Current Convention Course Offerings at the Top 25 Ranked Hospitality Management Undergraduate Programs: An Analysis of Objectives, Instructional Delivery, and Assessment Methods

Phelan, Kelly Virginia; Kavanaugh, Raphael R.; Mills, Juline E.; Jang, SooCheong

doi:10.1080/15313220903042038

Cited by 13 publications

(6 citation statements)

References 44 publications

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“…Subsequent analysis by the author/s followed the top-25% and bottom-25% ranking approach by Babatunde (2020b). A similar approach has been used by other studies focusing on other top-25 phenomena of interests in general management (Rigby, 2001), operations management (Olson, 2005) and hospitality management (Phelan et al , 2009). Within the context of this present study, Customer focus , Top-management commitment , and Supplier quality management ranked in the top-25%.…”

Section: Resultsmentioning

confidence: 99%

A reprise of TQM practices among construction enterprises in Nigeria

Babatunde

2021

TQM

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PurposeStudies on total quality management (TQM) implementation among construction enterprises in Nigeria have used few TQM constructs and variables and yielded fragmented results. This study adopts comprehensive TQM constructs and variables for comparison with the previous studies to establish the critical variables for effective TQM practices in Nigeria.Design/methodology/approachData collection from a stratified sample of Nigerian construction practitioners with practical or theoretical knowledge of TQM, using web-based questionnaires consisting of twelve validated TQM implementation constructs and 65 variables. 72 home and overseas practicing professionals participated (21% response rate) using nonprobability sampling techniques. Following acceptable Cronbach's alpha reliability values equal to 0.7, the author/s rank-ordered the twelve TQM constructs and 65 TQM variables. Then, they computed the z-scores and the percentiles to identify the TQM critical variables – 75th percentiles and above, contrasted with the threshold normalized values equal to 0.5. Furthermore, Pareto analysis determined the 20% “vital many” responsible for 80% of the problem.FindingsCustomer focus, top management commitment and supplier quality management were the top-25% constructs, while employee involvement, statistical process control and design quality management were the bottom-25% constructs. Thirteen TQM critical variables emerged from the top-25% constructs.Practical implicationsTop management to involve employees to be customer-focused and driven toward suppliers' quality management system. Priority should be given to implementing the critical variables advanced in this study.Originality/valueThis study juxtaposes the results of similar studies for consistency to advance the critical success factors.

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Section: Resultsmentioning

confidence: 99%

A reprise of TQM practices among construction enterprises in Nigeria

Babatunde

2021

TQM

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“…In a study of learning objectives of the top 25 hospitality management programs in US universities, primary objectives included the use of best practices in multiple skill sets, from analyses to budgeting to future trend identification (Phelan, Kavanagh, Mills, & Jang, 2009). These skill sets directly influence future business performance (Phelan et al, 2009). Therefore, possessing the proficiency to understand the quality of a particular "best practice" is an extremely important competence for any business leader.…”

Section: Evidence-based Management: a Critical Strategy For Hospitalimentioning

confidence: 99%

Introducing Evidence-Based Management into the Hospitality Curriculum: A Case Study

Deale

Newton

2014

Journal of Teaching in Travel & Tourism

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Evidence-based methods are standard ways to evaluate and use information in the healthcare field, are adapted for business as "evidence-based management" (EBM), but not commonly implemented in hospitality. This article describes a project introducing EBM in hospitality education. Background information on EBM, results of a survey of educators, students, and industry professionals to determine their views on skills and information needed for hospitality careers and familiarity with EBM, and the experience developing EBM-related curriculum materials are described. Results indicate that stakeholders' views vary, little attention has been devoted to EBM in hospitality, and further exploration of EBM may be useful.

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“…Modern efficient management aims to create a competitive advantage through the speed of reaction to new opportunities and problems, the flexibility of both labor resources and organizational structure, and then the integration of all resources. Competencies are also defined as the scope of knowledge, skills, and responsibilities, as well as powers of attorney and powers granted on the basis of qualifications to act and decide and make judgments (Phelan et al, 2009)…”

Section: Literature Reviewmentioning

confidence: 99%

Diagnosis of competencies in the meetings industry in Poland, Hungary and Ireland in post-COVID-19 period

Walas

Nocoń

Nemethy³

et al. 2021

Problems and Perspectives in Management

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The freezing of economies due to the COVID-19 pandemic caused damage not only on the sales side but also on the labor market due to the outflow of staff from companies specializing in the organization of meetings. The return of the meetings industry sector to the development path will involve skillful change management, including in the area of competencies and skills. To inventory and assess the competencies of employees in the meetings industry, this study was carried out among specialized enterprises in the meetings industry in Poland, Hungary, and Ireland, on samples of two research groups, i.e. the Director General (CEO) and operational employees based on questionnaires and individual in-depth interviews (IDI). The obtained results allowed to establish the hierarchy of self-assessment of own managerial competencies, assessment of the competencies of the CEO by the employees, areas of increasing team competencies, and areas of staff development in the sector shortly, contributing to the recovery from the pandemic crisis. Raising the competencies and qualifications of employees is perceived as one of the most powerful tools for overcoming the pandemic crisis, obtaining 68% positive indications among CEOs in Poland, 77% indications in Hungary, and 84% in Ireland. In all analyzed countries, the meetings industry is indicated as a strategic product of the tourist market. Among the planned long-term actions aimed at overcoming the pandemic crisis, increasing employee competencies is perceived as an opportunity for the companies operating the meetings industry sector (90% in Poland, and 80% in Hungary and Ireland). AcknowledgmentThis study was done in frames of the project “Vocational competences in MICE sector” co-financed in frames of European Union program Erasmus + as part of the program The Dialog for Transformation, Erasmus+, 2020–2021.

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Current Convention Course Offerings at the Top 25 Ranked Hospitality Management Undergraduate Programs: An Analysis of Objectives, Instructional Delivery, and Assessment Methods

Cited by 13 publications

References 44 publications

A reprise of TQM practices among construction enterprises in Nigeria

A reprise of TQM practices among construction enterprises in Nigeria

Introducing Evidence-Based Management into the Hospitality Curriculum: A Case Study

Diagnosis of competencies in the meetings industry in Poland, Hungary and Ireland in post-COVID-19 period

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