The authors estimate the impact on wages of educational mismatch and other components of workers' human capital for a cross-section of 3,314 wage earners in 181 hotels and 121 restaurants in Andalusia. The estimated results show that there is a positive wage premium to over-education in the sector, but also that particular types of education – specific vocational education, languages and computer skills – reap rewards for workers in the marketplace.

This article estimates the contribution of different types of gender segregation to the wage difference between men and women in the hospitality industry. Matched employer-employee data from a sample of hotels and restaurants in Andalusia are used to this end. The data source includes information on 181 hotels and 121 restaurants. Impacts on the wage gap are obtained for two empirical specifications. In the first, equal returns of observable variables are assumed for men and women and, in the second, returns are assumed to be different for each gender. The authors find that industrial and vertical segregation -and to a lesser extent establishment segregation -increase the wage differential. However, horizontal and category segregation help to diminish this, although the impact of the latter is not very substantial. Regarding occupational segregation, women predominate in worst-paid jobs, but their wages drop less than men's earnings. These estimations are robust to both empirical specifications.

The aims of this article are to analyze the determinants of educational mismatch and worker mobility across occupations and firms in the hospitality industry. The educational mismatch is measured comparing the worker's maximum level of attained education and the educational level needed to perform his or her job. A representative survey of 3,314 employees and 302 employers in 181 hotels and 121 restaurants with 8 employees or more was utilized to this end. The econometric analyses suggest that workers can compensate for their shortfall in education with greater amounts of working experience; however, surplus education cannot substitute for tenure and on-the-job training. Likewise, educational mismatch has no impact on labor mobility. However, other factors influence internal and external turnover.

Purpose The purpose of this paper is to analyse whether hotels that use a revenue management system (RMS) outperform non-RMS-users in a context of decreasing demand. Design/methodology/approach A database of chain hotels with a rating of three or more stars was used to estimate MANOVA and ANOVA models to analyse the role of RMSs in hotel performance. Findings In a context of strong competition in prices and surplus capacity, the findings suggest that RMSs have been more effective in improving occupancy than in achieving higher rates. Also, the use of RMSs did not have a significant impact on hotel labour productivity. Research limitations/implications Managers may believe that they have adopted an RMS when, in fact, they have not fully done so. In addition, establishment-level unobserved heterogeneity, such as the quality of management or unobserved quality of service, cannot be fully controlled because of the nature of the data used. The main implication of this paper is that the potential of RMSs as revenue enhancer might be influenced by unstable market and economic conditions. However, the absence of significant effects on RevPAR performance might be also the result of firms’ adopting inadequate RM strategies. Further research could investigate whether the findings are context-specific or whether firms are failing to implement effective RMSs for other reasons. Originality/value The approach used in this paper is new to the literature, given that it uses statistical methods to analyse the impact of implementing an RMS on hotel performance under specific economic conditions and using alternative indicators.

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