scholarly journals Hospitality graduates career pathways: an analysis of LinkedIn profiles

2021 ◽  
Vol 5 (1) ◽  
pp. 11-13
Author(s):  
Mario Basnayake ◽  
David Williamson
Keyword(s):  
New Zealand ◽  
Hospitality Industry ◽  
Career Pathways ◽  
Hospitality Management ◽  
Hospitality Students ◽  
University Of Technology ◽  
Hospitality Sector ◽  
Tourism And Hospitality ◽  
Hospitality Graduates ◽  
Selection Of

This article shares the results of research that explored the demographics and career pathways of hospitality graduates from Auckland University of Technology (AUT). The study [1] investigated graduates’ employment during and after their studies; promotions; job mobility; tenure of employment; and other aspects of their career pathways. A small selection of the key findings are presented here. The study analysed graduate profiles on LinkedIn, which is the world’s largest professional, online social network. LinkedIn is an employment-oriented network service that provides a website and mobile app allowing both employers and job seekers to make profiles and build connections with each other. In 2019, there were more than two million New Zealand LinkedIn users. In this study, the researcher selected a sample of 130 profiles of New Zealand LinkedIn users who had completed a Bachelor of International Hospitality Management degree at AUT in 2008–2018. A selection of the key findings Of the study participants, 72% were women and 28% were men. This gender distribution broadly matches the results of previous studies worldwide [2, 3], showing that, internationally, most people studying hospitality management in universities are female. 62% of the LinkedIn participants were domestic enrolments and 38% were from overseas. A key finding was that 80% of New Zealand’s hospitality graduates were employed throughout their studies, and that 66% were employed in the hospitality sector while still studying. This finding informs the ongoing discussion between education providers and employers about how ‘work ready’ graduates are and the effectiveness of tertiary education in providing relevant skills [4, 5]. The finding shows that a clear majority of graduates had been working in the industry for several years before they graduated and therefore had experiences of ‘real world’ hospitality work in addition to theory. After graduating, 74% of hospitality graduates decided to work in the hospitality sector (Figure 1), which is 8% more than the 66% of graduates who worked in the hospitality sector during their studies. This 8% worked outside of the hospitality industry as undergraduates but took hospitality work after graduating. Internationally, 74% of graduates finding work in hospitality is a high percentage compared to findings from other countries, e.g. Oman [6], where in 2017 this figure was only 41%; in contrast, research in Poland [7] found a figure of 59%, which is nearer to the result in New Zealand. Figure 1: Sector in which New Zealand hospitality students were employed immediately after their graduation (2008–2018) A quarter (26%) of New Zealand hospitality students decided not to work in the hospitality sector after graduation and opted instead for work in other industries; three quarters of these graduates were male (76%). Of the 74% of graduates who entered the hospitality workforce, the results show that about two-thirds were female and one-third were male. While this is a pleasing result for tertiary educators, showing a good result for industry-specific employment outcomes for hospitality graduates, the gender imbalance raises some intriguing questions that would benefit from further research. Further results show details of graduates’ length of stay at their first workplace. While a quarter (24%) of the participants chose not to enter the hospitality industry after graduating, 34% of graduates left their first place of employment within one year and 22% decided to leave their employer within two years. With a total of 56% percent of graduates leaving their employer within two years, this finding raises serious questions regarding the effect of early employment conditions on hospitality graduates. A possible contributing factor to this high turnover is the result that shows only 20% of graduates employed in the hospitality sector had any career advancement within their first place of employment. The data show that only 7% of graduates had job advancement in their first year, and 8% had a job advancement in their second year. Three percent had job advancement in their third and fourth years, combining to a rather lean 23% of graduates who were promoted within the first four years of their hospitality careers. The data from this study provides a useful and original insight into New Zealand hospitality graduate work choices and raises some interesting questions about the quality of career pathways in the sector. Further findings and discussion can be found in the original dissertation here: https://openrepository.aut.ac.nz/handle/10292/14117 Corresponding author Mario Basnayake can be contacted at: [email protected] References (1) Basnayake, M. An Exploratory Study of the Progress of Hospitality Graduates’ Career Pathways in New Zealand; Master’s Thesis, Auckland University of Technology, 2021. https://openrepository.aut.ac.nz/handle/10292/14117 (accessed Jul 7, 2021). (2) Chuang, N. K.; Dellmann-Jenkins, M. Career Decision Making and Intention: A Study of Hospitality Undergraduate Students. Journal of Hospitality & Tourism Research 2010, 34(4), 512–530. https://doi.org/10.1177/1096348010370867 (3) Richardson, S. Generation Y’s Perceptions and Attitudes towards a Career in Tourism and Hospitality. Journal of Human Resources in Hospitality & Tourism 2010, 9(2), 179–199. https://doi.org/10.1080/15332840903383855 (4) Major, B.; Evans, N. Reassessing Employer Expectations of Graduates in UK Travel Services. International Journal of Tourism Research 2008, 10(5), 409–422. https://doi.org/10.1002/jtr.670 (5) Richardson, S.; Thomas, N. J. Utilising Generation Y: United States Hospitality and Tourism Students’ Perceptions of Careers in the Industry. Journal of Hospitality and Tourism Management 2012, 19(1), 102–114. https://doi.org/10.1017/jht.2012.12 (6) Atef, T.; Al Balushi, M. Omani Tourism and Hospitality Students’ Employment Intentions and Job Preferences: Ramifications on Omanization Plans. Quality Assurance in Education 2017, 25(4), 440-461. https://doi.org./10.1108/QAE-04-2016-0022 (7) Grobelna, A.; Marciszewska, B. Work Motivation of Tourism and Hospitality Students: Implications for Human Resource Management. In Proceedings of the 8th European Conference on Intellectual Capital; Bagnoli, C., Mio, C., Garlatti, A., Massaro, M., Eds.; Academic Conferences and Publishing International: Reading, England, 2016, pp 95–103.

scholarly journals Attracting and retaining female chefs

2017 ◽  
Vol 1 (1) ◽  
pp. 9-10 ◽  
Author(s):  
Charles Orido
Keyword(s):  
New Zealand ◽  
Human Resources ◽  
Oral Tradition ◽  
Hospitality Industry ◽  
The United States ◽  
Work And Family ◽  
Career Progression ◽  
Hospitality Management ◽  
Culinary Arts ◽  
University Of Technology

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

scholarly journals DEVELOPING AN INDEX OF THE MALAYSIAN TOURISM AND HOSPITALITY GRADUATES COMPETENCIES

2017 ◽  
Vol 16 (3) ◽  
Author(s):  
Nurhazani Mohd Shariff ◽  
Azlan Zainol Abidin
Keyword(s):  
Hospitality Industry ◽  
Leadership Competencies ◽  
Development Stage ◽  
Technology Competencies ◽  
Personal Effectiveness ◽  
Organizational Competencies ◽  
Tourism And Hospitality Industry ◽  
Tourism And Hospitality ◽  
Hospitality Graduates ◽  
Selection Of

The current study develops an index of tourism and hospitality graduates competencies specifically for the case of Malaysian graduates. The process involved four major stages begins with the process of generating the competencies from the literature search, follows by the process of verifying the competencies, then testing for reliability and finally developing the index. The process of generating the competencies ended up with 73 competencies while the competencies verification which involved 30 experts in the tourism and hospitality industry indicated 40 competencies to be further tested. The process of testing for reliability involved a pilot study of 116 respondents and the findings indicated all competencies have high alpha value above 0.5 and were included to be tested for factor analysis in the index development stage. The index of Malaysian tourism and hospitality graduates’ competencies consists of eight domains namely Management and Technology Competencies, Leadership Competencies, Organizational Competencies, Personal Effectiveness Competencies, Business-Oriented Competencies, Self-Oriented Competencies, Customer Related Competencies and Innovative Competencies. The index has gone through a systematic process in developing such a tool and significantly contributes to the identification and selection of quality graduates to serve within the tourism and hospitality environment.Keywords: Index; Competency; Tourism; Hospitality; Graduate; Malaysia.

scholarly journals Career advancement of tourism and hospitality management graduates : the case of Walter Sisulu University, Eastern Cape

2020 ◽  
Author(s):  
◽  
Lukhanyo Stemele ◽  
Keyword(s):  
Hospitality Industry ◽  
Career Advancement ◽  
Primary Data ◽  
Full Time ◽  
Eastern Cape ◽  
Perceptions And Attitudes ◽  
Hospitality Sector ◽  
Tourism And Hospitality Industry ◽  
Tourism And Hospitality ◽  
Hospitality Graduates

Hospitality graduates are entering the industry without an accurate understanding of the sector, and this could be the reason for many leaving employment in the industry (Brown, Arendt and Bosselman 2014:1). Graduates in South Africa have unrealistic expectations of employment in the tourism and hospitality industry and tend to exit the industry within few years after joining it as they are faced with a number of challenges (Sibanyoni, Kleynhans and Vibetti 2015:13). Perceptions and attitudes of tourism and hospitality graduates towards employment in the industry are not clearly understood. The focus of this study was to investigate perceptions on career advancement of tourism and hospitality graduates at Walter Sisulu University in the Eastern Cape. The quantitative approach was adopted using structured online questionnaires to collect primary data. The population comprised of graduates in the Tourism and Hospitality Department from Walter Sisulu University, who graduated between the years 2004 to 2014. Simple random sampling was used to obtain a representative sample of 133 tourism and hospitality graduates. The key findings of the study reveal that the majority of respondents were currently employed in the tourism and hospitality industry on a full-time basis. Respondents who were working in the tourism and hospitality sector indicated that expectations in this employment sector were not adequately met. Respondents who are employed in other sectors showed a higher job satisfaction compared to those employed in the tourism and hospitality sector. The results further revealed that graduates employed in the tourism and hospitality sector were faced with far more challenges than those employed in other industry sectors. Even though previous studies on perceptions and attitudes of tourism and hospitality graduates towards employment in the industry indicated that graduates tend to exit the industry within few years after joining it, the current study findings indicate that the majority of graduates are still employed in the tourism and hospitality sector

scholarly journals The value of indigeneity in the tourism and hospitality industry in Aotearoa – manaakitanga

2019 ◽  
Vol 3 (1) ◽  
pp. 3-4
Author(s):  
Keri-Anne Wikitera
Keyword(s):  
Sustainable Development ◽  
New Zealand ◽  
Hospitality Industry ◽  
Service Sector ◽  
Business Models ◽  
Ethic Of Care ◽  
Well Being ◽  
Indigenous Cultures ◽  
Tourism And Hospitality Industry ◽  
Tourism And Hospitality

Hospitality within the Indigenous paradigm of manaakitanga (translated as ‘warm hospitality’) is founded on an ‘ethic of care’. This ethic of care creates the space for a multi-dimensional wealth, encompassing “spiritual, cultural, social, environmental and economic well-being” [1]. This is similar to the UNWTO’s sustainable development goals, which are underpinned by the three dimensions of economic, socio-cultural and environmental sustainable development [2]. Manaakitanga in Māori contexts such as marae and many iwi (tribal) organisations demands a values-centred approach that is based on the principle of reciprocity. This form of exchange extends beyond the economic focus of traditional business models and, when applied to non-Māori contexts, demands a degree of culturalising commerce rather than commercialising culture. In the global tourism and hospitality industries, Indigenous cultures have become more significant to countries as a means to differentiate themselves from others [3]. Indigenous cultures are appealing to emerging tourism markets and the resultant economic benefits have led industry stakeholders, throughout the global-local nexus, to include Indigenous cultures in national tourism and hospitality offerings. In the context of the New Zealand tourism and hospitality industry, Māori culture is presented in several key ways. For example, the use of manaakitanga in New Zealand tourism marketing [4] highlights and promotes the significance of the culture to the nation. Tourism and hospitality can both support economic development as well as promote the uniqueness, authenticity and beauty of Indigenous cultures that encourages visitation, differentiates nations and showcases national pride. The tourism and hospitality industry is not always beneficial, however, to the actual Indigenous communities from which the intellectual property is derived. There is evidence that shows the use of deep and meaningful cultural values are sometimes misunderstood, exploited and not reflected in actual practice within the industry. Indeed, analysis of the engagement of Māori women in the hospitality industry, for example, shows that there are distinct inequities in employment [5]. While these inequities are not unique to tourism and hospitality, the evidence shows that Māori women in service-sector employment, such as hospitality, are disproportionately represented in low paid, lower skilled, precarious work [6]. It is a paradox that Māori women’s contribution as the face of the industry is not associated with decent work and career progression. This paper follows a presentation delivered at the Critical Hospitality Symposium in 2018, where the concept of manaakitanga was critically applied to a range of ‘hospitality’ contexts as a point of social analysis. The importance of sustainable development in the industry lends well to engaging in further research on how Māori cultural frameworks can be used to address inequalities in hospitality as a starting point for a broader research agenda in creating high impact future value and growth for New Zealand’s hospitality industry. This research agenda challenges current business models that tag on Māori cultural concepts as promotional tools for organisational profit-driven praxis. Indigenous frameworks of knowledge, such as manaakitanga, can create the space to bring together the key dimensions necessary for a more equitable, richer, ethical and sustainable global tourism and hospitality industry. Corresponding author Keri-Anne Wikitera can be contacted at: [email protected] References (1) Spiller, C.; Erakovic, L.; Henare, M.; Pio, E. Relational Well-Being and Wealth: Māori Businesses and an Ethic of Care. Journal of Business Ethics 2010, 98 (1), 153–169. https://doi.org/10.1007/s10551-010-0540-z (2) United Nations Environment Programme; United Nations World Tourism Organisation. Making Tourism More Sustainable – A Guide for Policy Makers;  UNEP: Paris, 2005. http://sdt.unwto.org/content/about-us-5 (accessed Jun 10, 2019). (3) Butler, R.; Hinch, T. Tourism and Indigenous Peoples; Elsevier: Oxford, 2007. (4) Tourism New Zealand 100% Pure Campaign: Manaakitanga – Unique New Zealand Hospitality. https://media.newzealand.com/en/story-ideas/manaakitanga-%E2%80%93-unique-new-zealand-hospitality/ (accessed May 2, 2019). (5) Baum, T.; Cheung, C.; Kong, H.; Kralj, A.; Mooney, S.; Nguyen Thi Thanh, H.; Ramachandran, S.; Dropulic Ruzic, M.; Siow, M. L. Sustainability and the Tourism and Hospitality Workforce: A Thematic Analysis. Sustainability 2016, 8 (8), 809–831. https://doi.org/10.3390/su8080809 (6) Parker, J.; Arrowsmith, J. Are We Being Served? Women in New Zealand's Service Sector. Equality, Diversity and Inclusion: An International Journal 2012, 31 (7), 663–680. https://doi.org/10.1108/02610151211263504

Organizational and Economic Aspects of the Development of the International Tourism and Hospitality Industry

2020 ◽  
Vol 11 (4) ◽  
pp. 913
Author(s):  
Sayyora Rikhsibaevna SAFAEVA ◽  
Maxbuba Toychievna ALIEVA ◽  
Laylo Toktasinovna ABDUKHALILOVA ◽  
Nargiza Elshodovna ALIMKHODJAEVA ◽  
Elena Evgenievna KONOVALOVA
Keyword(s):  
Hospitality Industry ◽  
Educational Programs ◽  
Theory And Practice ◽  
International Tourism ◽  
Tourist Destinations ◽  
Hospitality Sector ◽  
Tourism And Hospitality Industry ◽  
Tourism And Hospitality ◽  
Intensive Development ◽  
New System

The article is devoted to the consideration of aspects related to the development of the tourism and hospitality industry in Uzbekistan and Russia. It has been established that the intensive development of various forms of tourism and hospitality will allow these countries to be more attractive for foreign tourists. It has been found that when developing the tourism and hospitality market Uzbekistan and Russia are advised to review prospects of its development at the international level. Promising areas of the development in the tourism and hospitality industry will be a new system of enterprise classification regulating the rating of enterprises and encouraging tourism by simplifying visa regulations, applying discounts to attract regular and potential tourists, introducing educational programs in the tourism and hospitality sector combining theory and practice, and spurring the development of all regions as potential tourist destinations.

The relationship between customer orientation, emotional labour and job burnout

2017 ◽  
Vol 8 (2) ◽  
pp. 54-76 ◽  
Author(s):  
Xue Wu ◽  
An-Jin Shie
Keyword(s):  
Emotional Intelligence ◽  
Hospitality Industry ◽  
Hospitality Management ◽  
Job Burnout ◽  
Three Dimensions ◽  
Frontline Employees ◽  
Content Type ◽  
Emotional Labour ◽  
The Relationship ◽  
Selection Of

Purpose Drawing on the conservation of resources theory, this study aims to apply the emotional labour concept to illustrate about the relationship between customer orientation (CO) and job burnout, further demonstrating how the relationship is established in the hospitality industry. This study intends to find that emotional intelligence moderates the relationship between CO and emotional labour. Design/methodology/approach The study uses descriptive statistical analysis and reliability analysis. Then, the study uses confirmatory factor analyses to ensure the model fit and discriminant validity of the measures. Finally, the hypothesised relationship model is tested and analysed via regression analysis. Findings The study finds three dimensions of emotional labour all partially mediated the relationship between CO and job burnout. Meanwhile, the study finds that emotional intelligence would moderate the relationship between CO and three dimensions of emotional labour. Research limitations/implications First, the respondents in this study come from five-star hotels in Beijing, China. As the results of this study are based on a sample of Chinese five-star hotel employees, the selection of a single service setting and a single country may raise concerns for the issue of generalisability. Thus, the findings of this study may not generalise to other hospitality contexts, other cultures or other times; research in other settings, geographical areas or times might yield different results. Practical implications High employee job burnout is a thorny problem in the hospitality industry, so it is a great challenge for hospitality management to solve high employee job burnout. As a personality resource, CO will decrease job burnout. Emotional labour is a common issue in hospitality. The study intends to explore the lived experiences of the frontline employees in hospitality industry to explain the role of CO directives on employee job burnout in an emotional labour perspective. The results give suggestions for the hospitality management. Social implications After reviewing of relevant literature, two research gaps are found. First, despite the amount of research showing a negative relationship between CO and job burnout, remarkably little is known about how these relationships are established. Second, a more important gap lies in overlooking the emotional nature of hospitality service work. The results of the study can fill the theoretical gap. Originality/value First, the recruitment and selection of frontline employees should incorporate an assessment of the level of CO. Second, hospitality management should teach and train the employees about the proper control of emotional labour. Third, the recruitment and selection of frontline employees should incorporate an assessment of the level of emotional intelligence; meanwhile, it is necessary to strengthen the emotional intelligence training.

scholarly journals Sustainable Hospitality Management and Dimensions of Environmental Regulations: A Qualitative Study on the Puducherry Perspective

2012 ◽  
Vol 7 (2) ◽  
pp. 23-40
Author(s):  
Anu Chandran R C ◽  
Sherry Abraham
Keyword(s):  
Land Use Planning ◽  
Large Scale ◽  
Hospitality Industry ◽  
Hospitality Management ◽  
Business Practices ◽  
Environmental Laws ◽  
Wide Range ◽  
Set Up ◽  
Traditional Patterns ◽  
Tourism And Hospitality

Tourism  and  hospitality,  globally,  is  experiencing  a paradigm shift. The modern day tourists and clients of hospitality are very discerning and opt for higher quality and value based products and services. To cater to their needs, a wide range of properties at various scales are being introduced in  the  sector. At the same time, it is increasingly recognised that unplanned and uncontrolled hospitality ventures are causing certain adverse impacts on  the  environment.  These  necessitate thorough supervision of the hospitality  projects, both existing as well as upcoming, and positively check whether they are abiding by the prescribed guidelines as prevailing under the environmental notifications. That is, the set up and operations  must  be  actively  monitored  as  per the Environmental Laws and Rules. The accelerated growth of  international  and  domestic  tourists  to  Puducherry resulted in the spurt of hospitality establishments across the destination. This growth can be sustained only if the hotels, resorts, restaurants and other hospitality outlets operate by showing profound consideration towards the environment. The  business  practices  in  the  hospitality sector  of  Puducherry  are  undergoing  great transformations,  imbibing  the  latest  and  the  best  of things. Technological  advancements  have  also  altered traditional  patterns  and  many  innovative  trends  are emerging  in  the  hospitality  trade.  With  the  increased impact on  the  environment  owing  to  large  scale establishment  and  expansion  of  hospitality  projects  in Puducherry, comes the need for informed planning and sustainable  management  as  well  as  education  and training for  developers,  investors,  planners,  managers and  local  communities.  Owing  to  this  reason, the management  of  hospitality  firms  in  Puducherry  must abide by the Environmental Laws and Rules to prevent haphazard,  uncontrolled  growth,  spatial  and  land  use planning;  conforming  to  strict  architectural  controls, sewerage facilities and water treatment plants. This paper brings  to  light  the  challenges  faced  by the hospitality industry of Puducherry with regards to consumption and conservation  of  natural  resources, by  gathering  and analysing the opinion  of  experts  from the hospitality trade  and the environmental  pollution  control organisations.  This  study elucidates  the  Environmental Laws and Rules which are necessary, as in the case of the hospitality  industry  of  Puducherry, to  curtail  adverse effects  on  the  environment.  It  is  for  sure  that, in the future, quality  practices  and  management  styles  as guided and enforced by the environmental laws would contribute to  resolve  many  shortcomings  faced  by the hospitality enterprises in Puducherry.

High performance work systems in the tourism and hospitality industry: a critical review

2020 ◽  
Vol 32 (7) ◽  
pp. 2365-2395 ◽  
Author(s):  
Panagiotis V. Kloutsiniotis ◽  
Dimitrios M. Mihail
Keyword(s):  
High Performance ◽  
Hospitality Industry ◽  
Black Box ◽  
Actual Process ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Hospitality Sector ◽  
Tourism And Hospitality Industry ◽  
Tourism And Hospitality

Purpose This study aims to provide an up-to-date theoretically based qualitative review regarding the “high-performance work systems” (HPWS) approach in the area of the tourism and hospitality management. The aim is to classify the so-far studies between those that examine the general “black-box” issue and those that investigate the actual process of the “black-box.” Finally, this study identifies the “gaps” in the literature and provides avenues for further research. Design/methodology/approach This review is based on a systematic critical analysis of the HPWS research that has been conducted explicitly on the tourism and hospitality industry during the years 2004-2019 (N = 28), published in core HRM and management journals. Findings This study identifies a significant gap in the progress of the HPWS research in the tourism and hospitality sector, contrary to the so-far research in the generic human resource management (HRM) literature. Hence, recommendations and suggestions are provided for advancing the HPWS research in the particular sector, including the need for more advanced conceptual and statistical models by focusing specifically on the process of the “black-box.” Practical implications The present review contributes considerably to the HPWS research in the tourism and hospitality sector and recommends avenues for further research in enhancing the overall HPWS literature. Originality/value This is the first study that reviews the HPWS literature in the tourism and hospitality sector, in an effort to reconcile the differences between the present sector and the generic HRM literature.

Competing Values in the Culinary Arts and Hospitality Industry

2011 ◽  
Vol 25 (2) ◽  
pp. 109-118 ◽  
Author(s):  
Michael W. Riggs ◽  
Aaron W. Hughey
Keyword(s):  
Hospitality Industry ◽  
Hospitality Management ◽  
Competing Values Framework ◽  
Career Preparation ◽  
Leadership Roles ◽  
Competing Values ◽  
Culinary Arts ◽  
Managerial Competencies ◽  
Hospitality Students ◽  
Training Programmes

It is important that education and training programmes align with the needs of the professions they are designed to support. The culinary arts and hospitality industry is a vocational area that needs to be examined more closely to ensure that the skills and competencies taught are those that will actually be needed when students matriculate from career preparation programmes. This study compared the self-assessed leadership roles and managerial competencies of hospitality students and hospitality management professionals in employment. Using the Competing Values Framework (CVF) as a theoretical framework, eight leadership roles and 24 managerial competencies were examined in an effort to identify similarities and differences between the two groups. The authors found limited significant differences between the perceptions of the two groups; overall, the ranking of leadership roles and managerial competencies by the two populations were very similar. Implications for academic culinary arts and hospitality programmes are also presented, together with recommendations for future inquiry.

scholarly journals The Tourist Hotel Corporation: It is time the story was told in full

2017 ◽  
Vol 1 (1) ◽  
pp. 5-6
Author(s):  
David Williamson
Keyword(s):  
New Zealand ◽  
Free Market ◽  
Hotel Industry ◽  
Tourism Industry ◽  
Employment Relations ◽  
University Of Technology ◽  
History Of ◽  
Hotel Sector ◽  
Hospitality And Tourism ◽  
Tourism And Hospitality

i te kore nga putake e mākukungia e kore te rakau e tupu ('If the roots of the tree are not watered the tree will never grow') New Zealand is in the middle of the most dramatic and sustained boom in tourism and hospitality in its history. The hotel sector that underpins our tourism growth stands utterly transformed from its humble beginnings. Yet the history of the Tourist Hotel Corporation (THC) and its role as the ‘roots’ of the modern hotel industry still tends to be told only as a minor part of our wider tourism story. Recent PhD research [1], based on extensive archive sources and interviews with senior practitioners, argues that the time has come for the THC story to be told in full. While there have been histories of the tourism and hospitality sector that cover the THC [2–7], they have not included in-depth discussion of the origins, structure and legacies of the organisation. Established in 1955 and sold in 1991, the THC dominated the New Zealand tourist hotel sector for 35 years, running around 10 resort-style properties and setting the standard for service. However, the current dominance of neo-liberal ideology has resulted in the achievements of the Government-owned THC being somewhat dismissed and the role of massive Government investment in the development of our hotel sector often being ‘conveniently’ forgotten. It is common for the THC to be depicted as rather archaic. Burdened with political interference and gross underfunding, the THC is sometimes depicted as a prime example of what happens when the state tries to run a business. However, this research argues there is a more heroic telling of the THC story, one that celebrates the THC as the fundamental ‘roots’ of the modern hotel sector. The THC was a key player in transforming post-war New Zealand hospitality, raising the bar for service, food and beverage and accommodation significantly. The THC invested heavily in improving buildings, vehicles, equipment and machinery, developing the skills and careers of its staff, and innovating menus. Staff from the THC were seen as ‘A grade’ and many of today’s most successful General Managers learnt their trade in THC properties. Many THC staff also went on to set up influential restaurants outside of hotels during this period. The THC managed significant tourism development even while showing a profit from 1974 till the late 1980s, posting a 2.7 million dollar surplus in 1986. However, a combination of perceived indebtedness, the 1987 recession and free-market Government ideology resulted in the sale of the THC to the Southern Pacific Hotel Corporation in 1991. The story of the THC involves drama, intrigue, politics, high finance, rapid growth and equally rapid collapse. But most importantly, this is the story of the origins of our hotel industry, showing the huge contribution this state funded group made to the modern industry. Surely it is time this story was told in full, on its own terms and in glorious technicolour. If you would like to read the PhD thesis this research is based on you can access it here: https://aut.researchgateway.ac.nz/handle/10292/10412 Corresponding author David is Senior Lecturer at the School of Hospitality and Tourism, Auckland University of Technology. He spent 18 years working in the hospitality industry as a hotel manager and restaurateur. His research includes work, employment and labour market issues in hospitality and tourism. David completed his PhD in 2017 – a history of employment relations in the New Zealand hotel sector, 1955–2000. David Williamson can be contacted at: [email protected] References (1) Williamson, D. In Search of Consensus: A History of Employment Relations in the New Zealand Hotel Sector – 1955 to 2000; Ph.D. Thesis, Auckland University of Technology, 2017. (2) Brien, A. 100 Years of Hospitality in New Zealand: The People, the Politics, the Passion; Wellington Museums Trust in association with the Hospitality Association of NZ: Wellington, New Zealand, 2003. (3) McClure, M. The Wonder Country: Making New Zealand Tourism; Auckland University Press: Auckland, New Zealand, 2004. (4) Medlik, S. The Business of Hotels, 4th ed.; Butterworth-Heinemann: Oxford, U.K., 2000. (5) Slattery, P. The Economic Ascent of the Hotel Business; Goodfellow Publishers: Oxford, U.K., 2009. (6) Watkins, L. Billion Dollar Miracle: The Authentic Story of the Birth and Amazing Growth of the Tourism Industry in New Zealand; Travel Agents Association of New Zealand: Auckland, New Zealand, 1987. (7) Yu, L. The International Hospitality Business: Management and Operations; Haworth Press: New York, 1999.  

Sign in / Sign up

Export Citation Format

Share Document