywords of reviews texts. Finally, 10 first-level influencing factors of hotel customer satisfaction are determined: epidemic prevention, consumption emotion, convenience, environment, facilities, catering, target group, perceived value, price, and service. Based on backpropagation neural network and weight matrix operation, an influencing factor analysis model of hotel customer satisfaction is constructed to explore the role of these factors. The results show that consumption emotion, perceived value, epidemic prevention, target group, and convenience would significantly affect customer satisfaction, among which epidemic prevention becomes a new factor affecting customer satisfaction. Environment, facilities, catering, and service have relatively little effect on customer satisfaction, while price has the least effect. This study provides a path and method for online reviews of hotel management to improve customer satisfaction and provides a theoretical basis for the study of online reviews of hotels.

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Harrison, Alan Thomas, Ruth Simpson, and Priya Kaler. "Emotions in the organisation: the psychological contract of hotel and catering workers." International Journal of Work Organisation and Emotion 1, no. 1 (2005): 87. http://dx.doi.org/10.1504/ijwoe.2005.007329.

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Galičić, Vlado. "COMPUTER SYSTEM OF HOTEL MAINTENANCE." Tourism and hospitality management 9, no. 2 (December 2003): 107–20. http://dx.doi.org/10.20867/thm.9.2.10.

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The mere idea of maintenance today has been extended. It is not only the technical systems that are being maintained in order to keep them in operating conditions, also the environment (water, air, soil) is maintained, flora and fauna are maintained, man maintains his health etc. In the last few years developed tourist countries with developed hotel industry as their main tourist receptive tool, have as part of strategies for their development defined maintenance as one of the significant elements of complete development, but also of business quality improvement. The function of maintenance comprises the jobs and activities performed to ensure correctness, i.e. functional usability of instruments of labour. The characteristic of today's maintenance of a hotel as a catering establishment lies in the fact that it is performed on concrete equipment and it has a practical impact on successful running of the hotel. Since the equipment in a hotel comprises different groups of equipment: mechanical, electrical, building- particular approach is required when selecting the maintenance strategy for a particular group of equipment. However, computer support is essential to every strategy in order for the maintenance service to become effective. Related to that, the managing computer system for hotel maintenance must support preventive, planned and corrective maintenance.

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Jameson, Stephanie. "Human resource management. A guide to personnel practice in the hotel and catering industries." International Journal of Hospitality Management 10, no. 4 (January 1991): 382–84. http://dx.doi.org/10.1016/0278-4319(91)90021-9.

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Adam‐Smith, Derek, and David Goss. "HIV/AIDS and Hotel and Catering Employment: Some Implications of Perceived Risk." Employee Relations 15, no. 2 (February 1993): 25–32. http://dx.doi.org/10.1108/01425459310031804.

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Samadova, A. K. "SPECIFICITY OF HOTEL SERVICE PERSONNEL MANAGEMENT." Scientific Review: Theory and Practice 10, no. 10 (October 30, 2020): 2522–31. http://dx.doi.org/10.35679/2226-0226-2020-10-10-2522-2531.

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This article examines the effectiveness of management and quality improvement due to the various tools considered in the article; it gives recommendations for improving the efficiency of staff, training it for a new level and improve its qualifications and the efficiency of the hotel. In the face of fierce competition, hotel companies come up with and carry out new searches for modern methods of increasing competitiveness between hotel companies and creating demand for hotel services. One of the ways to make a hotel competitive is to enhance the hotel services in the enterprise. Hotel services directly depend on the competence of the staff, on their preparedness and stress resistance. In turn, the hotel company must contain satisfied employees to service hotel guests. Basically, the HR department monitors the number of personnel, their main task is to have as many employees in the company as should be in the staffing table. But now today it is important for the personnel department to achieve not only the timely filling of personnel, but to hire competent employees with good knowledge and qualifications. It is necessary to retain a good worker by offering and developing good working conditions, a system of motivation and quality management. As a result, an agreed personnel policy will be developed, which includes a system of personnel selection, training, improvement, personnel remuneration, as well as an established policy and subordination between management and subordinates. This article examines how, by applying different methods, to build good relationships between employees, to increase the motivation system, and to be a competitive hotel.

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Leslie, David, and Mary McAleenan. "The Industrial Placement Experience in the UK." Industry and Higher Education 4, no. 1 (March 1990): 15–22. http://dx.doi.org/10.1177/095042229000400104.

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This article examines the role of sandwich education and presents the findings of an investigation into the perceptions of the industrial placement experience of students studying hotel and catering management courses. Significant variances are identified between students' actual experiences and their perceptions. Recommendations are presented with the aim of enhancing the realization of the student benefits attributable to this aspect of education.

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Jameson, Stephanie M., and Simon Hargraves. "A Comparative Analysis of the Job Opportunities Offered to Hotel and Catering Graduates." Personnel Review 19, no. 6 (June 1990): 25–32. http://dx.doi.org/10.1108/eum0000000000784.

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Ebsworth, R. A. "Industrial Relations in Service Industries with particular reference to the Hotel and Catering Industry." Management Research News 11, no. 1/2 (January 1988): 62–63. http://dx.doi.org/10.1108/eb027972.

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Luthan, Muhamad Zulkyfli, Ratna Winandi, and Amzul Rifin. "ANALISIS PENGEMBANGAN MODEL BISNIS KANVAS PERUSAHAAN HORTIKULTURA PT. XYZ." Forum Agribisnis 9, no. 2 (October 13, 2019): 185–99. http://dx.doi.org/10.29244/fagb.9.2.185-199.

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PT XYZ is one of agribusiness companies which offers horticultural products in Indonesia which are considered as eco-profit and low-pesticide-based-products. The purpose of this research is to describe and improve the business model of PT XYZ based on the Business Model Canvas (BMC) approach and SWOT analysis then the analysis is carried out the preparation of a new business model prototype for PT XYZ. This study utilizes structured interviews assisted with questionnaire instruments as data collection procedures and both Business Model Canvas (BMC) approach and identification of SWOT as research methodology. The results of the SWOT analysis on nine elements of Business Model Canvas (BMC) show that there are internal and external factors that become strengths and weaknesses for the company in carrying out its business model and also what opportunities and threats from external factors affect PT XYZ's business processes are. The SWOT identification results then used as background to formulate a new business improvement model. Improvement of PT XYZ's business model is aims to streamline production in satisfying the demand of Horeca (Hotel, Restaurant, Catering) customers. In supporting expansion of PT XYZ by having effective and efficient business model, the improvements that need to be done are escalating production management, doing production forecast, creating and socializing SOPs to farmers as the main partner, enhancing offline promotion by joining events held by Horeca (Hotel, Restaurant, Catering) events and dividing customer segment into three segments by sorting them based on priority which are Horeca (Hotel, Restaurant, Catering) as the first market segment, modern markets as the second market segment, and traditional market as the third market segment.

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Galičić, Vlado, and Slobodan Ivanović. "COMPUTERIZATION OF RECEPTION DESK BUSINESS IN HOTEL." Tourism and hospitality management 12, no. 2 (December 2006): 111–22. http://dx.doi.org/10.20867/thm.12.2.10.

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Today in hotels reception desk business is executed with help of computer technology, through specially made application programs. Modern technology recently changed a lot way of reception desk business even if it still stayed the same. Different form of computer technology facilitated receptionists’ job specially internal communication connection which connects all hotel departments. In that way there are collected all necessary data only in one place. This brought faster way of working and that each receptionist now can do everything and can be in service to guests. For more quality managing of reception desk department business in hotel, today are developed particular methods of managing and account of income and out-goings made by activities in department of accommodation. With the aim of statement of business success of accommodation hotel department, hoteliers are advised to use those modern methods of records and account, because based on given indicators it is possible to state certain indexes which can be used for evaluation of quality of accommodation department business.

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Kleijweg, Aad, and Roy Thurik. "Determinants of Aggregate Employment: An Example of the Food Retail and the Hotel and Catering Sectors." Service Industries Journal 8, no. 1 (January 1988): 91–100. http://dx.doi.org/10.1080/02642068800000008.

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Kutnjak, Goran. "ACTORS OF THE MANAGEMENT MECHANISM IN TRANSFORMATION OF THE HOTEL BUSINESS SYSTEMS." Tourism and hospitality management 7, no. 1-2 (December 2001): 103–20. http://dx.doi.org/10.20867/thm.7.1-2.8.

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Any competitive advantage in a particular economic activity or business system can result in particular positive effects only if the most relevant actors are engaged completely (management and human resources) and if the synergy exponent of such integral economic policy is the real characteristic of such activity. The hotel industry of Primorsko goranska county is certainly a major element of the whole catering and tourist industry, which in the strategic planning of the economy of the Republic of Croatia has a specific role. In the context of such a strategic "definition" the fact is that: 1) correlation that is interaction of the above mentioned actors must be more transparent, and the participation of human resources in all areas of economic activities (and decision making) must be more engaged. Only on this premise is it possible to 2) expect a faster evolution and transformation of the organizational logic from "bureaucratic" to "entrepreneurial ". The reality of the conditions in hotel management of the Primorsko goranska county compared with determinate targets the author of this work tried to focus on also in his research done during 1999.

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36

Yeung, Alma Au, and Sharihan Al Mashary. "Emaar hospitality group: Expo 2020 Dubai’s official hotel and hospitality partnership." Worldwide Hospitality and Tourism Themes 11, no. 3 (June 10, 2019): 337–40. http://dx.doi.org/10.1108/whatt-11-2018-0070.

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Purpose This paper aims to outline Emaar Hospitality Group’s (EHG’s) role as the official hotel and hospitality partner for Dubai Expo 2020. Design/methodology/approach This paper draws on personal insights from an industry and trend perspective, aligned with the Expo 2020 Dubai theme, “Connecting minds, creating the future,” and its three sub-themes: mobility, sustainability and opportunity. Findings As an outcome, EHG’s commitment to Dubai Expo 2020 encompasses the provision of rooms and hospitality, meeting and events venues including outside catering, a hotel of the future innovation stand that reflects the company’s commitment to innovation in the Middle East, gender parity (female-male ratio) employment of women and youth, support to small- and medium-sized enterprise and global apprenticeships for six months during the Expo 2020 event an a commitment to sustainable economic growth. Originality/value This is an original, experience-based piece that focuses on an Expo 2020 operator’s viewpoint.

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Galičić, Vlado. "PRACTICAL TRAINING OF STUDENTS IN THE HIGHER EDUCATIONAL SYSTEM OF TOURIST AND HOTEL MANAGERS." Tourism and hospitality management 6, no. 1-2 (December 2000): 49–62. http://dx.doi.org/10.20867/thm.6.1-2.5.

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In order to strike a balance between the general theoretical knowledge and specific expertise that students need to acquire hotel industry, it is necessary to organize and carry out practical training during the academic year. The quality of practical training has impact on the overall quality of the studies, the aim of which is to prepare students as the future carriers of the tourism, catering and hospitality activities. This paper features the results of a survey made among the student body of the Faculty of Tourism and Hospitality Management in Opatija. The students are obliged to have 120 hours of practical training as a part of the curriculum for the third year of studies.

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Pitt, Mike. "Keeping the workplace safe." Human Resource Management International Digest 15, no. 6 (September 4, 2007): 43–44. http://dx.doi.org/10.1108/09670730710820244.

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PurposeThe paper aims to examine health and safety in the workplace.Design/methodology/approachThe paper discusses violence in the workplace.FindingsThe Home Office and Health and Safety Executive produced a joint report which showed that by far the highest “at risk” group in terms of actual physical violence were workers in the security and protective services. They were closely followed by nurses, care workers, public‐transport workers and people working in the hotel and catering trade, education and retail.Originality/valueThe paper provides useful advice on work‐related accidents or violence.

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Ačimović, Mihajlo. "Interdependence amongst hotel-catering industry, agroindustrial system and commerce in the supply formation for the tourist market." Tourism and hospitality management 1, no. 2 (December 15, 1995): 229–37. http://dx.doi.org/10.20867/thm.1.2.1.

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With its power tourism has opened the market for many economic branches. The tourist movements cause a significant consumption of various products and services which is predominantly realised through the hotel - catering activities and commerce, and it is particularly caused by the agro-industrial system. Thus, tourism as a synthesis of a whole series of activities and has a remarkable influence upon the development of those activities. Thanks to the multitude of its economic and non-economic functions, tourism influences directly and indirectly many factors of the agro-industrial system and commerce. It is certain that one of the elementary factors of tourism is the market of agricultural food and other products. Therefore tourism should be understood as a market category that is especially stimulated for the expressed orientation under the considerably more favourable conditions than the regular export. In order that the interests of all participants, who in the reproduction chain from the supply for the tourist market, could be realised, a co-ordinated harmony of activities is necessary, and particularly of the hotel and catering business, agro-industrial system and commerce. Those activities should be based upon the business concept of marketing which brings the tourist consumer and his/her needs, wants, habits and preferences in focus. The basis of the market orientation of the subjects in the reproduction chain should be represented by a qualitatively new attitude towards the assortment and its quality of the way of goods presentation, measures for the sales improvement, services quality and the like.

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Upadhyay, Deepika, Hari Shankar Shyam, and Mukesh Chaturvedi. "Managing Workforce Crisis: A Case from Hotel Waterlily." South Asian Journal of Business and Management Cases 5, no. 1 (May 3, 2016): 55–61. http://dx.doi.org/10.1177/2277977916634237.

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Hotel Waterlily is listed among one of the most popular and upcoming hotels of Indore. It is a subsidiary of Sajdhaj Marriage Decorator, an event management company that specializes in wedding planning and management. Manoj Yadav is the promoter of the group. The hotel has a decent reputation in the market. The group intends to develop Hotel Waterlily as a five star property. The third and fourth financial quarters are considered to be the most business friendly quarters of the year for the hotel industry, as it garners maximum business during this period. During the last month of second financial quarter, 18 employees did not report to the hotel for work, which included 4 from Food and Beverages (F&B) production department, 12 from F&B service department and 1 each from housekeeping and store department. After initial inquiry, it was found that they all had resigned in mass. They had procured an offer letter from an emerging hotel of the city. All of them were quite seasoned employees of the hotel. They started blackmailing the management for their salary upgradation. They demanded for 25 per cent hike in their gross salary. The management tried very hard to reconcile with the contending employees amicably but these employees were not ready to accept and concur on the terms offered by the management.

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Liz, Doherty, and Stead Lindsay. "The Gap between Male and Female Pay: What Does the Case of Hotel and Catering Tell Us?" Service Industries Journal 18, no. 4 (October 1998): 126–44. http://dx.doi.org/10.1080/02642069800000045.

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Mitchell, Peter. "The Structure of Labour Markets in the Hotel and Catering Industry: What do Employment Law Cases Indicate?" Service Industries Journal 8, no. 4 (October 1988): 470–87. http://dx.doi.org/10.1080/02642068800000066.

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Pavia, Nadia. "THE PROCUREMENT FUNCTION IN THE HOTEL INDUSTRY." Tourism and hospitality management 8, no. 1-2 (May 23, 2017): 87–92. http://dx.doi.org/10.20867/thm.8.1-2.8.

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The procurement function plays an important role in the hotel industry. This role consists of continuously supplying the hotel and its various departments with the materials and equipment required for hotel operations, for the regular functioning of the storage and transport departments, as well as for the sales of services prepared. The organizational structure of the hotel and the hotel's procurement department should be aimed at achieving the objectives and tasks of the hotel in providing a top-quality hotel offer.

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Ukhina, Tatiana Viktorovna. "Methodology for the Development and Use of the USALI Standard in International Practice." Revista Gestão Inovação e Tecnologias 11, no. 2 (June 5, 2021): 1878–90. http://dx.doi.org/10.47059/revistageintec.v11i2.1805.

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According to the World Tourism Organization (UNWTO), the tourism industry is one of the most dynamically developing sectors of the economy. It was expected that by 2020, the proportion of people employed in this area and the contribution of tourism to world GDP would amount to about 10%. The hotel industry in this sector is the most profitable and progressive. At that, the Russian hotel market volume lags significantly behind the world indicators and does not exceed one percent in the global hotel industry. The active development of the tourism industry, and as a result, the hospitality industry, has created conditions for the intense development of the hotel business in Russia. A significant impetus to this in recent years have been the 2016 Winter Olympic Games and the 2018 FIFA World Cup. However, even in the preparatory stages for these large-scale international events, many experts expressed concerns about the idleness of most of the built facilities, the downfall of many accommodations and catering enterprises, and the decline of infrastructure after completion of these sporting events. These circumstances determine the objective need to find and implement mechanisms for effective management of hotel enterprises based on the study of international experience and Russian best practices in the hotel business.

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Riseborough, George F. "’The Cream Team’: an ethnography of BTEC National Diploma (Catering and Hotel Management) students in a tertiary college." British Journal of Sociology of Education 13, no. 2 (January 1992): 215–45. http://dx.doi.org/10.1080/0142569920130205.

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Lennon, J. John, and Roy C. Wood. "The teaching of industrial and other sociologies in higher education: the case of hotel and catering management studies." International Journal of Hospitality Management 11, no. 3 (August 1992): 239–53. http://dx.doi.org/10.1016/0278-4319(92)90021-m.

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Silicka, Inese, and Iveta Dembovska. "RESEARCH INTO CATERING ENTERPRISE SERVICE AND ITS QUALITY ANALYSIS IN REZEKNE." Latgale National Economy Research 1, no. 5 (October 21, 2013): 180. http://dx.doi.org/10.17770/lner2013vol1.5.1159.

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A major feature of improved quality of the European hospitality is to satisfy customer needs, increase competition in the hospitality industry and ensure sustainable development of the industry. Quality exists only to the extent that a product or service meets customer needs and expectations. According to the individual elements that make up quality, standards-based strategy must be based on a complete understanding of a customer. Customer satisfaction gained from the stopover destination is not only dependent on the specific service of hospitality experience, but also from other, more general factors, such as hospitality and security, hygienic conditions, healthy climate, customer management. A great number of different stuff in the hotel and catering businesses affect the way customers perceive their destination. They affect his/her satisfaction and customer willingness to repeatedly go back or recommend this place to other potential guests. Destination success in the meaning of client satisfaction is an action that consists of many interconnected components. They reveal the need for strategic and integrated planning of customers’ aim together with the use of different methods to promote integrated quality management (including quality control).

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Basnyat, Sandeep, and Chi Sio Clarence Lao. "Employees’ perceptions on the relationship between human resource management practices and employee turnover." Employee Relations: The International Journal 42, no. 2 (November 29, 2019): 453–70. http://dx.doi.org/10.1108/er-04-2019-0182.

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Purpose The purpose of this paper is to explore hotel employees’ views on how human resource management (HRM) practices influence their turnover intentions. Design/methodology/approach The data for this empirical study were collected through in-depth semi-structured interviews with 15 employees who had experience of working in various hotels in Macau, China. The thematic analysis approach was carried out to analyze the interview data and interpret the findings. Findings The findings of this study demonstrate that although employee-oriented human resource policies and practices are favored, the way HR department handles and implement those policies are valued more by hotel employees. Furthermore, the retention of an organizational culture that helps create a feeling of ownership among employees is highly influenced by employees’ turnover intentions. The current study demonstrates that the HR department in hotels holds a powerful position, and therefore, hotel employees expect their HR department to play greater and proactive roles in the HRM apart from providing equitable opportunities for their growth. This implication is particularly important for Integrated Resorts where a large number of employees collectively work to serve a range of customers who visit hotels for a variety of purposes. Practical implications This study suggests that addressing employees’ needs particularly those related to resolving complaints and managing relationships with other colleagues and providing opportunities for employees’ family members to take part in the organization’s activities and use its facilities are important practices that HR department can initiate to encourage employees’ engagement in hotels. Furthermore, the study shows that managers need to understand their employees’ perspectives as they can help resolve problems at the root level where they grow, and send a signal to the employees that the management is genuinely interested in resolving their problems and making them happy and satisfied. Originality/value Although several studies have provided valuable insights into the relationship between HRM practices and employee turnover intentions, most of those studies have used quantitative approaches to collect and analyze data. Furthermore, almost none of the findings were derived from the hotel sector. This study explores hotel employees’ views on the relationship between HRM practices and employee turnover intention using qualitative methods.

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Smyrnov, Igor. "Supply logistics in the hotel industry: nature, structure, key indicators." Visnyk of the Lviv University. Series Geography, no. 42 (October 15, 2013): 317–25. http://dx.doi.org/10.30970/vgg.2013.42.1886.

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This article is devoted to direction of logistics in the hospitality industry, particularly supply logistics in the hotel industry. The essence and types of links between hotel companies and suppliers, structure and functions of hotel’s logistics department methods and standards of hotel material resources inventory, management ways to improve support of material resources inventory on logistics approach were shown. Key words: hotel industry, supply logistics, goods and material resources.

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Yuanti, Erlin Estiana, and Lidia Citra Luckyrainita. "Layanan Makanan dan Minuman di Hotel Amaris Diponegoro Yogyakarta." Jurnal Pariwisata Terapan 1, no. 2 (March 1, 2017): 1. http://dx.doi.org/10.22146/jpt.24967.

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The purpose of the research is to explain about the profile of food and beverage department in Amaris Hotel Diponegoro Jogja. In addition, the services provided by F & B department will also be discussed along with the challenges faced by the staff in F & B department. The methods used in this research consist of field study and library study. The field study was done in the form of direct observation and some interviews. Besides, the library study was also conducted to gaininformation from books, e-book, internet sources, and the handout obtained from Amaris Hotel Diponegoro Jogja including information on its human resources and the food and beverage department databases.Based on the finding obtained from the research, Amaris Hotel Diponegoro Jogja offers the basic standard facilities to the guests, namely bed and breakfast. The breakfast service was handled by the food and beverage department. In addition to the breakfast service, the food and beverage department also serves welcome drink service, meeting and banquet service, table service, and room service. The research also obtains several challenges faced by the staff in the food and beverage department, such as the time management, the communication among the kitchen staffs and the guests. To solve the challenges respectively, some ways were applied by the F & B staff, such as sharing jobs, holding intensive briefings, and also paying attention to the guests’ requests and giving service to the guests according to their requests.

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