To see the other types of publications on this topic, follow the link: Organizational structure of hotel management.
Journal articles on the topic 'Organizational structure of hotel management'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Organizational structure of hotel management.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Chalise, Dhan Raj. "Barriers to Organizational Change Management in Hotel Industry of Nepal." Nepal Journal of Multidisciplinary Research 4, no. 2 (August 29, 2021): 10–17. http://dx.doi.org/10.3126/njmr.v4i2.38886.
Full textAbstract:
In initial period, organizational changes are asks for entire hospitality industry. Thus, this research paper reveals what are the barriers for organizational change management in hotel sectors of Nepal which can help them for gaining spark on Nepalese market once again.: Hotels sectors of Nepal are affected by array of factors which can influence organizational performance. This is the component of success for enhancement of performance of hotel sector. Therefore, the purpose of this research is to examine the factors influencing organizational performance in hotel sector of Nepal. This research is based on hotel sector’s organizational changes and the barriers for adaptation of such changes. The study of hotel sector is done with self-structured questionnaire and mostly data are collected from primary sources. To justify the results, researcher has adopted quantitative research design and SPSS software is used for data analysis. The research has identified the essence of organizational changes in hotel sector. In the time of financial plummeted of Nepalese economy, hospitality sector are hardly hit by global pandemic. Thus, hotel sector need new plan and strategies for achieving success. Through organizational changes, hotel sector can slowly and steadily moves business in path of positives. So, hotel sector has to identify barriers of organizational change management and has to act accordingly to achieve success in this critical hour. Nepalese economy after hard hit by global pandemic has slowly started to move in towards path of recovery. To step up Nepalese economy in decent path every sector need to contribute. Hotel sector being the important hub of national GDP has to recover from crises for development of country. Therefore, hotel sector with organizational change management can enhance their profitability. This research in this regard is helpful for Nepalese hotel sector to identify and adopt such changes. This research paper is the summarization of results carried on primary data collected from questionnaire. The research is done on data collected from field so is highly reliable.
2
Pavlatos, Odysseas. "An empirical investigation of strategic management accounting in hotels." International Journal of Contemporary Hospitality Management 27, no. 5 (July 13, 2015): 756–67. http://dx.doi.org/10.1108/ijchm-12-2013-0582.
Full textAbstract:
Purpose – The purpose of this paper is to investigate the relationship between contextual factors, strategic management accounting (SMA) and historical performance in hotels. Design/methodology/approach – An empirical survey was conducted on a sample of 106 leading hotels in Greece. Findings – The analysis of the survey data indicates that seven contingent factors affect SMA usage in hotels: The seven factors are perceived environmental uncertainty, structure, quality of information system (IS) information, organizational life cycle stage, historical performance, strategy and size. The findings also indicate that lagging performance affects SMA and that this effect is moderated by the perceived environmental uncertainty. Research limitations/implications – Some of the limitations are inherent to the survey method used, such as the use of perceptual measures and the potential of common method bias. Data were collected from the Greek hospitality industry, and consequently, the results may be generalizable only to that population. Practical implications – The accounting professionals and hotel managers will also be benefited, as the study aims to identify the most relevant SMA tools adopted in the hotel industry, as well as the relationship between these tools and other external and organizational factors. Originality/value – This research adds to the current knowledge in management accounting system design in hotels. This paper increases the understanding as to why hotels are more likely to implement SMA. The results provide the first empirical evidence of the relation between SMA usage, organizational factors, external factors and historical performance in hotels.
3
Dogru, Tarik. "Under- vs over-investment: hotel firms’ value around acquisitions." International Journal of Contemporary Hospitality Management 29, no. 8 (August 14, 2017): 2050–69. http://dx.doi.org/10.1108/ijchm-04-2016-0219.
Full textAbstract:
Purpose The purpose of this study is to analyze the extent to which under- and over-investment problems affect hotel firms’ value around the time when acquisitions are announced. Design/methodology/approach Hotel firms are classified based on their financial constraints (under-investment), corporate governance mechanisms (over-investment) and organizational structures. Multivariate analyses are conducted utilizing the panel ordinary least squares regression to examine the effects of financial constraints, corporate governance mechanisms and organizational structures on acquisition returns. Findings The results show that financial constraints have a larger effect on the firm value compared to the effect of corporate governance. Also, acquisitions are viewed as over-investments in poorly governed, franchising and hotel-real estate investment trust (REIT) firms. Research limitations/implications The analyses are limited to gains from acquisitions in the hotel industry. Therefore, future studies may examine the effects of capital expenditures and cash holdings on hotel firm value. Practical implications Acquisitions could help financially constrained firms reduce informational asymmetries. Firms could expand through franchising when they are financially constrained. However, franchising firms should take restrictive actions to control managers from making acquisitions. The hotel-REIT organizational form does not seem to cause under-investment problems, and it functions as an additional corporate governance mechanism. Originality/value In addition to the C-corporation organizational structure, hotel firms extensively adopt REIT and expand through franchising, which might affect under- and over-investment problems. Nonetheless, little is known about whether capital investments create or reduce value for hotel firms. This study helps to explain how financial constraints, corporate governance mechanisms and organizational structures affect hotel firms’ value.
4
Kessler, Alexander, Christoph Pachucki, Katharina Stummer, Michael Mair, and Petra Binder. "Types of organizational innovativeness and success in Austrian hotels." International Journal of Contemporary Hospitality Management 27, no. 7 (October 12, 2015): 1707–27. http://dx.doi.org/10.1108/ijchm-03-2014-0150.
Full textAbstract:
Purpose – The purpose of this paper is to identify different types of organizational innovativeness in Austrian hotels and analyze their connection to (innovation) success. In the face of growing international competition, innovation is becoming increasingly important for Austria’s hotel industry. A prerequisite for innovation is organizational innovativeness. Design/methodology/approach – This paper is based on a quantitative survey of 255 Austrian hotel businesses with a minimum of five employees. Innovativeness was measured by three dimensions (willingness, ability and possibility to innovate) and success by five dimensions (overall performance: financial, market and employee-related success; innovation success: product and process innovations). Findings were obtained by combining an exploratory factor analysis with a cluster analysis. Findings – Factor analysis reveals five factors determining organizational innovativeness: “cooperation as trigger for change”; “acceptance of change”; “resource based scope for change”; “pluralism as trigger for change”; and “loose coupling and error-tolerance”. The cluster analysis identifies four types of hotels regarding organizational innovativeness indicating differences regarding the success dimensions: “potential innovators hindered by scarce resources and unsupportive structures”, “well-resourced conservatives”, “potential innovators hindered by a haphazard approach” and “cautious idea hunters”. On the whole, results show that a balanced configuration of organizational innovativeness combined with a cautious approach is connected with greater (innovation) success. Research limitations/implications – Key-informant and survivor biases have to be considered as all items in the questionnaire were evaluated by self-assessment of the hotel management and only successful hotels (in the sense of survival) were analyzed. One important implication is that (innovation) success depends on the system that enables it; therefore, organizational innovativeness is a precondition of successful innovations. Nevertheless, there is little research on organizational innovativeness in the service sector so far. Practical implications – This paper supports tourism businesses in understanding the concept of organizational innovativeness and its relation to (innovation) success. SMEs, which dominate the Austrian hotel industry, tend to focus on the financial aspect of innovativeness and, in general, do not consider the range of factors that constitute an organization’s innovativeness (willingness, ability and possibility to innovate) and the various outcomes. Originality/value – By combining organizational innovativeness and (innovation) success, the paper applies an important element of innovation theory to the Austrian hotel industry. The characterization of different types of hotels regarding organizational innovativeness and success enables a (self-) assessment for hotel businesses and the deduction of customized implications.
5
Gunarathne, Nuwan, and Ki-Hoon Lee. "Environmental Management Accounting (EMA) for environmental management and organizational change." Journal of Accounting & Organizational Change 11, no. 3 (September 7, 2015): 362–83. http://dx.doi.org/10.1108/jaoc-10-2013-0078.
Full textAbstract:
Purpose – The purpose of this paper is to identify the development and implementation of Environmental Management Accounting (EMA) and environmental management at the level of a firm in the hotel sector in Sri Lanka. Design/methodology/approach – Case study method was used in the study. The primary data were collected through semi-structured interviews supported by observations of various facility centers (on-site assessment). Accounting records such as the Green Book, daily and monthly material and energy records, online resources and various other documents were content analyzed as sources of secondary data. Findings – The study observed that the hotel had reinvigorated some of its environmental management and EMA practices in an urgent, cost-saving bid when faced with a financial crisis. Having realized their cost-saving potential and strategic benefits, the management developed these selective practices over time into comprehensive practices that are integrated into the daily management process supported by all stakeholders. The development stages of EMA reflect how the hotel moved from a survival phase to an integration phase. Originality/value – The paper attempts to apply an integrated eco-control approach in an emerging South Asian country, Sri Lanka. Because eco-control of EMA is a new approach in developing countries, this paper provides important insights into the development of eco-control and EMA.
6
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.
Full textAbstract:
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.
7
Patiar, Anoop, and Ying Wang. "The effects of transformational leadership and organizational commitment on hotel departmental performance." International Journal of Contemporary Hospitality Management 28, no. 3 (March 21, 2016): 586–608. http://dx.doi.org/10.1108/ijchm-01-2014-0050.
Full textAbstract:
Purpose This paper aims to examine the effects of hotel general managers’ transformational leadership (TLS) and department managers (DMs)’ organizational commitment (OC) on their department’s performance in upscale hotels in Australia. Design/methodology/approach Data were collected by surveying DMs in four- and five-star hotels. The survey instrument included measures of comprehensive sustainable performance, TLS and OC adapted from the literature. The data were analyzed through factor analysis and regression with a resampling method of bootstrapping. Findings The findings indicated that TLS influenced hotel departments’ non-financial as well as social and environmental performance dimensions directly and indirectly through OC. However, the mediation effect of OC did not exist for financial performance. Research limitations/implications The key theoretical contribution is the use of performance assessment based on critical success factors of hotel businesses and the bootstrapping regression model. Practical implications Senior managers should pay attention to TLS qualities when appointing core managers, provide on-going structured TLS training and concentrate on leading performance dimensions for performance assessment. Originality/value This study responds to the call for leadership research to move beyond its emphasis on individual performance and to address performance more holistically by considering its multidimensionality and the processes underlying effective performance.
8
Datta, Amit. "Measuring the influence of hospitality organizational climate on employee turnover tendency." TQM Journal 32, no. 6 (May 21, 2020): 1307–26. http://dx.doi.org/10.1108/tqm-08-2019-0198.
Full textAbstract:
PurposeThis study aims to identify the underlying dimensions of hospitality organizational climate and then measure the influence of it on employee turnover tendency.Design/methodology/approachData were obtained from 504 employees across 18 upscale hotels in India. Factor analysis was adopted to identify the organizational climate dimensions and its influence on turnover tendency was measured by SEM. One-way ANOVA tested the hypothesis related to the perceived differences among the employees regarding turnover intention.FindingsResult supports the hypothesized relationship between the constructs that the identified organizational climate structure have strong inverse relationship with employee turnover tendency and its dimension “leaders facilitation and support” was found to influence turnover intention the most, followed by “cohesion, clarity and objectivity of system,” “esprit of profession, organization and workgroup” and “job challenge, variety and feedback.” Results also determined differences among the hotel employees of different job levels and gender regarding turnover tendency.Practical implicationsStudy reveals that employee turnover tendency is predominantly influenced by the identified factors of organizational climate and more among the male frontline employees and attrition reduces with age and position. This knowledge will help the hotel's management in designing strategic HRM to control attrition.Originality/valueThis study is the first to establish an organizational climate measure of hotel industry in India and opens scope for future research. It also draws attention to the relationship of organizational climate with turnover tendency.
9
СТРЕБКОВА, Лидия, and Lydia STREBKOVA. "POSSIBILITIES FOR IMPROVING THE SERVICE QUALITY OF SMALL HOTELS IN NOVOSIBIRSK." Services in Russia and abroad 11, no. 4 (July 4, 2017): 168–80. http://dx.doi.org/10.22412/1995-042x-11-4-14.
Full textAbstract:
The article considers the concept of hotel services quality, and pays special attention to the fact that service level depends on the focusing of staff on customer. An important condition for the successful operation of a small hotel is its orientation towards the consumer, consisting in enhance the perceived value of the service, in meeting its needs and, as a result, in achieving customer loyalty. Focusing of employees on customer is one of major factors of ensuring efficiency of activities and competitiveness of hotel. The author researches the quality assessment of the small hotels services in Novosibirsk. The main problems in rendering hotel services revealed by author are related to technical, functional and social service quality. Virtually all aspects of activities of small hotels have shortcomings showing the lack of system approach to management, despite the size and an organizational structure of enterprises which assume mobility and flexibility of management, fast adaptation to a market situation, requests of consumers, a high susceptibility to innovations. The author offers the recommendations for improving activities of small hotels, implementation of which will allow to increase hotel services quality. The management of small hotels of the Novosibirsk should pay attention to the following parameters: material and technical resources, quality standards, corporate culture, corporate style, staff policy, technologies of servicing, organization of business processes, range of services, price policy, and marketing communications. The service quality improvement should be complex and cover all activities of hotel. To hold the client, the enterprises of the industry of hospitality need to motivate the employees, to improve quality of the provided services, raising degree of a customer satisfaction and creating its loyalty of the organization.
10
Шевчук, Юлія Андріївна. "МОДЕЛЬ ФОРМУВАННЯ ОПТИМАЛЬНОЇ ІЄРАРХІЇ ЦІЛЕЙ ФУНКЦІОНУВАННЯ ПІДПРИЄМСТВ ГОТЕЛЬНО-РЕСТОРАННОЇ ІНДУСТРІЇ." Bulletin of the Kyiv National University of Technologies and Design. Series: Economic sciences 133, no. 2 (August 19, 2019): 89–99. http://dx.doi.org/10.30857/2413-0117.2019.2.8.
Full textAbstract:
The article presents the research findings on building an optimal goal hierarchy for businesses in the sector of hotel and restaurant industry. A mathematical rationale has been provided for setting objectives in the context of ensuring effective hospitality management by hotel and restaurant businesses based on a set of key performance indicators. It is argued that every managerial action must be focused on problem solving. According to the research results, a solution is a management decision aimed at gaining the maximum to achieve certain goals. Failure to set optimal goals makes impossible to shape a management problem which, in turn, translates into absence of the need for making management decisions. Goals contribute to shaping the criteria for evaluating the feasibility of proposed management decisions as well as mapping the criteria for assessing the ultimate predicted outcomes. However, most often, objectives sought to be achieved by top management of hospitality industry companies are perceived quite differently by the staff. In this context, the system of goals is a critical instrument for management decision making and problem solving related to organizational issues in managing businesses of hotel and restaurant industry. Thus, the flexibility of organizational structures in a management paradigm within the hospitality industry is associated with the dynamic process of designing the optimal goal hierarchy to achieve good performance in the sector of hotel and restaurant industry. The author assumes that the estimation of the relevant flexibility of organizational structure management by hospitality industry businesses can be attained through the suggested classification of management goals.
11
Segeda, I., and N. Bogdan. "FORMATION OF THE ORGANIZATIONAL STRUCTURE OF MANAGEMENT IN ENTERPRISES OF THE HOTEL BUSINESS." Municipal economy of cities 4, no. 150 (2019): 19–29. http://dx.doi.org/10.33042/2522-1809-2019-4-150-19-29.
Full text
12
Xu, Shi, Jason Stienmetz, and Mark Ashton. "How will service robots redefine leadership in hotel management? A Delphi approach." International Journal of Contemporary Hospitality Management 32, no. 6 (April 4, 2020): 2217–37. http://dx.doi.org/10.1108/ijchm-05-2019-0505.
Full textAbstract:
Purpose Using the Delphi technique, this paper aims to investigate how human resource experts perceive service robots will impact leadership and human resource management in the hospitality industry. Design/methodology/approach A three-stage Delphi study with hotel industry human resource experts was conducted to identify the key trends and major challenges that will emerge in the next ten years and how leaders should deal with the challenges brought about by service robot technologies. Findings The results show that while service robots are anticipated to increase efficiency and productivity of hotel activities, they may also pose challenges such as high costs, skill deficits and significant changes to the organizational structure and culture of hotels. Therefore, the anticipated applications and integration of robotic technology will require leaders of the future to carefully consider the balance between the roles of service robots and human employees in the guest experience and to nurture a work environment that embraces open-mindedness and change. Originality/value This is the first type of study to examine hospitality leadership and human resource management in the context of robotized hotels. This study has taken an important step to understand the leadership role in robotized hotels from a human resource perspective and brings clarity as to how robotic technology can influence leadership in the future workplace.
13
Fernández-Robin, Cristóbal, María Soledad Celemín-Pedroche, Paulina Santander-Astorga, and María del Mar Alonso-Almeida. "Green Practices in Hospitality: A Contingency Approach." Sustainability 11, no. 13 (July 9, 2019): 3737. http://dx.doi.org/10.3390/su11133737.
Full textAbstract:
This study focuses on discovering sustainable practices and possible innovative practices according to factors of Contingency Theory. In order to achieve this, a qualitative approach has been conducted. The study analyses 24 independent hotels. Semi-structured interviews were used in this study and conducted in person with the top managers at each hotel. The results show that, in accordance with Contingency Theory, the organizational behaviour is determined by the environment in which the hotel operates, the size of the establishment, where large- and medium-sized hotels are more committed to sustainable development, the environmental technology adopted and implemented by the hotel, and the main type of clientele, with hotels aimed at business travellers who show greater attention to the environment than those aimed at leisure travellers, mainly associated with socio-cultural values. The factors that were not completely decisive in the results analysed were the age of the hotel and the sex of the hotel owner. Considering the achieved results, this study may also contribute to identifying the most sustainable hotels and can help hotel businesses understand and reap the benefits of following a sustainable path.
14
Senbeto, Dagnachew Leta, and Alice H. Y. Hon. "Shaping organizational culture in response to tourism seasonality: A qualitative approach." Journal of Vacation Marketing 27, no. 4 (April 20, 2021): 466–78. http://dx.doi.org/10.1177/13567667211006759.
Full textAbstract:
This study focuses on understanding response to seasonal variation in tourism from organizational cultures and values context. Based on in-depth semi-structured interviews with hotel managers in Ethiopia, we argued that organizational cultures and regulatory processes influence hotels’ response to seasonal variation. The study provides a framework to understand the response to tourism seasonality. In addition, the findings highlight SDG 2030 (Sustainable Development Goals) to ensure productive tourism in the developing economies by mitigating seasonal variation. Implications and directions for future research are discussed.
15
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.
Full textAbstract:
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.
16
Ko, Annie, Andrew Chan, and Simon C. K. Wong. "A scale development study of CSR: hotel employees’ perceptions." International Journal of Contemporary Hospitality Management 31, no. 4 (April 8, 2019): 1857–84. http://dx.doi.org/10.1108/ijchm-09-2017-0560.
Full textAbstract:
Purpose This study aimed to develop an industry-specific, original, valid and reliable scale for measuring hotel employees’ perceptions of CSR activities undertaken by their organizations. Design/methodology/approach Based on the solid grounding of a conceptual framework and a systematic scale development process, both qualitative and quantitative research approaches were used. Data were collected from 18 in-depth interviews with CSR/HR managers and employees working in world-renowned international hotel companies and local hotel groups in Hong Kong. A pilot study of 204 employee samples was subjected to exploratory factor analysis to determine the underlying factorial structure of the scale. A further 732 usable samples in the main survey were used to assess the latent structure and validity of the scale using confirmatory factor analysis. Findings The scale revealed sound psychometric properties based on the findings from reliability and validity tests. The results of the analysis validated previous research that employees’ perceptions of CSR are a multidimensional construct and the five-dimensional model for the hotel industry consists of employees, guests, local community, the natural environment and owners/investors. Practical implications The developed scale can help organizational behavior researchers to examine the causal relationship between an organization’s CSR activities and employees’ outcomes, thereby enhancing further development of predictive and prescriptive studies that provide prescription to hotel managers with instrumental reason to pursue CSR in an organizational setting. Originality/value This study is one of the first scale development studies of employees’ perceptions in the context of the hotel industry.
17
KRAVCHENKO, L., and V. ONIPKO. "MANAGEMENT COMPETENCE OF THE FUTURE SERVICE MANAGER: ORGANIZATIONAL AND METHODMETHODICAL COMPONENTS." ТHE SOURCES OF PEDAGOGICAL SKILLS, no. 27 (December 13, 2021): 155–61. http://dx.doi.org/10.33989/2075-146x.2021.27.247074.
Full textAbstract:
The article presents an analysis of the process of formation of managerial competence of future specialists in the field of service (on the example of hotel and restaurant business) in the course of professional training in institutions of higher and higher education. Based on the research of scientists on the training of future specialists in the field, a number of organizational and methodological competencies have been identified; the definition of "managerial competence of future service managers" is interpreted as a multicomponent dynamic combination of management knowledge, organizational skills, skills to train staff, ways of thinking, views, values, relevant personal qualities, implemented at the level of higher education 24 "Service Area 24" "Hotel and restaurant business. It is proved that structurally such competence is an integrated set of integrated, general ("soft" skills) and special ("hard" professional, subject, managerial and professional skills) competencies and determines the ability of the future manager to successfully conduct professional activities, purposefully improve professional the level of management and leadership in his subordinate staff of the hotel and restaurant company, build a career and create your own concept of success in life. The organizational competencies include the following: knowledge of the theoretical foundations of the organization of the process of providing services, forms, tools, methods and techniques of organizing the cognitive activities of staff; structure, psychological and pedagogical aspects of communication in the enterprise or the entrusted team; types of formal, semi-formal and informal methods of decision-making and implementation; ability to analyze organizational environments, prepare strategic and operational plans, appropriate measures and procedures; implement tasks based on the positive aspects of each employee. To methodical competences - mobility of knowledge (constant updating of the information for the successful decision of problems in concrete conditions); flexibility of methods (application of methods depending on conditions), critical thinking (creativity, non-standard, originality of design), responsibility for actions and decisions.
18
ILNITSKA-GYKAVCHUK, GALINA. "FORMATION OF MECHANISM OF MANAGEMENT OF INNOVATIVE ACTIVITY OF HOTEL ECONOMY." Herald of Khmelnytskyi National University 292, no. 2 (May 2021): 91–93. http://dx.doi.org/10.31891/2307-5740-2021-292-2-15.
Full textAbstract:
Successful operation of the enterprise is practically impossible without innovations that allow to attract new consumers, improve product quality, competitiveness. The article considers the essence and main types of innovations in the hotel industry. Prerequisites for the introduction of innovations in the hospitality industry are: increasing competition; increasing consumer requirements; growing demand for goods and services; the desire of enterprises to increase market share, attract new customers, improve the image, technological processes of providing services, reduce costs and more. Obstacles to the introduction of innovations are identified: high cost of investment, lack of financial resources, unwillingness of management staff to innovate, high risk, lack of experience. Organizational and economic mechanism of management of innovative activity of hotel industry is a system of principles, functions, methods, tools, strategies, and also normative-legal maintenance which purpose is effective carrying out of innovative policy of the enterprise for improvement of its competitiveness in the market and quality of services. The structure of this mechanism is revealed. The principles of innovation management in the hotel industry are defined: assessment of innovation efficiency, continuity, complexity, sustainability, security, system, compliance with the needs of stakeholders. Methods of innovation management are given: economic incentives, socio-psychological and organizational-legal. The following instruments are defined: laws, regulations, loans, taxes, tax benefits, state and regional programs, plans, financing, rent, franchising and others. Each company chooses its innovation strategy depending on its capabilities. Innovative strategies of hotel management are revealed.
19
IVASHCHENKO, Anna. "Designing the organizational process of managing logistic events in restaurant business." Economics. Finances. Law, no. 11/1 (November 21, 2019): 24–27. http://dx.doi.org/10.37634/efp.2019.11(1).5.
Full textAbstract:
The block diagram of logistic system intercommunication in hotel business restaurant business is elaborated. The local modeling of operation processes of goods purchase taking into account the limits of financial resources is made. The sales point of goods is determined. At the present stage of the development of the economy of services in the world and Ukraine, the need to optimize the hotel and restaurant product is urgent. The application of logistic management principles can be significantly beneficial in the tourism and recreation industry thanks to the accumulated experience in the creation, implementation, monitoring and control of supply chains. In the case of the formation of a supply chain in the tourism industry, especially important skills, advanced and professional knowledge in the transport system of cargo and passengers, knowledge in information and financial logistics. The problems of logistics management point to the need for a systematic approach to the management of each tourist enterprise. Thus, an expedient direction to improve logistics management is to provide mechanisms for the intensive development of regional tourism on the basis of a systematic approach to management through the cooperation of tourist enterprises, as well as the introduction of a unified information system with a new data bank, first of all, on the features of regional tourist products. The results of logistic and marketing analysis indicate the expediency of reforming the organizational structure of management of tourism enterprises through the creation of logistics departments. The article describes the basic principles of stimulation of labor at enterprises of the tourism industry. The systems of payment and stimulation of work of employees at the enterprise are described. Differences in wage systems are investigated. The main factors of satisfaction with the work of the tourism industry are revealed. Recommendations for optimizing the incentive system are given A significant number of tourist enterprises, we were invited to improve the existing organizational structure. Thus, we can conclude that in most domestic hotel and restaurant enterprises, logistic control systems, as such, are practically absent.
20
Yu, Han-Sun, Eun-Jun Lee, and Tae-Kyun Na. "The Mediating Effects of Work–Life Balance (WLB) and Ease of Using WLB Programs in the Relationship between WLB Organizational Culture and Turnover Intention." International Journal of Environmental Research and Public Health 19, no. 6 (March 15, 2022): 3482. http://dx.doi.org/10.3390/ijerph19063482.
Full textAbstract:
Work–life balance (WLB) is an important concern for all workers irrespective of their age, sex, education level, family structure, or occupation. This study analyzes WLB’s mediating effects and the ease of using WLB programs in the relationship between WLB organizational culture of hotels and turnover intention of its culinary staff. We conducted a survey featuring 320 culinary staff members at hotels in Incheon from 10 to 30 August 2020 and performed statistical analysis using 290 responses. We find that the company’s willingness for WLB, empathetic communication with colleagues, material support of colleagues for WLB, and the ease of using WLB programs in organizational culture had a positive impact on WLB. The company’s willingness for WLB, boss’s consideration for WLB, empathetic communication with colleagues, and material support of colleagues for WLB in organizational culture had a negative impact on turnover intention. The ease of using WLB programs had no indirect effect on the relationship between organizational culture and turnover intention. However, WLB had an indirect effect on the relationship between the four components except for the boss’s consideration for WLB and turnover intention. Hotel management should create an organizational culture that supports the WLB of culinary staff.
21
Zaki, Karam. "Implementing dynamic revenue management in hotels during Covid-19: value stream and wavelet coherence perspectives." International Journal of Contemporary Hospitality Management 34, no. 5 (February 16, 2022): 1768–95. http://dx.doi.org/10.1108/ijchm-08-2021-1043.
Full textAbstract:
Purpose Practicing flexible revenue management (RM) at hotels during Covid-19 is essential. The well-performed hotels ponder how to transform the target from revenue to net profits. This paper aims, first, to develop a value stream mapping (VSM) model for a productive RM based on six key drivers: organizational culture, demand forecasting, dynamic distribution channels, competition breakdown, dynamic and customized pricing and daily reviewing, and, second, to examine the nexus between RM and hotel’s efficiency during Covid-19 using the wavelet analysis (WA) to visualize this relationship’s time and frequency-based lead–lag dynamics. Design/methodology/approach Using time-series data, a multiple case study of 31 luxury hotels in Egypt was applied based on semi-structured interviews and self-administered questionnaires. Findings The first phase results showed that consensus toward the RM framework was achieved, regardless of current challenges, indicating that RM managers and scholars could use it. In Phase 2, the WA confirmed a positive correlation and significant influence between Covid-19 and RM practices at most business cycle frequencies. Furthermore, overall high causal relationships between RM practices and hotel efficiency were discovered in the short and medium terms and through different occurrence cycles. Though, the dynamic pricing in the long term was apart from this relationship. The causal effects between Covid-19 and hotel efficiency are not observable in the long-run spectra, indicating that resilience efforts with Covid-19 perhaps mitigated the impact. Research limitations/implications Hotel managers could use the RM model developed from this study during the downturn to improve efficiency. The outcome may lead to the recovery of the hotel market and the whole economy. WA maps display possible directions for hotel managers to be more efficient based on the time and frequency domains. Originality/value This study shows opportunities for RM implementation during Covid-19 based on the VSM and the WA approaches in hotels.
22
Kaštelan Mrak, Marija, and Sanda Grudić Kvasić. "The mediating role of hotel employees’ job satisfaction and performance in the relationship between authentic leadership and organizational performance." Management 26, no. 1 (June 30, 2021): 97–110. http://dx.doi.org/10.30924/mjcmi.26.1.6.
Full textAbstract:
Authentic leadership is a positive leadership theory, conceptualized under the influence of positive psychology and positive organizational behaviour movement. Although it has become a recognized leadership theory, it is still somewhat neglected in the hospitality literature. To address this gap, the paper seeks to develop and test a conceptual model linking authentic leadership to organizational performance in the hospitality context. Hypotheses were tested using hierarchical multiple regression analysis on a sample of 226 employees from 24 hotels in Croatia. The research results confirmed the positive impact of authentic leadership on hotels’ operational performance, which was mediated by followers’ job satisfaction and performance. There was no empirical support for the hypothesized impact of authentic leadership on hotels’ financial performance. The findings suggest that authentic leadership behaviours, together with positive organisational settings, characterized by flexible organizational structure, are more likely to enhance desirable employees’ attitudes and behaviours, resulting in improved organizational performance.
23
Yu, Yanping, Haemi Kim, and Hailin Qu. "A deep acting perspective generation Y hotel employees’ workplace deviance." International Journal of Contemporary Hospitality Management 32, no. 2 (January 16, 2020): 835–52. http://dx.doi.org/10.1108/ijchm-05-2019-0426.
Full textAbstract:
Purpose This study aims to develop a measurement scale to assess generation Y China hotel employees’ workplace deviance and then investigate the effect of generation Y employees’ deep acting on workplace deviance by focusing on the mediating effect of emotional exhaustion and the moderating effect of organizational identification. Design/methodology/approach The study first adopts a mixed-methods approach to develop the scale of generation Y hotel employees’ workplace deviance, then multiple data is collected targeting 580 hotel employees by a three-stage survey. Structural equation modeling (SEM) and a hierarchical regression analysis were used to test the hypotheses. Findings Workplace deviance of generation Y hotel employees in China was divided into two dimensions, aggression and neglect. Deep acting was found to be negatively related to workplace deviance, and emotional exhaustion had a mediating effect on the relationship between deep acting and workplace deviance. Organizational identification strengthened the effect of deep acting on neglect and the effect of deep acting on emotional exhaustion, whereas it did not moderate the relationship between deep acting and aggression. Originality/value First, this study provides a more powerful explanatory perspective on the conservation of resources theory to explore future research by especially targeting generation Y employees. Second, this study develops the elements of workplace deviance structure of generation Y hotel employees, especially in the Chinese cultural context. Third, it explores the inherent mechanism of how and why deep acting impacts workplace deviance.
24
Scholz, Petr, and Jan Voracek. "Organizational culture and green management: innovative way ahead in hotel industry." Measuring Business Excellence 20, no. 1 (March 21, 2016): 41–52. http://dx.doi.org/10.1108/mbe-12-2015-0057.
Full textAbstract:
Purpose The purpose of this paper is to identify perspective and feasible combinations of the existing revenue-driven methods with still more pervasive features of knowledge-based management and green management in hotel industry. The authors believe that the key path to success is in even closer, that is, daily personal orientation on customers, specifically on their satisfaction in both functional and emotional dimensions. Design/methodology/approach A research prototype of competitiveness modelling framework can be fully implemented in accordance with the methodology, proposed by Mitroff and Kilmann (1978). The key output of our conceptual modelling stage was causal loop diagram, showing relations among internal variables and determining overall dynamics of analyzed problem. In the implementation phase, the authors adopted system dynamics (SD) paradigm, which composes system behaviour from parametrically adjustable temporal accumulation of levels of internal resources. These resources (stocks) can be both quantitative (money, employees, services) and qualitative (trust, motivation, quality). After parameterization and validation, SD models are used for the analysis of real-world situations. Findings With the resultant interactive SD model, the authors designed and tested several scenarios, comparing the purely revenue-oriented hotel management with its customers-oriented and organizational knowledge-supported enhancement. The authors’ experiments showed that the proposed extension can contribute to the overall performance up to 15 per cent. According to the experimental findings, the primary reasons for the improvement are higher ratio of regularly returning customers and improved efficiency of internal processes as a result of continuous organizational learning. Originality/value So far, hotel managers use mainly simple analytic and planning tools, which cannot cover the practical complexity of surrounding market and internal processes. In comparison with purely revenue-based principles, advanced managerial practices, considering also qualitative and human-related matters, require additional viewpoints. The authors enhanced the hospitality domain with the introduction of dynamic hypotheses – feasible explanations of temporal behaviour of complex structures.
25
Anthonisz, Angela. "Assessing the future of housekeeping operations in Dubai’s five-star hotel industry – room for innovation?" Worldwide Hospitality and Tourism Themes 6, no. 4 (August 5, 2014): 352–61. http://dx.doi.org/10.1108/whatt-01-2014-0005.
Full textAbstract:
Purpose – The purpose of this paper is to evaluate the need for innovation as a means of competitive advantage in the housekeeping (HK) department of five-star hotels in Dubai and consider how the nature of the industry in the region provides particular challenges. Design/methodology/approach – An initial White Paper produced by Amadeus served as the stimulus to conduct a preliminary literature review of innovation in the field of hospitality. The application of innovation was then considered via a content analysis of web sites in Dubai to identify potential candidates for interview. Semi-structured interviews were conducted with Senior Housekeeping Executives in two internationally recognized chain hotels in Dubai to better understand whether there is a need for innovation, what types of innovation are important within these HK departments and understand the potential challenges confronting senior managers in fostering innovative practices. Findings – The key results of this study provide interesting insights into the problems of developing and managing innovation within HK operations, highlighting the issues that exist as potential barriers to innovation in terms of the organizational culture and the ownership structure within the industry in Dubai. The research also highlights the fact that much of the innovation introduced within the HK department is focused on utilization of technology and is very much “output”-orientated in terms of improving customer service and creating operational efficiencies. Research limitations/implications – The paper profiles the potential problems confronting the HK department when it comes to identifying and adopting innovation. The paper also highlights the ever-changing nature of the organizational culture and the ownership structure in the five-star hotel industry in Dubai as a critical influence in terms of the perceived importance of innovation as a success factor for the future. Originality/value – The study is the first in a series of research papers that explores the relationship between key stakeholders in the hospitality industry in Dubai as the customer demand alters and they try to identify and implement innovative ideas and concepts that provide return on investment, increased customer satisfaction, sustainability and competitive advantage. It is the first paper that identifies the context and the current internal and external environments and the drivers within the industry in Dubai (five-star) hotels with a particular focus on 2020. This is within an industry that is showing evidence of change management within the customization of the hotel build and specification, and within the adaption of IT, but is looking for innovation within the application of ideas into industry processes.
26
Kalia, Namrita, and Bhawana Bhardwaj. "Contextual and Task Performance: Do Demographic and Organizational variables matter?" Rajagiri Management Journal 13, no. 2 (December 2, 2019): 30–42. http://dx.doi.org/10.1108/ramj-09-2019-0017.
Full textAbstract:
Purpose Improving employee’s performance has always remained an area of concern in the hospitality industry where employees’ performance is related to customers’ satisfaction. The inadequacy of research work on demographics and organization variables’ influence on contextual and task performance has led to present research. Thus, the purpose of this study is to identify role of demographic and organizational variables in affecting contextual and task performance of hotel employees. Design/methodology/approach Data was collected from a sample of 350 hotel employees. The research is based on primary data and a structured questionnaire. Findings Task performance of employees increases with the age but contextual performance improves up to 40-50 years and then remains constant. Low salaries and job insecurity affected the performance of employees. A change of designation alone, without a corresponding increase in pay, did not enhance the performance of the employees. The type and size of the organization significantly affect job performance. Research limitations/implications The study is a contribution to the theory and practice of employee management and improving employee’s performance. Factors affecting contextual and task performance have been identified. Future research can be conducted based on this study. Practical implications The study has highlighted the significant effect of demographic variables, organizational variables on contextual and task performance of hotel employees. The hotel industry plays an important role in economic development of a country. The study is practically helpful for hotel industry to understand what demographical and organizational variables can be considered to enhance employee’s performance. Originality/value Previous literature has lacked in identifying factors, which can affect the contextual and task performance of hotel employees. The paper is contributing to the existing body of knowledge related to employees’ performance. The managers of hotel industry can use outcome of this research to improve job performance of the employees. Findings open new avenues for future research.
27
Ehtiyar, V. Rueya, Aylin Aktas Alan, and Ece Oemueris. "The role of organizational citizenship behavior on university students' academic success." Tourism and hospitality management 16, no. 1 (May 2010): 47–61. http://dx.doi.org/10.20867/thm.16.1.4.
Full textAbstract:
The role of organizational citizenship behavior (OCB) on university students’ academic success is recently a very popular topic in management literature. An individual’s pro-social behavior affects an organization’s productivity. But unfortunately institutions that give tourism education do not give enough importance to OCB. In this research, theoretical structure of OCB is analyzed and it is found out that there is an important relation between Akdeniz University, School of Tourism and Hotel Management’s students’ academic success and demographic aspects. Different advices are given to tourism education managers and the future researches on the basis of the results of the research.
28
Alola, Uju, Turgay Avci, and Ali Ozturen. "Organization Sustainability through Human Resource Capital: The Impacts of Supervisor Incivility and Self-Efficacy." Sustainability 10, no. 8 (July 25, 2018): 2610. http://dx.doi.org/10.3390/su10082610.
Full textAbstract:
The hotel business is globally acknowledged to significantly contribute to the tourism industry. Over time, supervisor’s incivility continues to be a serious issue where cases of the uncivil act are known to be costly to the organization and creating negative effects on employees’ health and organizational continuity. Human capital has also been highlighted as one of the key variables to organizational sustainability. Using convenience sampling method, this study adopted a total of 329 respondents’ perception to test the study variables. The effect of supervisor’s incivility was assessed against employee’s self-efficacy, turnover intention, emotional exhaustion, and job satisfaction. The study employed data gathered from four and five stars hotels in Nigeria using Analysis of a moment structures (IBM AMOS) software to analyze the hypothesized relationships. Empirical evidence shows that self-efficacy mediates the relationship between supervisor incivility, turnover intention, and job satisfaction. The results show that evidence of supervisor’s incivility negatively affects hotel employee.
29
Hu, Xuhua, Bertha Ada Danso, Isaac Adjei Mensah, and Michael Addai. "Does Innovation Type Influence Firm Performance? A Dilemma of Star-Rated Hotels in Ghana." Sustainability 12, no. 23 (November 26, 2020): 9912. http://dx.doi.org/10.3390/su12239912.
Full textAbstract:
Innovation, which leads to process changes and product development, tends to increase the sustenance of companies and helps firms to expand faster and more effectively, eventually more profitably than non-innovators. Innovation is commonly seen as a key source of sustainable competitive advantage in a changing environment. However, the success of the hospitality industry relies a lot on how well they gear their innovations towards preserving the natural and cultural attractions that make tourist/customers to visit their destinations. This study, therefore, is empirically designed to explore how innovation types, which include process, product, marketing, and organizational innovation, impact performance of hotel firms in Ghana. With top-level managers being our target respondents, 680 star rated hotels were purposely sampled from the hospitality industry, among which 550 hotel firms provided valid and accurate responses. Data obtained from the survey through the administration of a well-structured questionnaire was analyzed through SPSS statistical package. Through the estimation of series of regression models using the Hierarchical regression method of analysis, we witnessed that process, product, marketing, and organizational innovation employed as innovation types have palpable and statistically significant liaison with performance of hotel firms in Ghana. We, therefore, conclude that, for hotels to achieve high firm performance, personnel within the firm should be encouraged and empowered to develop innovative mentalities and abilities. In addition, hotel firms and the industry at large should be abreast of current trends of sustainability and endeavor to gear their innovation operations towards a more sustainability-oriented firm since incorporating sustainable innovative strategies into firms’ operations will not only create a good image and reduce cost but would also safeguard the natural attractions that guests patronize.
30
Jaiswal, Deepakshi, and Rajib Lochan Dhar. "Impact of perceived organizational support, psychological empowerment and leader member exchange on commitment and its subsequent impact on service quality." International Journal of Productivity and Performance Management 65, no. 1 (January 11, 2016): 58–79. http://dx.doi.org/10.1108/ijppm-03-2014-0043.
Full textAbstract:
Purpose – The purpose of this paper is to examine the influence of perceived organizational support (POS), psychological empowerment (PE) and leader member exchange (LMX) as antecedents on the commitment level of employees working in the hotel industry and their subsequent impact on service quality (SQ). Design/methodology/approach – Data were collected from 436 employees and 1,320 customers from 34 hotels with the help of a structured self-administered questionnaire. The analysis of data were done by applying a confirmatory factor analysis along with a structural equation model. Findings – The findings of the study indicate that organizational commitment acts as a full mediator between: POS and SQ; and leader-member exchange and SQ. On the other hand, it acts a partial mediator between PE and SQ. Originality/value – This study contributes to organizational behavior and services marketing literature. It examines the relationship between antecedents (LMX, PE and POS) and outcome (SQ) so as to observe the cumulative effect of antecedents on outcome through an integrated model. The study suggests the managerial as well as theoretical implications on the basis of the findings.
31
Sarwar, Aisha, and Lakhi Muhammad. "Impact of employee perceptions of mistreatment on organizational performance in the hotel industry." International Journal of Contemporary Hospitality Management 32, no. 1 (January 13, 2020): 230–48. http://dx.doi.org/10.1108/ijchm-01-2019-0046.
Full textAbstract:
Purpose This paper aims to investigate the impact of injustice, discrimination and incivility on organizational performance in the hotel industry. In addition to this, the study also investigates the mediating effects of discrimination and incivility between distributive injustice, procedural injustice and organizational performance. Design/methodology/approach A survey was conducted to collect the data from hotel industry employees on a structured questionnaire by using convenience sampling approach. PLS-SEM was used to analyze the useable data of 285 respondents. In addition to this, to evaluate the predictive performance of exogenous constructs newly suggested hold out sample approach in PLS-SEM was also considered. Findings Results indicate that incivility and procedural injustice has a negative and significant effect on organizational performance, while the impact of distributive injustice and discrimination on organizational performance was insignificant. Further, incivility was found to be a significant mediator, while mediation of discrimination was not supported between distributive injustice, procedural injustice and organizational performance. Practical implications Findings are important for hotel managers to adjust their strategies to improve organizational performance. Originality/value This study contributes in existing literature by concentrating on predictors that undermine the organizational performance. To the best of the authors’ knowledge, this is one of the early studies to contribute in literature by investigating the impact of injustice perceptions on employee perceptions specifically perceived incivility and perceived discrimination on organizational performance. Further, it also investigated the mediating impact of perceived incivility and perceived discrimination between injustice perceptions and organizational performance. Such considerations have implications for researchers, students and practitioners. For researchers, this study helps to ponder on an alternative approach by considering those factors which may undermine organizational performance, instead of focusing only on those factors which enhance organizational performance. For research students, such contribution will bring a new avenue to consider further research. Managers will find help to control such factors which minimize organizational performance.
32
Cain, Lisa, Patrick J. Moreo, and Nadia Hanin Nazlan. "Hotel managers' job satisfaction: Is control more important than structure?" Journal of Human Resources in Hospitality & Tourism 17, no. 4 (April 16, 2018): 465–81. http://dx.doi.org/10.1080/15332845.2018.1449561.
Full text
33
KOVTUNENKO, Kseniia, and Yuliia BAILIUK. "Organizational innovations of the integrated management system for hospitality and tourism companies." Economics. Finances. Law, no. 5/2 (May 29, 2020): 21–25. http://dx.doi.org/10.37634/efp.2020.5(2).4.
Full textAbstract:
Organizational innovations of the integrated management system for hospitality and tourism companies is now an essential factor in the economic competitiveness of firms. The study of innovations in the service sector is still in its infancy, as the first studies did not appear until the late 1990s, and it is difficult to find a reliable theoretical basis for studying innovations in this sector. It becomes even harder to find when applied to firms working in the hospitality and tourism sectors. Tourism is currently one of the most promising industries in the world, and there is an urgent need for a better understanding of innovation in this sector. This study addresses a common question: how to explain innovations in the tourism sector. In seeking an answer to this question, the work has two objectives: 1) to discuss what innovation in services is, taking into account a study of innovation in hospitality and travel firms, along with a literature review; 2) to develop a case study for an international group on hospitality. The results support the hypotheses that the implementation of an Integrated Hotel Management System is an important innovation in the sense that it mainly promotes organizational innovation, while firms use sustainable development policies as strategies of innovation and differentiation from competition. At this time, tourism firms are to be managed in three ways: economic, social and environmental. The advantages defined by the hotel are: optimization of work processes, with an impact on productivity, sustainable development of the company, strengthening of its corporate image, creation of an organized structure, reduction of environmental impact and risks inherent in the activity, and increase in customer satisfaction. Finally, we present a number of conclusions that allow a better understanding of innovation in tourism and are aimed at expanding the theoretical debate as well as knowledge on this topic.
34
Dewi, Yustina Erti Pravitasmara, Christantius Dwiatmadja, and Lieli Suharti. "A qualitative study on learning organization as an essential action lowering skill mismatch effects." Business: Theory and Practice 20 (January 25, 2019): 50–60. http://dx.doi.org/10.3846/btp.2019.05.
Full textAbstract:
Skill mismatch phenomenon has been discussed in various scientific journals as it is proven to lower productivity and weaken competitiveness. Understanding the skill mismatch effect on competitiveness leads to a new way of thinking about how to manage skill mismatch for the organization sustainability. Previous researches recognize the concept of organizational management in order to be able to compete by creating a learning organization environment. Adhering to the learning organization principles, individuals within the organization should increase their capacity and thus minimizing the negative effects caused by the skill mismatch effects. This study chooses hotel business as an observation unit as the hotel is such a storefront of tourism in Indonesia. The research was done in a descriptive-qualitative manner and used five-stars hotel in Indonesia. The results supported the previous researches on learning organization and training prior to working The findings indicated that in the process of organizational learning in the hospitality business, it was originally started with the involvement of the company or institutionalizing. The originality of this research is presented in the use of the 4i framework in organizational learning to evaluate the skill mismatch.
35
Tajeddini, Kayhan, and Myfanwy Trueman. "Perceptions of innovativeness among Iranian hotel managers." Journal of Hospitality and Tourism Technology 5, no. 1 (March 11, 2014): 62–77. http://dx.doi.org/10.1108/jhtt-12-2012-0036.
Full textAbstract:
Purpose – Despite the undisputed importance of organizational innovation and decades of academic research on the subject, there is surprisingly little agreement on what innovativeness is or how to achieve successful innovation in practice. Furthermore, the difference between the theory and practice is often interpreted in an ad hoc manner, which limits the potential for innovation to provide a competitive advantage. This research aims to explore perceptions of innovativeness from the perspective of senior managers in the hotel industry from a sample of 11 high-class hotels located in the developing country of Iran. Design/methodology/approach – A stratified purposeful sampling method will be employed, in which in-depth interviews with top managers and owners will be carried out over a five-month period. Meaning units (MUs) will be extracted, which are compared and discussed with the interviewees until a basic agreement of terms can be made. Findings – The findings relate to themes such as Leavitt's diamond of task, structure, people and technology, with technology featuring quite strongly in a number of responses. It reflects how top managers and owners perceive that innovativeness can gain a competitive advantage by differentiating one hotel from another; and the role of national culture in developing that advantage. There are implications that a strong relationship with government and local business stakeholders could underpin innovativeness at local and regional level. Originality/value – This research provides a valuable contribution to the understanding of some important drivers of innovativeness in the context of the hotel industry in a developing country.
36
Anisa, Nur. "Pengelolaan Pengadaan Barang Operasional Restoran Skyline Di Hotel Ibis Padang." JURNAL PENDIDIKAN DAN KELUARGA 10, no. 1 (December 29, 2018): 106. http://dx.doi.org/10.24036/jpk/vol10-iss1/502.
Full textAbstract:
Abstract.This research is motivated by the poor management of the procurement of skyline restaurant operational goods due to the frequent situation of urgent goods but the user rarely directly engages in receiving goods, is not right in planning procurement of goods, organizational structure is not lived properly, and lack of communication in ordering goods. This research is a descriptive study with a qualitative approach. The sampling technique used was purposive sampling which consisted of purchasing staff and F&B Manager. Data collection techniques are carried out using interview, observation, and documentation methods. Data analysis techniques are used through three stages, namely: data reduction, data presentation, and conclusion.Based on the results of research conducted, it was found several things related to the management of the procurement of skyline restaurant operational goods, namely: purchase requests, supplier selection, purchase orders, receipt of goods, and recording of purchase transactions whose entire process must pay attention to several management functions including planning, organizing, directing and monitoring so that the management of the skyline restaurant operational goods procurement runs well and there is no loss for employees or hotels.
Keywords: Management, Procurement of goods, Restaurant
37
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.
Full textAbstract:
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.
38
Marinakou, Evangelia, and Charalampos Giousmpasoglou. "Talent management and retention strategies in luxury hotels: evidence from four countries." International Journal of Contemporary Hospitality Management 31, no. 10 (October 14, 2019): 3855–78. http://dx.doi.org/10.1108/ijchm-10-2018-0862.
Full textAbstract:
Purpose The purpose of this paper is to provide a definition of talent and talent management in the luxury hotel sector with a focus on talent retention strategies. Design/methodology/approach A qualitative approach was used and 27 face-to-face semi-structured interviews were conducted with managers in luxury hotels in four countries (the USA, the UK, Australia and Greece). Findings Talent refers to those who “go above and beyond”. Talent retention strategies in luxury hotels include a friendly, family-oriented and open access culture, teamwork, compensation, succession planning and training and development. A hybrid exclusive and inclusive approach to talent management (TM) is proposed with the implicit engagement of the individuals. Practical implications Luxury hotels should choose TM practices that fit the organizational culture with a focus on retention strategies that are tailor-made to the individual or groups of individuals. Opportunities to progress, succession planning and employee participation to TM are valued in the industry. Originality/value This study provides findings from empirical comparative research conducted in four different countries, whereas most published work on TM focuses on bibliographic reviews. It provides a conceptualization of talent and TM. This study frames the nature of TM in hotels and advances the knowledge of talent retention strategies found to be effective in hospitality.
39
Rahmi, Amelia, and Yuliana Yuliana. "Manajemen Pelayanan Operasional Di Hotel Bunda Padang." JURNAL PENDIDIKAN DAN KELUARGA 11, no. 02 (April 29, 2020): 193. http://dx.doi.org/10.24036/jpk/vol11-iss02/674.
Full textAbstract:
Abstract
This research is motivated by the discovery of problems related to service management in Padang Bunda Hotel. The purpose of this study is to describe service management in Padang Bunda Hotel that includes aspects of tangibility, empathy, reliability, responsiveness, assurance. This research is a descriptive study with qualitative and quantitative data. For qualitative data, informants in the study were HRD and Hotel Bunda supervisors, the informants were determined by purposive sampling. For quantitative data the population in the study was guests staying at the Padang Bunda Hotel with a total sample of 93. Non-probability sampling with incidental sampling technique. Data collection techniques for qualitative data are by observation, interviews, and documentation and for quantitative data using a research questionnaire. Data analysis for quantitative data is metabulation of data, description of data and for qualitative data that is data reduction, data presentation, drawing conclusions. The results showed planning, organizing, acting and monitoring there were some that were applied, and some that were still not implemented in service management at Hotel Padang. As in the case of employee uniform planning that has not been established because there are some constraints, and organizational structures that do not exist in some service indicators, and implementation there are some that do not go well. The results of evaluating services to guests at Bunda Hotel Padang show that one service indicator shows that the category is sufficient and 4 other indicators show a good category meaning that Hotel Bunda Padang has not provided maximum or very good service to guests.
40
Liu, Ting, Huawen Shen, and Jie Gao. "Women’s career advancement in hotels: the mediating role of organizational commitment." International Journal of Contemporary Hospitality Management 32, no. 8 (June 18, 2020): 2543–61. http://dx.doi.org/10.1108/ijchm-12-2019-1030.
Full textAbstract:
Purpose This study aims to uncover women’s career advancement (CA) in the hospitality industry, by examining the influence of female employees’ career expectation (CE) and work–family balance (WFB). It also investigated the extent to which organizational commitment (OC) mediates the relationships among women’s CE, WFB and CA. Design/methodology/approach A questionnaire was used to collect data. The data were collected from 525 hotel female employees in China. A structural equation model was conducted with all of the data to test the relationships between the constructs. The individual measurement model was tested using the exploratory factor analysis and confirmatory factor analysis. A structural model was estimated using analysis of moment structures to test all the hypotheses. Findings The results showed that women’s CE and WFB positively influenced their OC and CA. Women’s organizational commitment also positively influenced their CA. The results also confirmed that the indirect effect of CE and WFB on CA was mediated by OC. Originality/value This study examines how the CE and work–family relationships of female employees in the hospitality industry affect their OC and their CA. The results help female employees to overcome the glass ceiling effect and achieve greater career success. This study seeks to expand the research on the CA of female hotel employees by identifying the factors that influence their CA.
41
Sibian, Adina-Raluca, and Ana Ispas. "An Approach to Applying the Ability-Motivation-Opportunity Theory to Identify the Driving Factors of Green Employee Behavior in the Hotel Industry." Sustainability 13, no. 9 (April 22, 2021): 4659. http://dx.doi.org/10.3390/su13094659.
Full textAbstract:
In the context of climate change and all other harmful effects of pollution, companies should improve their environmental performances. As part of their strategies, companies should explore the consequences of their environmental practices from the perspective of internal stakeholders and must be more attentive to employee environmental behavior. This study’s purpose was to identify the motives that encourage the employees of a green hotel to adopt pro-environmental behaviors. Qualitative research was conducted using semi-structured interviews among three-star hotel employees from Brașov, Romania. This research uses the ability-motivation-opportunity (AMO) theory that could lead to a better understanding of employee green behavior. Data analysis revealed that less than half of the respondents have a proper understanding of the concept of environment and only a third of them are aware of the harmful effects caused by people, both at work and at home. Moreover, most of the respondents know little of the measures implemented by the hotel in order to reduce resource consumption, the extrinsic motivation being dominant. Consequently, the results lead to the recommendation that the hotel managerial team should invest in the employees’ training and motivation, creating a corporate environment and a proper organizational culture to develop green behaviors among the employees. The results of this study should be a starting point for those hotels, which face the challenge of involving their employees in the process of greening their activity.
42
JAWABREH, Omar, Haitham ABDELRAZAQ, and Ashraf JAHMANI. "BUSINESS SUSTAINABILITY PRACTICE AND OPERATIONAL MANAGEMENT INHOTEL INDUSTRY IN AQABA SPECIAL AUTHORITY ECONOMIC ZONE AUTHORITY (ASEZA)." GeoJournal of Tourism and Geosites 38, no. 4 (December 31, 2021): 1089–97. http://dx.doi.org/10.30892/gtg.38414-748.
Full textAbstract:
The objectives of this paper are to explore the understanding of tourism through business sustainability through the management of the environmental and operating practices of five-star hotels in Aqaba Jordan. Data would be obtained from a variety of outlets, including paper analyses, impressions, and questionnaires. Semi-structured interviews are typically used to retrieve and supply details. The primary purpose of such interviews is to collect contextual knowledge from the sampled community. It also seeks to include useful knowledge on specific problems and to gain a range of perspectives on specific issues. It is planned to pilot the paper and pencil surveys and the test details to be gathered by field visits and semi-structured interviews. The findings reveal that hotels in Aqaba have used reuse or recycle glass or plastics. In order to encourage sustainable practices in the hotel industry in Jordan, we need to build distinction and competitive advantages by cost savings. The sustained success of economic operations is of utmost importance to companies, whether in the production or service sectors. This emphasis on sustainability is especially relevant to the growth of tourism and hospitality destinations. Established and Emerging economies have embraced environmental and organizational sustainability as a core.
43
Golubovskaya, Maria, Richard N. S. Robinson, and David Solnet. "The meaning of hospitality: do employees understand?" International Journal of Contemporary Hospitality Management 29, no. 5 (May 8, 2017): 1282–304. http://dx.doi.org/10.1108/ijchm-11-2015-0667.
Full textAbstract:
Purpose This paper explores how hospitality frontline employees understand, interpret and practice “hospitality” in a hotel industry context. Design/methodology/approach Framed by interpretivist and phenomenological approaches a dual-stage semi-structured interview study design was conducted. A sample was drawn from hotel employees in Australia. Findings Findings support the proposition that the hospitality workforce tends to favor service management and service processes as the guiding paradigm. The essence of what it means to be hospitable, and the host-guest model, appears to be largely absent in practice. Research limitations/implications This paper contributes to a scarcity of literature exploring the understanding of hospitality, and how this understanding can translate into hospitable behavior, from the employee perspective. Our main implication is that service management terminology colonizes hospitality within a commercial context, while the essence of hospitality and the “hospitality” lexicon is concomitantly diminishing. The authors advocate for developing an inter-paradigmatic view of hospitality management. Practical implications While the study revealed that the majority of frontline hotel employees struggle with grasping and verbalizing their understandings and perceptions of the hospitality construct, although some acknowledged the importance of hospitality as being an integral component to service delivery. We identified consistent organizational practices and intrinsic employee traits that either enabled or obstructed hospitable behavior in hotel settings. Originality/value The study reveals tensions between the hospitality and service paradigms in hospitality literature and practice. We uncover hotel management practices that may help to conserve and foster the essence of hospitality in hospitality organizations.
44
Kao, Chiu-Ying, Sheng-Hshiung Tsaur, and Chung-Ching Huang. "The scale development of organizational culture on customer delight." International Journal of Contemporary Hospitality Management 32, no. 10 (August 28, 2020): 3067–90. http://dx.doi.org/10.1108/ijchm-02-2019-0128.
Full textAbstract:
Purpose The purpose of this study is to develop and validate a hospitality cultural scale for measuring the effect of organizational culture on customer delight (OCCD). Design/methodology/approach A literature review and focus group discussion were conducted to generate an initial item pool. Subsequently, three individual samples of hotel employees were identified to develop and validate the OCCD scale. Exploratory factor analysis was conducted for item purification and factor extraction, and confirmatory factor analysis verified the factor structure of the OCCD construct. Finally, several validity tests were examined to further support the OCCD construct. Findings The results of the analyses indicated that the OCCD construct contains eight factors: the customer delight service control system, expected competencies for customer delight, shared values for customer delight, employee empowerment for customer delight, expected norms for customer delight, superior service environment, customer delight competency development and customer delight service scripting. These factors reflect theories of cultural layers. Practical implications The developed OCCD scale can provide hospitality managers a self-evaluation and diagnostic instrument to enable their cultural improvement. In addition, OCCD scale can garner employee consensus and further facilitate the effectiveness of human resources management. Originality/value This study developed an organizational cultural scale to explore the importance of customer delight in the hospitality industry. It expanded academically the current knowledge of organizational culture and customer delight.
45
Choirudin, Nor Ismawanto. "Peranan Akuntansi Sektor Publik Terhadap Efektivitas Pengelolaan Pendapatan dan Biaya Pada Enhaii Hotel Bandung." Jurnal Kepariwisataan: Destinasi, Hospitalitas dan Perjalanan 2, no. 1 (June 25, 2018): 41–50. http://dx.doi.org/10.34013/jk.v2i1.20.
Full textAbstract:
The development of hospitality services is growing rapidly, along with the marry role of investor in the development of the service is no exception to the government, the mechanism of the implementation of hotel financial management in addition managed by the private sector is also managed by the public or government sectors, but the nature and characteristics are different. The purpose of public sector organizations is motivated nonprofit while the private sector is profitable. Sources of public sector financing are derived from taxes, corporate profits of SOEs / SOEs, etc. while private sector financing comes from owner's capital, retained earnings, bank loans, and so on. The pattern of public sector responsibility to the public and the parliament while the private sector is accountable to shareholders, owners and creditors. The organizational structure of the public sector is bureaucratic, rigid and hierarchical while the private sector is flexible. Characteristics of the public sector budget are open to the public while the private sector is closed to the public. Accounting system used public sector cash accounting while private sector accrual accounting. Based on the above, the purpose of this study is to find out how: (1) implementation of public sector accounting role in Enhaii Hotel; (2) implementation of revenue and cost management effectiveness at Enhaii Hotel; and (3) role of public sector accounting on effectiveness Revenue management and fees at Enhaii Hotel. The research methodology applied is qualitative research method with case study at Enhaii Hotel Bandung, data collecting technique is done by observation, interview, document and bibliography, while the model of analysis used is Miles and Huberman model that is data reduction, data display, and data verification. The results of the discussion show that the role of public sector accounting on the effectiveness of revenue and cost management is still less than optimal, this is because it is limited by binding rules, the arrangement of types and sales tariff has been regulated by the government so that income must be deposited to the state treasury as Non-Tax State Revenues (PNBP) And the use of operational costs based on the government budget listed in the List of Budget Implementation (DIPA) STP Bandung because Enhaii Hotel is part of the STP Bandung unit.
46
Arasli, Huseyin, Cihan Alphun, and Hasan Evrim Arici. "Can balanced scorecard adoption mediate the impacts of environmental uncertainty on hotel performance? The moderating role of organizational decision-making structure." Journal of Hospitality Marketing & Management 28, no. 8 (February 27, 2019): 981–1009. http://dx.doi.org/10.1080/19368623.2019.1578716.
Full text
47
Okumus, Fevzi, Anil Bilgihan, Ahmet Bulent Ozturk, and Xinyuan (Roy) Zhao. "Identifying and overcoming barriers to deployment of information technology projects in hotels." Journal of Organizational Change Management 30, no. 5 (August 14, 2017): 744–66. http://dx.doi.org/10.1108/jocm-12-2015-0239.
Full textAbstract:
Purpose The purpose of this paper is to investigate potential barriers to deployment of information technology (IT) projects and evaluate strategies to overcome them in hotel companies. Design/methodology/approach Empirical data were collected through a series of in-depth semi-structured interviews from IT managers, chief information officers, and hotel general managers. Findings The research findings demonstrate that barriers to IT implementation occur in three different stages. They are pre-implementation (cost and return on investment, resistance by owners/executives); during the implementation (integration, time delays, vendor communication problems, and resistance by employees); and post-implementation (inadequate training and resistance from customers). Research limitations/implications The research findings suggest a contingency approach where organizations should employ various specific strategies depending on the situation to overcome these barriers. Multiple theoretical perspectives should be utilized to evaluate potential barriers to IT projects and utilize specific strategies to overcome them. Originality/value This is one of the first empirical studies which provide specific theoretical and practical implications on barriers when implementing IT projects in hotels.
48
Yeremiia, H., and K. Nakonechnyy. "Analysis of innovation activity and strategy of development in the services sector (an example of hotel industry of Chernivtsi agglomeration)." Galic'kij ekonomičnij visnik 73, no. 6 (2021): 64–69. http://dx.doi.org/10.33108/galicianvisnyk_tntu2021.06.064.
Full textAbstract:
It is determined in this paper that hospitality sector plays an essential role in economic development of the country, in particular, in the hotel business. Small regional companies still play an important role in innovational development and variety of hotel/tourism services. The present-day economic reality in difficult conditions of pandemic and uncertainty requires creativity and innovation. The hospitality sector is forced to look for new ways of raising attractiveness and accessibility of its services. Based on the analysis of innovational activity and expert reports, the authors emphasize the stable dynamics in the development of hotel business and conclude that the market of tourism industry depends on the following influence external factors such as style trends, novations and popularization of the scientific-technological progress results, residents and tourists’ attitude, and national policy focus. The problem of innovation in the hospitality sector is analyzed and s its major components are revealed in this paper. The strategy of development of tourism activity of some hotels in Chernivtsi agglomeration is investigated, leaders in introduction of innovations are defined, their competitive advantages are characterized. The majority of companies in the hospitality market of Chernivtsi are functioning according to the traditionally defensive type of innovative perception, and basically manifest the most optimal «imitation» strategy (following the market leaders). In Chernivtsi, such strategy is applied by those companies who look for improvement and pay close attention to novelties in the sphere of scientific-technological progress. The authors conclude that following the innovative way of development the company improves its own mechanism of functioning and the system of material support, optimizes the structure and the spectrum of services adjusting them to changes of situation in the market. At the same time, organizational structures of company management are rebuilt, the company employees, specialists and managers gain new experience, partnership links are established, company image is created and strengthened, that is, the company raises its innovational potential.
49
Ferrary, Michel. "Investing in transferable strategic human capital through alliances in the luxury hotel industry." Journal of Knowledge Management 19, no. 5 (September 14, 2015): 1007–28. http://dx.doi.org/10.1108/jkm-01-2015-0045.
Full textAbstract:
Purpose – The purpose of this paper is explore an organizational design that allows firms to invest in transferable strategic human capital. Strategic human capital requires considerable investment in training costs, effective compensation, opportunities for professional development and expectancy of long employment relationship within a firm. A firm can undertake investment in strategic knowledge and workers can engage in learning only in these circumstances. However, there are a number of risks that are associated with investment in strategic human capital within a firm. In this paper, the author argues that providing strategic human capital to other firms within alliances could be a strategy for leveraging resource. Strategic knowledge facilitates transactions between firms possessing co-specialized human capital and tangible resources. Organizational design of an alliance based on co-specialization allows to balance costs and returns for the human capital supplier, as well as for beneficiary and workers. Within an alliance, the human capital supplier provides workers to a beneficiary firm and coordinates their activities. Supplier specialized in human capital investment ensures improved performance, productivity and efficiency of workers. Possibility to form a greater pool of labor force and to centralize training allows optimizing cost and sharing risks associated with investment activity among alliance participants. Human resource practices in an alliance system foster long-term employment relationship. Entering an alliance increases number of job positions, professional development opportunities through horizontal mobility, promotion and learning opportunities for workers. Finally, alliances allow leveraging investment in human capital beyond a single organization. Design/methodology/approach – This paper conceptualizes the use of alliance based on co-specialization as a strategy to optimize investment in strategic human capital resource. It draws upon the resource-based view (Barney, 1991; Wernerfelt, 1995) and transaction cost theory (Coase, 1937; Williamson, 1981) to examine an alliance as a strategy for leveraging the human capital resources for accessing new markets, building reputation and sharing the risks across more than one organization. Findings – First, the paper reviews the theoretical literature on human capital as a strategic resource (Becker, 1962; Coff, 1997), its sourcing on internal and external labor markets and respective employment systems (Delery and Doty, 1996; Doeringer and Piore, 1971). Second, it focuses on the features of human capital resource (Barney, 1986; Chi, 1994; Doz and Hamel, 1998). Third, it conceptualizes the use of alliances based on co-specialization as organizational structures for investment in human capital across organizations and examines respective employment system and HR practices (Delery and Doty, 1996; Doeringer and Piore, 1971). As result, the author argues that an alliance can be an alternative mean to optimize returns on investment in human capital with strategic transferable knowledge. By consequence, the author describes an alliance employment system and illustrates the arguments with a case of human capital trading in a co-specialization alliance under a long-term management contract in the luxury hotel industry. Originality/value – This paper discusses collaborative ventures as a sourcing strategy of the human capital. An alliance strategy is relevant for sourcing the strategic human capital resources. Human capital resource can be accessed by firms through transfer of skills and organizational routines within collaborative agreements, such as alliances based on co-specialization. In this case, alliance is an organizational architecture between organizations that improves the efficiency and productivity, reduces marginal cost on training due to larger scale of operations and reduces risk by splitting investment in human capital and by offering more career and development opportunities for strategic knowledge workers.
50
Gutiérrez-Martínez, Isis, and Francois Duhamel. "Translating sustainability into competitive advantage: the case of Mexico’s hospitality industry." Corporate Governance: The International Journal of Business in Society 19, no. 6 (December 2, 2019): 1324–43. http://dx.doi.org/10.1108/cg-01-2019-0031.
Full textAbstract:
Purpose The purpose of this paper is to explore how business organizations design and implement sustainability practices to foster competitive advantage. Design/methodology/approach This qualitative study is based on an exploratory multiple case study involving 11 Mexican hotels recognized as “champions” in sustainability. Data gathering took place via in-depth interviews with hotel managers. Findings The key internal resources and capabilities must be supported by integrated microfoundations. The interaction between attributes of key resources and microfoundations reveals four transversal dimensions, namely, leadership orientation, organizational culture, team-based organizational structures and human resources and control management systems to build a sustainability-based competitive advantage in the hospitality industry. Practical implications The implementation of sustainability processes in the hospitality industry depends on the ability of leaders to craft systems, build commitment and align interests and goals consistent with sustainability. Business managers may find some guidance for implementing sustainability-related initiatives from the results of this paper. Originality/value This work presents both theoretical and practical contributions, integrating and operationalizing a set of key resources (using the VRIO framework) and microfoundations approach to create and maintain a sustainability-based competitive advantage, in contrast to existing studies where those resources and conditions are examined in a piecemeal fashion.