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Journal articles on the topic 'Hospitality industry – Zimbabwe – Management'

Author: Grafiati

Published: 4 June 2021

Last updated: 5 February 2022

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1

Mawanza, Wilford. "Foreign Exchange Exposure Management Practices by Zimbabwe's Tourism and Hospitality Companies: A Case for the Depreciation of Rand (2014-2016)." Journal of Economics and Behavioral Studies 8, no. 4(J) (September 5, 2016): 123–32. http://dx.doi.org/10.22610/jebs.v8i4(j).1368.

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One of the key challenges for tourism and hospitality in the Sub-Sahara Africa (SSA) region is currency behaviours and Exchange rate regime choices. When a company engages in international business foreign currency risk management becomes a crucial part of doing business and the tourism industry of Zimbabwe was not spared on this issue. The objective of this research was to assess the foreign exchange (forex) Exposure Management Practices by Zimbabwe's tourism and hospitality companies. The study was done through a survey on 28 operators in Zimbabwe. A qualitative research approach was adopted in analysis of the data It was found out that the most commonly used ways of reducing the exposure by Zimbabwe's tourism companies were the amicable and mixed-method approaches, of receiving the currency and use it in the country of origin to import materials, matching receipts and payments in foreign currency, risk shifting though it come with low volumes and compromised repeat business. The study recommended that companies and the entire economy must consider invoicing products and services in Rands and even use the rand as a reporting currency. If for example tourism and hospitality players would price regional tourists especially from South Africa and other Rand countries, ignoring the impact of rand depreciation, it would mean that Zimbabwe's tourism and hospitality providers will be in direct competition with the former's own local service providers based on rand priced packages.

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Chakaipa, Absai, Vitalis Basera, Memory Chakaipa, and Phamela Dube. "Measuring Hospitality and Tourism Management Students’ Satisfaction with Work Related Learning Using Partial Least Squares in Zimbabwe." Hospitality & Tourism Review 2, no. 1 (April 22, 2021): 14–34. http://dx.doi.org/10.38157/hospitality-tourism-review.v2i1.259.

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Purpose: The study assessed Tourism and Hospitality Students’ satisfaction with work-related learning (WRL) attachment using a two-stage extended model proposed by Taylor and Geldenhuys (2019). It also intends to determine if there are significant student satisfaction differences between males and females and between the students pursuing bachelor or diploma in Tourism and hospitality. Also, the study assessed if there is a moderation effect of a third variable (intermediate) on expectation and perception to students’ satisfaction. Method: Data were collected from 488 students using a survey instrument at the onset and at the end of the attachment. Analysis of results was done using both SPSS 23 and R 4.0.3. The study also applied the Multi-Group Analysis-Partial Least Squares (MGA-PLS) analysis permutation to test students’ satisfaction. Results: The research found no significant differences between males and females, and the students’ category (bachelor and diploma) on both Expectation-Satisfaction and Perception-Satisfaction relationship in model A. However, the study found significant differences between males and females in the perception-satisfaction relationship in Model B. The MGSA-PLS results revealed that male students have a positive and significant effect on the perception-satisfaction relationship as opposed to a negative and insignificant effect for females. The moderating effect test revealed that a third construct, INTER - Intermediate variable (a product of construct Perceptions and Expectation) has a positive impact on student satisfaction. Implications: There is a need for collaboration between hospitality industry players and academics in curriculum design, so as to meet the demands of the industry.

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Ncube, Farai, and Olabanji Oni. "ORGANIZING CHALLENGES FACED BY TRADE UNIONS IN THE HOSPITALITY INDUSTRY OF ZIMBABWE." EURASIAN JOURNAL OF BUSINESS AND MANAGEMENT 8, no. 3 (2020): 167–81. http://dx.doi.org/10.15604/ejbm.2020.08.03.001.

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Globally there are a lot of developments and changes happening in the tourism industry affecting the traditional business operations and with a serious effect on employment relations patterns. Trade unions have been at the receiving end owing to these changes. New forms of employment coupled with other changes have adversely affected the ability of trade unions to effectively organize. While union strength is measured by a number of aspects, membership remains the main indicator of union power. In this article, we examine the organizing challenges faced by the Trade Unions in the Hospitality Industry of Zimbabwe. We employ a qualitative study utilizing a sample of 80 respondents drawn from union officials (10), shop stewards (40) and management representatives (30). The study reveals that the unions face a myriad of challenges ranging from lack of resources to effectively organize and support all initiatives in place, political persecution affecting member perceptions, lack of management support, destroying all union efforts as well as changing demographics and employment conditions among other challenges. We maintain that the survival of a trade union depends primarily on its ability to organize workers. We advance the argument that the industry is not immune to the developments and changes happening in the contemporary world of work and for unions to survive they have to co-evolve. We conclude that the identified challenges can actually be opportunities for the trade unions.

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Basera, Vitalis, and Judy Mwenje. "Stakeholders’ Awareness of Quality and Quality Management Systems in Zimbabwean Hotels." April 2021, Volume 10(2) (April 30, 2021): 682–97. http://dx.doi.org/10.46222/ajhtl.19770720-126.

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The aim of the study was to investigate the stakeholder’s awareness of quality and quality management systems (QMS) in the Zimbabwe hotel industry. This study sought to investigate the stakeholder’s awareness of quality and quality management systems (QMS) in the Zimbabwe hotel industry by (1) establishing the definition of quality, (2) exposing dimension of service quality, (3) identifying how customer satisfaction is measured and (4) identifying quality management systems and quality philosophy used in hotels. Appreciation of quality and QMS in the hotel industry can assist stakeholders to employ holistic measures to improve adoption of quality management systems in hotels and improve the operations of the hotels. The study followed a multi case study approach, with 9 hotels from Harare chosen purposively to represent the hotel industry in Zimbabwe. Managers and key stakeholders were interviewed and focus group interviews were conducted. Key questions on quality definition, dimensions of service quality and customer satisfaction measurement were asked and the data was analysed using thematic analysis -directed content analysis. The results showed that stakeholder in the hotel industry are very much aware of QMS, though in abstract. There is greater awareness of quality and QMS among group chain hotels than in independent hotels. There is need to upgrade on quality training in the hotel industry from collaborative perspective so that the stakeholders appreciate quality and QMS fully so that the industry remains competitive.

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Basera, Vitalis, and Judy Mwenje. "Factors Affecting the Adoption of Quality Management Systems in Zimbabwean Hotels." April 2021, Volume 10(2) (April 30, 2021): 776–95. http://dx.doi.org/10.46222/ajhtl.19970820-132.

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This paper aims at highlighting factors contributing to late adoption of quality management systems (QMS) in the Zimbabwe hotel industry. The research answered questions on: What are the internal factors affecting adoption of QMS in hotels; What are the external factors affecting adoption of QMS in the hotels. Hotel managers and key stakeholders in the hotel industry were interviewed to get data. Focus group discussions was used to get data from hotel staff members. Directed content analysis was used to analyse data. Some of the internal factors affecting adoption of QMS in the hotel industry in Zimbabwe identified are high staff and management turnover, absence of specialised quality function, poor remuneration of hotel employees and lack of financial resources. While some of the external factors identified are high taxes and licensing fees, industry over regulation, hyperinflation, and poor industry supporting infrastructure. The study recommended for creation of hotel industry stakeholder platform to enhance adoption of QMS in the hotel industry looking at how best to ease the identified factors. There is need for a review of hotel industry operating environment from regulator perspective so as to ease the operating environment which can improve the hotels sustainability.

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Makoni, Tendai, and Delson Chikobvu. "Modelling International Tourist Arrivals Volatility in Zimbabwe Using a GARCH Process." April 2021, Volume 10(2) (April 30, 2021): 639–53. http://dx.doi.org/10.46222/ajhtl.19770720-123.

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The aim of the paper was to develop bootstrap prediction intervals for international tourism demand and volatility in Zimbabwe after modelling with an ARMA-GARCH process. ARMA-GARCH models have better forecasting power and are capable of capturing and quantifying volatility. Bootstrap prediction intervals can account for future uncertainty that arises through parameter estimation. The monthly international tourism data obtained from the Zimbabwe Tourism Authority (ZTA) (January 2000 to June 2017) is neither seasonal nor stationary and is made stationery by taking a logarithm transformation. An ARMA(1,1) model fits well to the data; with forecasts indicating a slow increase in international tourist arrivals (outside of the Covid-19 period). The GARCH(1,1) process indicated that unexpected tourism shocks will significantly impact the Zimbabwe international tourist arrivals for longer durations. Volatility bootstrap prediction intervals indicated minimal future uncertainty in international tourist arrivals. For the Zimbabwe tourism industry to remain relevant, new tourism products and attraction centres need to be developed, as well as embarking on effective marketing strategies to lure even more tourists from abroad. This will go a long way in increasing the much-needed foreign currency earnings needed to revive the Zimbabwean economy.

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Dube, Kaitano. "Sustainable Development Goals Localisation in the Hospitality Sector in Botswana and Zimbabwe." Sustainability 13, no. 15 (July 28, 2021): 8457. http://dx.doi.org/10.3390/su13158457.

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Many countries have fronted tourism as a tool for achieving Sustainable Development Goals (SDGs) in their voluntary national reviews. Nevertheless, very few studies have examined how the tourism industry has been localising SDGs. Therefore, this study is borne out of that knowledge gap. A qualitative approach comprising the use of primary and secondary data from integrated annual reports was adopted. The study found some progress made by hotel companies in localising SDGs. It emerged that Cresta Hotels and the African Sun group of hotels are only at the inception stage of SDG localisation, focusing on several SDGs that respond to the socio-economic and environmental demands of the environments they work in. Given that most of the work under the SDGs only began inception between 2018 and 2019, there is still a long way to go before meaningful progress can be reported regarding SDG localization, with preliminary evidence showing that the hotel industry is likely to have made significant inroads when the SDGs lapse in 2030 if their efforts are not disturbed by the COVID-19 pandemic. The study recommends continuous monitoring and support for the sector as the SDG framework offers a better and more focused sector to achieve sustainable and responsible tourism in Zimbabwe and Botswana.

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Gambe, Tazviona Richman. "Rethinking the tenant eviction process in Harare, Zimbabwe." Property Management 36, no. 3 (June 18, 2018): 252–77. http://dx.doi.org/10.1108/pm-12-2016-0069.

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Purpose The purpose of this paper is to explore the lessee eviction process in Zimbabwe in order to suggest possible ways of improving this process that has become a rutted road characterised by a litany of hiccups. Design/methodology/approach The study is guided by the qualitative methodology. Data were mainly collected from property managers operating in the real property market in Harare using in-depth interviews. Analysis of data was done through content analysis. Findings It emerged from the study that the eviction process in Zimbabwe is fraught with impediments and expenses that are sometimes exasperating to property owners and investors. The current eviction regulations favour the lessees at the expense of lessors thus niggling lessees have aggravated the already protracted process by unnecessary appeals. Research limitations/implications The paper only focuses on residential property management and eviction of legal lessees due to non-payment of rentals. Practical implications The rent regulations should be reviewed in order to create a fair legal system that protects the rights of both the lessors and lessees in Zimbabwe. Originality/value The perpetual decline of the economy in Zimbabwe has crippled lessees’ ability to pay rentals. Yet, it has also become intricate to evict defaulting lessees thereby causing loss of income to rental housing investors. Thus, the paper challenges the protracted eviction processes in the real property industry that have prejudiced property owners and scared away potential rental housing investors that are greatly needed to boost the rental market.

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Mkono, Muchazondida. "Zimbabwean hospitality students’ experiences of sexual harassment in the hotel industry." International Journal of Hospitality Management 29, no. 4 (December 2010): 729–35. http://dx.doi.org/10.1016/j.ijhm.2010.03.002.

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10

Orido, Charles. "Attracting and retaining female chefs." Hospitality Insights 1, no. 1 (October 20, 2017): 9–10. http://dx.doi.org/10.24135/hi.v1i1.8.

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The chef profession is considered a challenging career, with female chefs seeming to be most affected. As such, it is rare to find female chefs occupying the coveted executive chef positions. The aim of this research was to establish if female chefs in Kenya encounter similar challenges to those experienced by female chefs elsewhere. Previous research shows that female chefs encounter career challenges in hospitality organisations and hence they struggle to make it as chefs; for example, studies by Druckman [1] and Harris and Giuffre [2,3] in the United States, Murray-Gibbons and Gibbons [4] in the United Kingdom, as well as Zengeni et al. [5] in Zimbabwe. This article poses the important question: how can these challenges be overcome? The study sought to make sense of the lived work experiences of Kenyan female chefs. Baum [6] recommends contextualised research methodologies to explore hospitality issues in non-Western countries. Moreover, Adelowo [7] asserts that lived experiences are better expressed through stories. Therefore, a qualitative approach was employed in this study where 15 chefs working in the Kenyan hospitality industry were interviewed [8]. Ten female chefs told stories of their workplace experiences while five male executive chefs recounted their experiences of working with female chefs. Despite the different geographical, socio-cultural and economic factors between Kenya and other countries previously studied, female chefs expressed common challenges such as sexual harassment, gender discrimination, unsupportive attitudes towards pregnancy and an unhealthy work environment, as well as hierarchical kitchen structures that they believed discriminated against them. There was an indication of engrained patriarchal attitudes that limit the professional success of potential female chefs. Unfortunately, hospitality employers appeared to support the status quo; that is, a gendering of the chef’s profession that privileges men and penalises women. These findings suggest a trend that must worry hospitality employers. The highly competitive career structures and the male domination that discourages women from making a long-term career in the kitchen [2], coupled with stiff competition for scarce hospitality human resources, support the need to retain female chefs. Christensen and Rog [9] stress that employee retention strategies will only work if human resource managers are fully committed to creating a positive workplace culture that treats all employees equally, regardless of their gender or any other dimension of diversity. In his study, Orido [8] suggests that the following measures may help to attract and retain female chefs. Firstly, employers should introduce personalised career development plans. For instance, a female chef who has attained postgraduate qualifications ought to be promoted and remunerated accordingly. This will not only retain female chefs but also enable them to further their career aspirations within the hospitality industry. Secondly, female chefs should be given the opportunity to fully participate at all levels of the kitchen hierarchy, thereby acquiring the necessary skills for promotion in the future to executive chef’s positions. Additionally, it will encourage a clear career progression path within the kitchen hierarchy. Hospitality employers must ensure that employment opportunities as well as employment terms and career progression are not dependant on a chef’s gender, but on their qualifications and competencies. By investing in female chefs and, most importantly, keeping them safe from bullying at work, the hospitality industry will not only attract, but retain, these talented professionals in satisfying culinary careers. If you would like to read the PhD thesis this research is based on you can access it here: http://hdl.handle.net/10292/10626 Corresponding author Charles is a chef and lecturer at Kenya Utalii College, Nairobi, Kenya. His research interests include inhospitable hospitality, culinary arts, human behaviour in the hospitality industry, and indigenous research. He holds a Certificate in Food Production (currently Culinary Arts) from Kenya Utalii College, a BA degree in Hospitality Management from the University of Nairobi, Kenya, and a Master of International Hospitality Management (MIHM) from Auckland University of Technology, New Zealand. Charles Orido can be contacted at: chaloridoh@gmail.com or corido@utalii.ac.ke References (1) Druckman, C. Why Are There No Great Women Chefs? Gastronomica 2010, 10, 24–31. https://doi.org/10.1525/gfc.2010.10.1.24 (2) Harris, D. A.; Giuffre, P. “The Price You Pay”: How Female Professional Chefs Negotiate Work and Family. Gender Issues 2010, 27, 27–52. (3) Harris, D. A.; Giuffre, P. Taking the Heat: Women Chefs and Gender Inequality in the Professional Kitchen; Rutgers University Press: New Brunswick, NJ, 2015. https://books.google.co.nz/books?id=qTaACgAAQBAJ (4) Murray-Gibbons, R.; Gibbons, C. Occupational Stress in the Chef Profession. International Journal of Contemporary Hospitality Management 2007, 19, 32–42. https://doi.org/10.1108/09596110710724143 (5) Zengeni, D. M. F.; Tendani, E.; Zengeni, N. The Absence of Females in Executive Chef Position in Zimbabwean Hotels: Case of Rainbow Tourism Group (RTG). Australian Journal of Business and Management Research 2013, 3, 1–18. (6) Baum, T. Human Resources in Tourism: Still Waiting for Change? – A 2015 Reprise. Tourism Management 2015, 50, 204–212. (7) Adelowo, A. The Adjustment of African Women Living in New Zealand: A Narrative Study; Ph.D. Thesis, Auckland University of Technology, 2012. http://aut.researchgateway.ac.nz/handle/10292/4601 (8) Orido, C. O. Challenges Faced by Female Chefs in the Kenyan Hospitality Industry: A Study through an African Oral Tradition of Storytelling; Ph.D. Thesis, Auckland University of Technology, 2017. http://hdl.handle.net/10292/10626 (9) Christensen, J.; Rog, E. Talent Management: A Strategy for Improving Employee Recruitment, Retention and Engagement within Hospitality Organizations. International Journal of Contemporary Hospitality Management 2008, 20, 743–757.

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Kabote, Forbes, Freddy Hamadziripi, Sebastian Vengesayi, Felisitas Chimutingiza, and Theresa Makoni. "Employee perceptions of HIV & AIDS on the hospitality industry in Zimbabwe." Turizam 19, no. 2 (2015): 47–55. http://dx.doi.org/10.5937/turizam1502047k.

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12

Varini, Kate. "Revenue management for the hospitality industry." Journal of Revenue and Pricing Management 11, no. 4 (July 2012): 479–80. http://dx.doi.org/10.1057/rpm.2011.48.

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13

Yap, Matthew H. T., and Elizabeth M. Ineson. "Diversity management in Vietnam's hospitality industry." Journal of Human Resources in Hospitality & Tourism 15, no. 2 (January 20, 2016): 147–65. http://dx.doi.org/10.1080/15332845.2016.1084855.

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14

Guillet, Basak Denizci. "Revenue Management for the Hospitality Industry." Journal of Hospitality Financial Management 19, no. 1 (September 2011): 123–25. http://dx.doi.org/10.1080/10913211.2011.10653904.

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Dr Shepherd Nyaruwata. "A Tourism Planning of Zimbabwe for 1980-2018: A Critical Assessment." Hospitality & Tourism Review 1, no. 2 (November 15, 2020): 14–24. http://dx.doi.org/10.38157/hospitality-tourism-review.v1i2.213.

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Purpose: The purpose of the study was to assess how far the government of Zimbabwe’s tourism policies and strategies have affected the development of the tourism and hospitality sector. Methods: The study was based on a review of the literature on tourism development in Zimbabwe. A range of peer-reviewed papers, reports from the United Nations World Tourism Organization (UNWTO). reports from the Zimbabwe Tourism Authority (ZTA), and those of the Ministry of Environment, Tourism, and Hospitality Industry were consulted. The information offered a clear picture of how far the government had contributed to influencing the development of the tourism and hospitality industry during the period. Results: The results of the study showed that for the period up to 2000 the government played only a facilitating role in the development of the sector. The results further showed that the government took a more proactive role in planning the development of the industry only when the persistent negative image of the country threatened the collapse of the sector. Implications: It is recommended that the country effectively implements the National Tourism Master Plan and the National Tourism Sector Strategy which were launched in 2016 and 2018 respectively. A constant review of the National Tourism Sector Strategy will ensure an effective response to the global and national macro-economic, social and political changes that will occur during the plan period.

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Anthony, Grace, Ishmael Mensah, and Edem Kwesi Amenumey. "Hospitality management competency requirements of the hospitality industry in Ghana." African Journal of Hospitality and Tourism Management 1, no. 1 (July 17, 2019): 33–47. http://dx.doi.org/10.47963/ajthm.v1i1.136.

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This paper assessed industry practitioners’ and educators’ views on the competencies required by the hospitality industry in Ghana. Data was collected through a survey of 111 respondents. Means were used to rank the competencies, whilst T- test and one-way analysis of variance (ANOVA) were used to explore the differences in competencies perceived to be required by the industry practitioners and educators. It was found out in terms of importance that practitioners preferred leadership, administrative, conceptual and technical competencies whilst educators favoured conceptual, leadership, administrative and technical competencies. Except for ability to maintain hygiene standards and ability to develop contingency plans, there were generally no statistically significant differences between the views of practitioners and educators with regards to competencies required by the industry. It is recommended that there should be more collaboration between hospitality practitioners and educators in Ghana.

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Ncube, Farai. "Factors Enhancing Member Commitment to Trade Unions in the Hospitality Industry in Zimbabwe." Journal of Business Administration Research 9, no. 1 (June 29, 2020): 33. http://dx.doi.org/10.5430/jbar.v9n1p33.

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Trade unions in the hospitality industry have long served an important and vital role, acting as the vanguard to protect the worker’s rights and their financial livelihood, hence stressing their importance. Their future however remains hanging in balance as they continue to face an array of challenges and changes threatening their existence. In this paper the researcher attempt to respond to the question on, ‘why would individuals choose to be loyal and committed to trade unions?’ Finding through a 5 point likert scale administered on 227 members belonging to the Zimbabwe Catering and Hotel workers Union (ZCHWU) and interviews conducted with 18 union officials reveals that commitment is determined by the ability of the union to satisfy member expectations. Findings reveals that member commitment manifest itself through individual’s strong desire to remain a member of the union; willingness to exert high effort on behalf of the union as well as belief in the union goals and leadership. The study concludes that the unions’ ability to satisfy and meet its member’s expectation contributes to trade union commitment.

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Kabote, Forbes, Sebastian Vengesayi, Patrick Walter Mamimine,, and Rumbidzai Mataruse. "The Effects of Dollarization on Human Resources in the Hospitality Industry in Zimbabwe." IOSR Journal of Business and Management 16, no. 6 (2014): 65–71. http://dx.doi.org/10.9790/487x-16636571.

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19

Wolvin, Andrew D. "Communication in the hospitality industry." International Journal of Hospitality Management 13, no. 3 (September 1994): 195–99. http://dx.doi.org/10.1016/0278-4319(94)90019-1.

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Phanos Matura and Aretha Takaza. "Profiling The Needs and Wants of Millennials in The Tourism Industry: Implications for Zimbabwe." Hospitality & Tourism Review 1, no. 2 (November 15, 2020): 36–49. http://dx.doi.org/10.38157/hospitality-tourism-review.v1i2.215.

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Purpose: The main purpose of the paper is to profile the needs and wants of millennials in the tourism industry and their implications for tourism operators in Zimbabwe. Methods: The study adopted a qualitative design approach with document analysis being the data collection method. Data were analyzed thematically. Results: The major finding was that millennials desire authentic and memorable experiences, they are highly knowledgeable, have strong digital skills, they are social media creatures and are permanently connected online, they are particular and question everything, they prefer leisure and recreational activities, they prefer hotel facilities with health-oriented facilities like fitness centers and they practice volunteer tourism. Millennials are different, they think and act differently, and their travel choices and preferences are different from the generations before them. Implications: Tourism operators including hotels should adapt their service delivery systems to the needs and wants of millennials to achieve superior business performance. There is a need for the adoption of proactive marketing strategies as well as taking full advantage of the opportunities presented by millennials in the tourism industry in Zimbabwe.

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Mitchell, Peter. "Human resource management in the hospitality industry." International Journal of Hospitality Management 16, no. 1 (March 1997): 122–23. http://dx.doi.org/10.1016/s0278-4319(97)81212-1.

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Jones, Peter, and Andrew Lockwood. "Operations management research in the hospitality industry." International Journal of Hospitality Management 17, no. 2 (June 1998): 183–202. http://dx.doi.org/10.1016/s0278-4319(98)00015-2.

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Motwani, Jaideep, Ashok Kumar, and Mohamed A. Youssef. "Implementing quality management in the hospitality industry." Benchmarking for Quality Management & Technology 3, no. 4 (December 1996): 4–16. http://dx.doi.org/10.1108/14635779610153327.

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Saunders, Ian W., and Mary Ann Graham. "Total quality management in the hospitality industry." Total Quality Management 3, no. 3 (January 1992): 243–56. http://dx.doi.org/10.1080/09544129200000032.

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Nevett, W. "Operations management perspectives and the hospitality industry." International Journal of Hospitality Management 4, no. 4 (January 1985): 173–78. http://dx.doi.org/10.1016/0278-4319(85)90055-6.

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Vrtodušić Hrgović, Ana-Marija. "QUALITY MANAGEMENT IN TOURISM AND HOSPITALITY INDUSTRY." Tourism and hospitality management 11, no. 1 (May 2005): 121–33. http://dx.doi.org/10.20867/thm.11.1.7.

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Snažna je konkurencija na tržištu uvjetovala razvoj novog pristupa upravljanju poznatog kao Upravljanje potpunom kvalitetom (TQM - Total Quality Management). Zbog važnosti koju kvaliteta ima u postizanju konkurentske prednosti i u hotelskoj su se industriji počeli primjenjivati sustavi upravljanja potpunom kvalitetom. Prilikom uvođenja ovih sustava hotelska poduzeća mogu koristiti različite pristupe koje će prilagoditi svojim uvjetima poslovanja. Pri tome se mogu koristiti tzv. "TQM standardi ili okviri" tj. nacionalni ili međunarodni standardi i nagrade za kvalitetu, a zbog svoje su široke primjene u radu dati okviri koje nudi međunarodni standard ISO 9001:2000 te modeli poslovne izvrsnosti Malcolm Baldrige National Quality Award i European Quality Award.

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Sukach, Olena, Svitlana Kozlovska, and Natalia Sushko. "MODERN MANAGEMENT TECHNOLOGIES IN THE HOSPITALITY INDUSTRY." Baltic Journal of Economic Studies 7, no. 3 (June 25, 2021): 168–76. http://dx.doi.org/10.30525/2256-0742/2021-7-3-168-176.

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The hospitality industry is currently one of the dynamic areas of the developing economy which stimulates the development of various sectors of the modern economy. The current challenges posed by the next economic crisis and the effects of pandemic constraints require the formation of new mechanisms for managing the hospitality sector. The main purpose of the research is to create modern management tools for the development of the investment potential of the hospitality industry. The subject of the research includes Ukrainian hospitality enterprises, their financial condition and management in a pandemic. The process of systematization of literary sources has identified the main modern problems of the hospitality industry, which include hotels, restaurants, entertainment, sporting events, and other services related to tourism. However, this specific area has a unique set of problematic aspects that need to be solved immediately. Understanding the importance of the management system in the hospitality industry and its adaptation to modern changes will help increase the competitiveness of such enterprises in the market. Research methodology: the article uses the funds of empirical studies of the essence of the hospitality industry, as well as statistical analysis of the modern market of hotel services. Also, the investment market in the sector of tourism was studied with the help of mathematical tools. Modern management in the hospitality industry is aimed at deviating from the typical and traditional tools to meet customer needs, which is caused not only by social change but also by the development of various financial instruments. The study proves that the successful development of the hospitality industry is impossible without the use of modern management tools based on the principles of marketing. Analyzing the market of hospitality services, in the process of development and implementation of innovative services, it is advisable to focus on the study of a competitive environment and the needs of potential customers. Conclusions. The results of the study prove the importance of this area and the feasibility of developing and implementing effective management tools. The research substantiates and offers promising areas for attracting investment resources in the hospitality industry. Also, according to the results of the study, the authors propose the stages of implementation of target marketing as an effective tool for the development of hospitality in Ukraine. The concept of development of innovative services in the field of hospitality on the basis of the formed strategy of target marketing is developed.

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Stone, Graham J., and Elisabeth Ineson. "Personality and hospitality management development." Tourism and hospitality management 4, no. 2 (December 1998): 373–82. http://dx.doi.org/10.20867/thm.4.2.11.

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The research analyses the contribution of personality to the exercise of the management function within the hospitality industry, and demonstrates that the profiles of incumbents can be measured more objectively by the use of self-assessment instruments. On the basis of pilot studies in Hungary and the Czech Republic a the profiles of final year hospitality students were identified and were compared with current job incumbents. Analysis of the findings indicate a mis-match between student and management traits. The conclusions suggest that educational programmes should be modified if the student experience is to be made more realistic and relevant to the needs o f industry. Implementation of the research should result in improved satisfaction of students' career aspirations and on a wider level, it could contribute significantly to management performance across the industry.

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Jauhari, Vinnie. "Building employability in hospitality industry." Worldwide Hospitality and Tourism Themes 5, no. 3 (June 7, 2013): 268–76. http://dx.doi.org/10.1108/whatt-02-2013-0009.

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Garbin Praničević, Daniela, and Ante Mandić. "ICTs in the hospitality industry." Tourism 68, no. 2 (June 8, 2020): 221–34. http://dx.doi.org/10.37741/t.68.2.9.

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This study delivers the importance-performance analysis of the information and communication technology (ICT) driven solutions among small and family-owned hotels (SFH) in Croatia. The analysis reflects the opinions of owners of 21 SFH, all of which are members of the National Association of Family and Small Hotels (OMH). The findings demonstrated the existence of a significant gap between the perception of the importance of specific innovations and actual hotel performances. In most cases, hotel performances are rated significantly lower than the perceived importance of particular innovation, which indicate that resources should be better and more wisely allocated. In some cases, hotels do not recognise the benefits of ICTs used or are not satisfied with the results. The primary constraint for higher integration of the ICTs within this sample is the lack of financial resources. The study reveals the importance-performance gaps within the perception of technological innovations in the SFHs, elaborates on potential constraints for more substantial reliance on ICTs and discusses the possible implications. Finally, the study provides recommendations for future research.

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Kavanaugh, Raphael R., and Marilyn Andrews. "Downsizing for the Hospitality Industry." Cornell Hotel and Restaurant Administration Quarterly 28, no. 4 (February 1988): 64–70. http://dx.doi.org/10.1177/001088048802800418.

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Jones, Peter, David Hillier, and Daphne Comfort. "Sustainability in the hospitality industry." International Journal of Contemporary Hospitality Management 28, no. 1 (January 11, 2016): 36–67. http://dx.doi.org/10.1108/ijchm-11-2014-0572.

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Purpose The purpose of this commissioned paper is to offer some personal reflections on sustainability within the hospitality industry. Design/methodology/approach The paper opens by identifying sustainability as a teasing paradox for the hospitality industry and a short discussion of the characteristics of sustainability. It then explores the growing interest in corporate sustainability and offers a review of the range of academic research into sustainability within the hospitality industry literature. More generally, the authors suggest three fundamental sets of issues that currently face the industry, namely, defining sustainability within the industry, materiality and independent external assurance and sustainable consumption and the industry’s commitment to continuing economic growth. Findings In addressing these three sets of issues, the authors make a number of suggestions. First that definitions of sustainability within the hospitality industry can be interpreted as being constructed around business imperatives rather than an ongoing commitment to sustainability. Second that materiality and external assurance are not treated comprehensively within the industry, which undermines the credibility of the sustainability reporting process. Third that the concept of sustainable consumption and any critique of the industry’s commitment to economic growth are conspicuous by their absence in the both the research literature on sustainability and in sustainability reporting within the industry. Practical implications The paper suggests that the hospitality industry may need to examine how it defines sustainability, to extend its sustainability reporting to embrace materiality and external assurance and to address the issues of sustainable consumption and continuing economic growth if it is to demonstrate a worthwhile and enduring commitment to sustainability. Originality/value The paper provides some accessible personal reflections on sustainability within the hospitality industry and, as such, it will be of interest to academics, students and practitioners interested in the hospitality industry and more widely within the business and management community.

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Sandler, Mel. "Marketing in the Hospitality Industry." Cornell Hotel and Restaurant Administration Quarterly 38, no. 5 (October 1997): 18. http://dx.doi.org/10.1177/001088049703800529.

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Williams, Alistair. "Managing projects in the hospitality industry." International Journal of Hospitality Management 15, no. 1 (March 1996): 92–93. http://dx.doi.org/10.1016/s0278-4319(96)90043-2.

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Chathoth, Prakash K., and Michael D. Olsen. "Strategic alliances: a hospitality industry perspective." International Journal of Hospitality Management 22, no. 4 (December 2003): 419–34. http://dx.doi.org/10.1016/j.ijhm.2003.07.001.

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Kandampully, Jay, Tingting(Christina) Zhang, and Elina Jaakkola. "Customer experience management in hospitality." International Journal of Contemporary Hospitality Management 30, no. 1 (January 8, 2018): 21–56. http://dx.doi.org/10.1108/ijchm-10-2015-0549.

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Purpose In the contemporary hospitality industry, superior customer experiences are essential in gaining customer loyalty and achieving a competitive advantage. However, limited research addresses this subject. The purpose of this study is to advance scholarly research on customer experience management (CEM) in the hospitality field by providing a comprehensive overview of the key elements of CEM, a framework for managing customer experience and a rich agenda for research. Design/methodology/approach An extensive literature review produces a comprehensive overview of the existing knowledge of CEM. A synthesis of previous literature reveals the need for additional, contemporary information sources. The study is, therefore, supplemented by invited commentaries on CEM from senior scholars and hospitality managers. Findings The proposed model takes a holistic perspective on managing a positive customer experience, through collaboration among marketing, operations, design, human resources and strategy, in association with technology and social media. Research limitations/implications The literature review and commentaries from leading experts reveal six areas for further research on CEM in the hospitality industry. Originality/value This study provides a comprehensive, systematic review of CEM literature and detailed understanding of the mechanisms for managing customer experiences in the hospitality industry. It integrates state-of-the-art CEM knowledge in the generic business context, along with principles of hospitality management, and advances CEM research by emphasizing the need for collaboration among marketing, operations and human resources.

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Chigora, Farai, and Promise Zvavahera. "Strategic Management and Branding Panacea for Surviving in Volatile Environments: Case of Zimbabwe Tourism Industry." Business and Management Horizons 3, no. 2 (November 9, 2015): 24. http://dx.doi.org/10.5296/bmh.v3i2.8543.

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The Zimbabwe tourism destination has been rebranded three times between the years 1980 and 2011. It started with the brand name “Discover Zimbabwe” after independence in 1980, to “Africa Paradise” in 1996, then “Zimbabwe a World of Wonders” in 2011. The change was done as an effort to strategically position the country’s tourism destination through an attractive brand. The first two brands failed to change the perceptions of tourists towards Zimbabwe. This study sought to explore strategic factors that might have affected the tourism destination. The research applied both quantitative and qualitative approaches to extract data. The results showed that the majority of tourism players in Zimbabwe used the branding concept separately from strategic management. The study discovered that the failure of the tourism industry is attributed to the failure by the authorities to strategically consult key stakeholders in the formulation of the brand. The study therefore, recommended a brand-strategic model suitable for tourism destinations emphasising on combining branding and strategic management.

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Herbig, Paul, and John Milewicz. "Market Signaling in the Hospitality Industry." Journal of Hospitality & Leisure Marketing 2, no. 2 (August 15, 1994): 5–14. http://dx.doi.org/10.1300/j150v02n02_03.

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Olsen, Michael D., and Angela Roper. "Research in strategic management in the hospitality industry." International Journal of Hospitality Management 17, no. 2 (June 1998): 111–24. http://dx.doi.org/10.1016/s0278-4319(98)00012-7.

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Pavlatos, Odysseas, and Ioannis Paggios. "Management accounting practices in the Greek hospitality industry." Managerial Auditing Journal 24, no. 1 (November 28, 2008): 81–98. http://dx.doi.org/10.1108/02686900910919910.

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Горячева, Елена, Elena Goryacheva, Наталья Костикова, and Natalya Kostikova. "Issues of human resource management in hospitality industry." Services in Russia and abroad 10, no. 3 (September 21, 2016): 199–209. http://dx.doi.org/10.12737/20111.

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The article is devoted to the practice-oriented issues in hospitality industry. The work presents new trends in modern requirements for staff in tourism and hotel industry. The authors on the basis of estimations the industry´s leading experts and own practical convictions assert that the effectiveness of personnel interaction with partners and customers is a structural constructed field of activity and affects the competitiveness of businesses in general. New conceptual understanding of human resources management includes scientific administration, interconnection of social and psychological characteristics of each employee´s with labor productivity and formation of staff interest in the results of operations. In this regard, it is interesting to study the influence of these factors on the work of staff in hospitality industry. This article discusses the actual needs of the work with staff in the departments of HR (human resources), and, in present conditions, the demand for the following approaches: remote employment, flexibility in competence and professionalism, continuing education, fast adaptation and the staff involvement in the company work process.

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Leslie, David. "The Hospitality Industry, Industrial Placement and Personnel Management." Service Industries Journal 11, no. 1 (January 1991): 63–74. http://dx.doi.org/10.1080/02642069100000006.

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Olsen, Michael D. "Literature in strategic management in the hospitality industry." International Journal of Hospitality Management 23, no. 5 (December 2004): 411–24. http://dx.doi.org/10.1016/j.ijhm.2004.10.003.

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Grobelna, Aleksandra. "Intercultural Challenges Facing the Hospitality Industry. Implications for Education and Hospitality Management." Journal of Intercultural Management 7, no. 3 (September 1, 2015): 101–17. http://dx.doi.org/10.1515/joim-2015-0023.

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Abstract Hospitality organizations which are increasingly operating internationally create real challenges for their employees and managers to interact and effectively work with people from different cultural environments. Many problems may relate to intercultural communication between managers and employees as well as between employees and hotel guests from different cultural backgrounds. Therefore, the issue of intercultural communication has recently had an increasing reach in the hospitality industry. Cultural awareness, sensitivity and understanding of cultural differences should be perceived as a critical issue for business success. Therefore, the following questions still need answers from both academics and the business: What kind of challenges does the hospitality industry face in view of the multicultural diversity of its markets? What kind of managers’ skills and abilities, particularly in the case of entry-level managers, are strongly needed today to manage effectively multicultural hospitality workforce? And how may educational programs influence intercultural competence development of tourism and hospitality students to interact effectively in a multicultural environment. The aim of the study is to show that cultural diversity of hotel employees and guests may create unique challenges of cross-cultural service encounters, which may provide an opportunity for service differentiation. The research problem is to find answers to the questions: how may the challenges that emerge from cross-cultural interactions become a source of hotel competitiveness and how may the educational process contribute to the intercultural competence development, to recruit employees who will be able to operate successfully in a multicultural hospitality environment. The study problem is discussed in the context of literature review and the previous research conducted in the hospitality setting. Implications for practitioners and educators are also delivered.

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Chikosha, Felix, and Lizias Kadziya. "Marketing Warfare in the Hospitality Industry: A Case Study of Selected Hotels in Harare, Zimbabwe." Greener Journal of Business and Management Studies 5, no. 1 (March 16, 2015): 031–36. http://dx.doi.org/10.15580/gjbms.2015.1.030714134.

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Chikosha, Felix, and Tonderai Maximilian Chiunye. "Marketing Warfare in the Hospitality Industry: A Case Study of Selected Hotels in Harare, Zimbabwe." Greener Journal of Business and Management Studies 5, no. 1 (March 20, 2015): 031–36. http://dx.doi.org/10.15580/gjbms.2015.1.0307141345.

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Dipietro, Robin B., and Steven J. Condly. "Employee Turnover in the Hospitality Industry." Journal of Human Resources in Hospitality & Tourism 6, no. 1 (February 26, 2007): 1–22. http://dx.doi.org/10.1300/j171v06n01_01.

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Backman, Mikaela, Johan Klaesson, and Özge Öner. "Innovation in the hospitality industry." Tourism Economics 23, no. 8 (June 21, 2017): 1591–614. http://dx.doi.org/10.1177/1354816617715159.

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The hospitality industry is a rapidly growing revenue generator in many countries and is becoming economically important for generating employment and for integrating of immigrants into the labor market. As an industry where firms face fierce competition, it is important for the firms to maintain their competitiveness by distinguishing themselves from others through continuous improvements and innovations. In this article, we investigate the determinants of innovation in the hospitality industry by analyzing survey data gathered from over 900 firms in Sweden. In the analysis, we differentiate between firm-specific and location-specific features. We conclude that the most important characteristics that explain innovation lie within the firm itself, not the location. These results provide important insights regarding firm- versus location-placed innovation policies.

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Harrison, J. "Strategic analysis for the hospitality industry." Cornell Hotel and Restaurant Administration Quarterly 44, no. 2 (April 2003): 8. http://dx.doi.org/10.1016/s0010-8804(03)90013-9.

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Harrison, J. "Strategic analysis for the hospitality industry." Cornell Hotel and Restaurant Administration Quarterly 44, no. 2 (April 2003): 139–52. http://dx.doi.org/10.1016/s0010-8804(03)90027-9.

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