Crisis Management Strategies in Jordanian Hotel Industry

Murad, Maisoon Abo; Alkharabsheh, Abdullah Abbas; Al-Kharabsheh, Abdulrahman

doi:10.14505//jemt.v12.2(50).27

Cited by 11 publications

(7 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In this regard, both employers and employees in these organizations can play a significant role to save the environment through different practices. However, employee turnover in the Malaysian hotel industry has been a serious problem due to high reliance on human resources while most of them are millennial employees (Abo-Murad & Abdullah, 2019; Albattat & Som, 2014; Zainol et al, 2015). Furthermore, moral impact and financial losses due to employee turnover in the hotels cannot be ignored (Albattat & Som, 2013; Hemdi & Rahman, 2010).…”

Section: Introductionmentioning

confidence: 99%

Green Human Resource Management (GHRM) Practices and Millennial Employees’ Turnover Intentions in Tourism Industry in Malaysia: Moderating Role of Work Environment

Islam

Jantan

Yusoff

et al. 2020

Global Business Review

View full text Add to dashboard Cite

This study examines the role of green human resource management (GHRM) practices, such as green recruitment and selection, green training, green performance management, green involvement and green rewards, and pays attention on the turnover intention of the millennial employees working in the hotels (3-, 4- and 5-star). Moreover, the study examines the moderating role of work environment on the relationship between those GHRM practices and turnover intention. Researchers collected 162 useful survey questionnaires from 200 distributed questionnaire among the millennial employees, who work in hotels. Analysis of the data through partial least squares structural equation modelling reveals that the green involvement and green pay and reward only impact on reducing turnover intention of millennials while other GHRM practices do not have direct impact on turnover intention of millennials. Interestingly, this study does not find any moderating effect of work environment on the relationship between GHRM practices and turnover intention of millennials working in hotels in Malaysia. This study extends the literature relating to GHRM and work environment and turnover intention of millennials. Furthermore, this is the first empirical research ever done so far relating to GHRM practices and turnover intention of millennials in hotel industry literature. Implications of the findings, as well as research limitations and directions for future scholars, have been discussed.

show abstract

Section: Introductionmentioning

confidence: 99%

Green Human Resource Management (GHRM) Practices and Millennial Employees’ Turnover Intentions in Tourism Industry in Malaysia: Moderating Role of Work Environment

Islam

Jantan

Yusoff

et al. 2020

Global Business Review

View full text Add to dashboard Cite

show abstract

“…Dealing with crisis management is essential in the hotel industry. Murad et al [179] determine the crisis management strategies employed by five-star hotels and discussed the coping and reaction methods employed to manage these crises. Martinez et al [180] stress that hotel companies should seek to establish a green positioning strategy that can create goods and services that have both high-value and green qualities.…”

Section: Hotel Industrymentioning

confidence: 99%

Smarter Sustainable Tourism: Data-Driven Multi-Perspective Parameter Discovery for Autonomous Design and Operations

Alsahafi¹,

Alzahrani²,

Mehmood³

2023

Preprint

View full text Add to dashboard Cite

The Global natural and manmade events are exposing the fragility of the tourism industry and its impact on the global economy. Prior to the COVID-19 pandemic, tourism contributed 10.3% to the global GDP and employed 333 million people but saw a significant decline due to the pandemic. Sustainable and smart tourism requires collaboration from all stakeholders and a comprehensive understanding of global and local issues to drive responsible and innovative growth in the sector. This paper presents an approach for leveraging big data and deep learning to dis-cover holistic, multi-perspective (e.g., local, cultural, national, and international) and objective information on a subject. Specifically, we develop a machine learning pipeline to extract parameters from academic literature and public opinions on Twitter, providing a unique and comprehensive view of the industry from both academic and public perspectives. The academic-view dataset was created from the Scopus database and contains 156,759 research articles from 2000 to 2022, which were modelled to identify 33 distinct parameters in 4 categories: Tourism Types, Planning, Challenges, and Media &amp; Technologies. A Twitter dataset of 485,813 tweets was collected over 18 months starting March 2021 to August 2022 to showcase public perception of tourism in Saudi Arabia, which was modelled to reveal 13 parameters categorized into two broader sets: Tourist Attractions and Tourism Services. Discovering system parameters are re-quired to embed autonomous capabilities in systems and for decision-making and problem-solving during system design and operations. The proposed approach improves AI-based information discovery by extending the use of scientific literature, Twitter, and other sources for autonomous, dynamic optimizations of systems, promoting novel research in the tourism sector and contributing to the development of smart and sustainable societies. The paper also presents a comprehensive knowledge structure and literature review of the tourism sector based on over 250 research articles.

show abstract

“…One of the biggest issues hotel managers deal with daily is employee turnover. (Abo-Murad & Abdullah, 2019). Researchers tend to focus more on turnover intention than turnover itself.…”

Section: Turnover Intentionmentioning

confidence: 99%

الاختلافات بين الجيل Y والجيل Z في النتائج التنظيمية بين موظفي الخطوط الأمامية في فنادق القاهرة. Gen Y and Gen Z Differences in Organizational Outcomes among Frontline Employees in Cairo Hotels.

فوزي

2023

مجلة المعهد العالي للدراسات النوعية

View full text Add to dashboard Cite

The workplace in the hospitality industry comprises employees of various generations and ages. Aware of the fact that employees are the organization's most highly valued resource, human resource experts, academicians, and sociologists worldwide are searching for ways to help them fully utilize their potential. However, few studies have investigated Generational Differences in Organizational Outcomes in the hotel industry, particularly in frontline employees. Therefore, this study investigates the differences between generation Y and generation Z in organizational outcomes on frontline employees in Cairo hotels. This study used an online questionnaire to collect data from a sample of frontline employees that consisted of four hundred and seventy-six (n 476) employees. The study results showed a generational difference between Gen Y and Gen Z in organizational outcomes; on one hand, Gen Y has a higher job satisfaction and Job commitment than Gen Z. on the other hand, Gen Z has a higher turnover intention than Gen Y. This research contributes to theoretical and practical knowledge, in providing evidence on the generational differences in organizational outcomes. Practically, this study provides deeper understanding and further insights for hotel managers in Egypt to consider different generations gap towards organizational outcomes.

show abstract

Crisis Management Strategies in Jordanian Hotel Industry

Cited by 11 publications

References 0 publications

Green Human Resource Management (GHRM) Practices and Millennial Employees’ Turnover Intentions in Tourism Industry in Malaysia: Moderating Role of Work Environment

Green Human Resource Management (GHRM) Practices and Millennial Employees’ Turnover Intentions in Tourism Industry in Malaysia: Moderating Role of Work Environment

Smarter Sustainable Tourism: Data-Driven Multi-Perspective Parameter Discovery for Autonomous Design and Operations

الاختلافات بين الجيل Y والجيل Z في النتائج التنظيمية بين موظفي الخطوط الأمامية في فنادق القاهرة. Gen Y and Gen Z Differences in Organizational Outcomes among Frontline Employees in Cairo Hotels.

Contact Info

Product

Resources

About