Hospitality management studies

Sec 301-Sectoral Solution Hospitality Sector: HOTEL INDUSTRY Gizem Güler Hospitality industry is a broad industry which contains many services. Hotel management, hotel administration, hotel and tourism management are the branches of this industry. Hospitality management includes hotels, restaurants and cruises. This is a service sector and this kind of work is not for everyone. This sector needs so much employee and it creates great employement chance. Hospitality sector as a whole currently employs

Abstract The study of knowledge management in the context of the hospitality industry was characterizes that KM as a critical item for hotels seeking to ensure sustainable strategic competitive advantage. KM seeks to acquire or create potentially useful knowledge and to make it be found for everyone who can use it at a time and place that is suitable for them to achieve maximum useful usage for making positively influence organizational performance and innovation. Therefore, the aim of this paper

B / ‘Hospitality Consulting & Services’ compliance management and accountabilities In this area each compliance requirement in terms of the relevant internal and external authorities, the risks involved, ways of ensuring compliance, the penalties for a breach of compliance, and the areas and operations of the organisation most affected must be analysed. The business structure chosen for ‘Hospitality Consulting & Services’, is the model of sole trader. A sole trader is the simplest form of business

African Journal of Business Management Vol. 4(18), pp. 4118-4134, 18 December, 2010 Available online at http://www.academicjournals.org/AJBM ISSN 1993-8233 ©2010 Academic Journals Full Length Research Paper Drivers of hospitality industry employees’ job satisfaction, organizational commitment and job performance Ming-Chun Tsai1, Ching-Chan Cheng2* and Ya-Yuan Chang3 Department of Business Administration, Chung Hua University, No. 707, Sec.2, WuFu Road, Hsinchu City, Taiwan 300, Republic of China

major limitations of their study however. First, they subsumed organizational commitment (company identity) within job satisfaction. Thus, their findings have confounded the effects of job satisfaction and organization commitment. The second major problem of their study is that some of their measures had low reliabilities. Low reliabilities of scales make their findings suspect. The last major limitation of their study concerns generalizability of their findings. In our study, we included three facets

for change trigger the developmental needs of the company. This is especially true in the case of the hospitality industry. In this industry, the focus is more on the service rendered to the public; hence there is a distinct possibility for it to be

This study is a secondary research. Due to nature of secondary research, this study does not involve any quantitative methods and any particular specific methods, which typically used in a primary research project, such as questionnaire, survey, observation, interview and etc. Indeed, this study focuses on the summaries and syntheses of existing research. All the data of this research are collected from the secondary data resources through the Melbourne University database and Google scholars. Apart

* Svein Larsen*† and Einar Marnburg* *The Norwegian School of Hotel Management, Stavanger University, Stavanger, Norway; †Department of Psychosocial Science, University of Bergen, Bergen, Norway Abstract Correspondence: Torvald Øgaard, The Norwegian School of Hotel Management, Stavanger University, N-4036 Stavanger, Norway. Tel: +47 51 83 15 97; Fax: +47 51 83 37 08; E-mail: torvald.ogaard@nhs.his.no Keywords: hospitality industry,

Research, 57: 4, 321–328. Available at: http://nist.gov/mep/upload/Bridging-the-Skills-Gap_2012.pdf. [Accessed 12 December 2015]. 5. Bambacas, M. (2010). Organizational handling of careers influences managers’ organizational commitment. Journal of Management Development, 29(9), 807-827. 6. Barnett, B.R. & Bradley, L. (2007). The impact of organisational support for career development on career satisfaction. Career Development International, 12(7), 617-636. 7. Baruch, Y. (2004b). Transforming careers

ethics, being a part of this team, and not giving up on me. An employee can easily quit without my acknowledgment. This will be a burden on the other employees and me. Encouragement and recognition will motivate my employees and feel appreciated. A study from Gallup and Queens University found that creating positive work culture has 65% greater share-price increase, 26% less employee turnover, 100% more unsolicited employment applications, 20% less absenteeism, 15% greater employee productivity, up