Developing behaviorally-anchored scales for evaluating job performance of hotel managers

Umbreit, W. Terry

doi:10.1016/0278-4319(86)90033-2

Cited by 22 publications

(12 citation statements)

References 9 publications

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“…Two streams of research have examined HRM practices in the tourism and hospitality industry. In one stream, a number of studies examined individual HRM practices (Exhibit 2) such as recruitment and selection (Anderson, Provis, and Chappel 2003;Garavan 1997;Ineson 1996;Janes 2004;Martin and Grove 2002), empowerment and involvement (Brymer 1991;Corsun and Enz 1999;Dewald and Sutton 2000;Fulford and Enz 1995;Hales and Klidas 1998;Lashley 1995aLashley , 1995bLashley , 1999Lashley , 2000Sparrowe 1994), leadership and managerial styles (Anastassova and Purcell 1995;Deery and Jago 2001;Hales and Tamangani 1996;Lee-Ross 1993;MacFarlane 1982;Nebel and Stearns 1977;Purcell 1987;Tracey and Hinkin 1994;Worsfold 1989a), performance appraisal (Umbreit 1986(Umbreit , 1987Umbreit, Eder, and McConnell 1986;Woods, Sciarini, and Breiter 1998), and wages (Lee and Kang 1998).…”

Section: Hrm Practices and Outcomesmentioning

confidence: 99%

The Human Dimension

Kuşluvan

Kuşluvan²,

Ilhan³

et al. 2010

Cornell Hospitality Quarterly

433

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Human resources are often seen as one of the most important assets of tourism and hospitality organizations. Numerous studies have examined how employee performance can be managed to contribute to the organizational bottom line. This article is a structured review of the literature regarding key human resources management (HRM) issues in the tourism and hospitality industry. Based on this review, the authors offer an assessment of emerging trends in HRM and a summary of what has been advocated in the literature for managing employee performance.

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Section: Hrm Practices and Outcomesmentioning

confidence: 99%

The Human Dimension

Kuşluvan

Kuşluvan²,

Ilhan³

et al. 2010

Cornell Hospitality Quarterly

433

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“…Although this anticipatory approach to change is generally preferable, in practice most companies tend to take a reactive approach, usually as a consequence of the commonly held view that there is no need for change if current performance is satisfactory (Taucher, 1993). Additionally, the hotel and tourism industry has been heavily criticised for being reactive largely as a result of its strong operational orientation and a tendency to focus on short term results (Frey and George, 2010;Tzchentke et al, 2008;Umbreit, 1986). Smart et al (2004) noted small companies (SMEs) typically do not invest in planning, pursues change haphazardly, and adopts generic or packaged change initiatives.…”

Section: Theoretical Framework -Change Managementmentioning

confidence: 99%

“…Public sector led initiatives that attempt to educate businesses about sustainable development without relation to the practical reality of these operations, or without providing an opportunity for feedback, often fail to achieve results across the whole sector. Such a didactic and passive approach is only likely to engage hotels, a sector noted for its reactive nature (Brown, 1996;Frey and George, 2010;Tzchentke et al, 2008;Umbreit, 1986), with an existing interest in sustainable development issues, and fails to interest those who have not previously considered the approach.…”

Section: "I Think Because We Are Small It Is Easier To Adopt Measuresmentioning

confidence: 99%

The Impact of Climate Change on Small Hotels in Granada, Spain

Jarvis

Ortega

2010

Tourism and Hospitality Planning & Development

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This paper investigates how small hotels in Granada, Spain are responding to climate change. Few hospitality and tourism studies, and those that focus on climate change, consider small firms' perspectives and thus provides a voice to this sector. It explores whether small hotels are aware of climate change issues on their day to day operations, and how they are strategically responding to the change. The findings are framed by Lewin's (1951) three step theory, a cornerstone for understanding organisational change. The research findings, based on interviews with 11 small hotel owners and managers, indicate most of the hotels showed concern and some awareness about the impacts of climate change on tourism in Granada but did not think the impacts would significantly affect their establishments. Some of the hotels were already employing environmental management strategies but felt that the local City Council should act as a catalyst for further and coordinated action on climate change and provide support to the local small hotel sector. Local political inaction was seen as a major barrier to responding to climate change. The majority of hotels had difficulty relating to Lewin's model. Instead the results show managing change should be considered as a continuous process more than a set of distinct and discrete steps.3

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“…This methodology is based upon techniques used by Smith and Kendall (1963); Harari and Zedeck (1973);Fogli, Hulm, and Blood (1971 ); Umbrecht (1984); Farr, Dubin, et al (1980); and Brown (1990). BARS have been developed for assessing performance in a variety of different settings including college teaching, engineering, hotel management, assorted clerical positions related to office management, and Cooperative Extension Service.…”

Section: Methodsmentioning

confidence: 99%