Robert A. Brymer, LaChelle R. Wilborn and Raymond S. Schmidgall
The purpose of this research paper is to describe the results and implications of an ethics survey completed by students attending hospitality schools in Europe and the USA.
Abstract
Purpose
The purpose of this research paper is to describe the results and implications of an ethics survey completed by students attending hospitality schools in Europe and the USA.
Designmethodology/approach
A questionnaire containing ten scenarios with five oriented to work issues and five to school issues was given to students attending hospitality programs in Europe and the USA. For each scenario, the students indicated whether the action in the scenario was ethical, not ethical or not a question of ethics (NQE). In addition, students were queried regarding influences on their ethical beliefs.
Findings
The ethical beliefs of both groups of hospitality students were most influenced by their parents and least influenced by college courses in religion. The majority of European and US hospitality students indicated the actions in the scenarios were not ethical while a moderate minority indicated NQE. Overall, US students appear to be slightly less tolerant than their European counterparts.
Research limitations/implications
The majority of European students are within their third and fourth years of college while the majority of US students are in their first and second years of study.
Originality/value
Both hospitality executives and students should find these research results most interesting as they reveal students' ethical views in a variety of settings oriented to work and school. Further, influences of the students' ethical beliefs are clearly reported from most to least important.
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This study aims to address how the social structure of the hospitality management field has evolved from 1960 to 2016.
Abstract
Purpose
This study aims to address how the social structure of the hospitality management field has evolved from 1960 to 2016.
Design/methodology/approach
The informal social structure of the hospitality management literature was analyzed by collecting authorship data from seven hospitality management journals. Co-authorship analyses via network analysis were conducted.
Findings
According to the findings, throughout the history of hospitality management, international collaboration levels are relatively low. Based on social network analysis, the research community is only loosely connected, and the network of the community does not fit with the small-world network theory. Additional findings indicate that researchers in the hospitality management literature are ranked via degree centrality, closeness centrality and betweenness centrality. Cliques, which contain at least five researchers, and core researchers are identified.
Practical implications
This study helps both scholars and practitioners improve the informal structure of the field. Scholars must generate strong ties to strengthen cross-fertilization in the field; hence, they collaborate with authors who have strong positions in the field. Specifically, this provides a useful performance analysis. To the extent that institutions and individuals are rewarded for publications, this study demonstrates the performance and connectivity of several key researchers in the field. This finding could be interesting to (post)graduate students. Hospitality managers looking for advisors and consultants could benefit from the findings. Additionally, these are beneficial for journal editors, junior researchers and agencies/institutions.
Originality/value
As one of the first study in the field, this research examines the informal social structure of hospitality management literature in seven journals.
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Stefan Jooss, Julia Lenz and Ralf Burbach
This paper aims to unpack how small and medium-sized enterprises (SMEs) can operationalise coopetition in talent management, addressing ongoing talent shortages in the hospitality…
Abstract
Purpose
This paper aims to unpack how small and medium-sized enterprises (SMEs) can operationalise coopetition in talent management, addressing ongoing talent shortages in the hospitality industry which were intensified during the Covid-19 pandemic.
Design/methodology/approach
This conceptual paper draws from literature on coopetition and talent management in SMEs. Specifically, the authors take an interorganisational talent pool lens and develop a framework following the principles of open-systems theory.
Findings
The authors find that the traditional use of talent pools is often impractical for SMEs because of a lack of resources and capabilities. Instead, interorganisational talent pools, through coopetition in talent management, can aid these firms to address talent shortages. The authors identify potential for SME coopetition at various stages, including attraction, development and retention of talent.
Practical implications
Coopetition in talent management can aid industries in establishing market-thickening pipelines. Through co-attracting, co-developing and co-retaining talent, SMEs can create interorganisational talent pools. To develop talent management coopetition, a set of prerequisites, catalysts and potential inhibitors must be analysed and managed.
Originality/value
This paper moves the talent management debate beyond competition for talent, introducing coopetition as a viable alternative. Taking an open-systems perspective, the authors develop an integrative framework for coopetition in talent management in SMEs encompassing input, process and output components. The authors reveal the dynamic and complex nature of this coopetition process, highlighting the essential role of coopetition context and illustrating open-system principles.
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Carmen Domínguez-Falcón, Josefa D. Martín-Santana and Petra De Saá-Pérez
The purpose of this study is to analyse the effects of high-commitment human resources (HR) practices on organisational performance through the commitment and satisfaction of both…
Abstract
Purpose
The purpose of this study is to analyse the effects of high-commitment human resources (HR) practices on organisational performance through the commitment and satisfaction of both managers and supervisors.
Design/methodology/approach
An empirical study was carried out, based on the perceptions of 68 managers and 296 supervisors at four- and five-star hotels in Gran Canaria (Canary Islands, Spain).
Findings
The results obtained reveal that: high-commitment HR practices have a positive and significant effect on the commitment and satisfaction of both groups; managers’ commitment and satisfaction do not lead to improved organisational performance; however, supervisors’ commitment and satisfaction do lead to better economic results because of an improvement in customer results.
Practical implications
This research revealed that it is important for hotel companies to adopt high-commitment HR practices because these practices contribute to managers’ and supervisors’ affective connection to the company, leading them to feel positively satisfied with their jobs. In addition, hotels should focus on supervisors because they feel more customer-oriented and tend to stay longer in the company, which probably leads them to better meet the needs of customers, allowing hotels to obtain better economic results.
Originality/value
This study contributes to HR management in the hotel industry by obtaining the views of two key informants – managers and supervisors – about the implementation of HR practices and their own levels of commitment and satisfaction.
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Andrew Martin, Deirdre Mactaggart and Jiaolan Bowden
The primary objective of this study was to examine, from the supervisors/managers' perspective, the impacting factors and barriers on their recruitment and retention in the…
Abstract
Purpose
The primary objective of this study was to examine, from the supervisors/managers' perspective, the impacting factors and barriers on their recruitment and retention in the Scottish tourism industry.
Design/methodology/approach
The information in this analysis was elicited from a questionnaire survey and analysed using factor analysis and significance test.
Findings
The analysis of the responses supports the separation of the hygiene (such as “working conditions”) and motivator factors (such as “image of the tourism industry” and “development opportunities”) as represented by Herzberg's dual‐factor motivational theory; and strengthens the belief that the latter is more significant in the recruitment and retention of tourism managerial staff.
Research limitations/implications
The major limitation is the sampling framework and the data collection methods. These restricted the choice of the analysing techniques and might ultimately affect the interpretation of the research results.
Practical implications
This research aims to alert policy‐makers to some of the key barriers to the employment of qualified tourism staff in Scotland and assist with their decision‐making process.
Originality/value
As highlighted, the research provides insights to tourism practitioners in understanding and tackling the problems facing tourism employment in Scotland; it also provides some empirical evidence to tourism researchers in their theoretical understanding of the motivation and satisfaction of tourism managerial staff.
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Robert Waryszak and Brian King
This paper identifies the extent to which front‐line managers in the hospitality, retail and banking sectors perceive work activities to be pleasant or unpleasant. General…
Abstract
This paper identifies the extent to which front‐line managers in the hospitality, retail and banking sectors perceive work activities to be pleasant or unpleasant. General factorial multivariate analysis of variance was used to assess attitudes towards ten activities according to demographic characteristics. The activities were: deskwork, decision making, developing, disciplining, informing, innovating, leading, monitoring, persuading and time pressure. The findings indicate that managers in the service sector generally have a range of perceptions about activities, with some regarded as pleasant and others as unpleasant. The managerial perceptions identified in this study could have useful implications for the introduction of attempts to enhance staff motivation and performance. An improved awareness of managerial activity preferences on the part of senior managers and researchers may help to avoid certain problems and strengthen staff motivation. The present research is exploratory and should be followed up with a thorough assessment of whether there is a relationship between performance and activity preference.
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Putu Diah Sastri Pitanatri, Janianton Damanik, Khabib Mustofa and Djoko Wijono
Given Bali's prominence in Indonesia's hospitality industry, tourist hypermobility regarding food preferences following the COVID-19 pandemic continues to be a source of…
Abstract
Given Bali's prominence in Indonesia's hospitality industry, tourist hypermobility regarding food preferences following the COVID-19 pandemic continues to be a source of contention. As such, this chapter will investigate extreme mobility by examining how ‘the flashpackers’ construct their nomadic lifestyles. This chapter focuses on the ‘freedom to eat’ in a variety of different types of restaurants throughout the destination – creating a pattern of hypermobility. Flashpacker's hypermobility data come from a network analysis of TripAdvisor reviews – with Bali (Indonesia) serving as the case study location. According to the analysis's findings, there are eight distinct preference groups for food and beverage products in Bali. It was discovered that at least five ‘star factors’ contributed to preferences across the eight groups, including (1) ratings, (2) popularity, (3) ownership, (4) social media and (5) price. In light of these factors, the chapter concludes that research into hypermobility in small island destinations is still in its infancy. It is critical to promote thorough research into the influence and impact of hypermobility on all facets of the tourism industry, including local communities and to demonstrate the industry's economic contribution.
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Robert E. Ripley and Marie J. Ripley
Discusses the problem of managing and empoweringthose employees in the USA whose employment isprotected by special legislation – minority groups – whenthey do not work responsibly.
Abstract
Discusses the problem of managing and empowering those employees in the USA whose employment is protected by special legislation – minority groups – when they do not work responsibly.