Hospitality, Restaurant, and Tourism Management Degree Programs and the Issue of Student Preparedness

Agrusa, Jerome; Tanner, John F.; Coats, Wendy

doi:10.1080/10963758.2004.10696785

Cited by 10 publications

(3 citation statements)

References 18 publications

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“…The Downloaded by [University of Otago] at 04:41 03 October 2015 main shift has been moving from its home economics and foodservice management origins to a business foundation and hospitality-oriented courses (Chathoth & Sharma, 2007;Rappole, 2000). This change has been a result of the industry demanding that hospitality graduates possess both fundamental knowledge in business and industry-specific knowledge, relevant competencies, and appropriate management skills to operate hospitality businesses (Agrusa, Tanner, & Coats, 2004). Rappole (2000) stated that the root of most hospitality programs in the United States was home economics.…”

Section: Literature Reviewmentioning

confidence: 96%

Hospitality Higher Education in Illinois: Current Status, Challenges, and Opportunities

Myung

2015

Journal of Hospitality & Tourism Education

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This study analyzed the current status of Illinois's hospitality higher education to identify issues, challenges, and opportunities with an insight into the expectations of hospitality students and faculty. The study identified several important issues, challenges, and opportunities for hospitality programs in Illinois. Issues and challenges included the identity struggle of hospitality programs, perception of home economics, curriculum, and administrative support. Opportunities were anticipated, including the location of the campus, the growth of graduate education, and demand for distance education. Implications of these findings are briefly discussed.

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Section: Literature Reviewmentioning

confidence: 96%

Hospitality Higher Education in Illinois: Current Status, Challenges, and Opportunities

Myung

2015

Journal of Hospitality & Tourism Education

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“…Employees who perceived positive supervisor support were less likely to leave their organizations (Gordon, Tang et al, 2019). Garg and Dhar (2017) (Agrusa, Spears, Agrusa, & Tanner, 2006). Ibrahim, Suan, and Karatepe (2018) assessed supportive supervision as enhancing employees' job engagement while reducing the proclivity to quit.…”

Section: Employee Turnover Intention and Supervisor Supportmentioning

confidence: 99%

Employee Perceived Supervisor Support, Narcissistic Leadership and Employee Turnover Intention: A Literature Review

DISQUE (Ph.D)

2020

strategicjournals.com

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Although supportive leadership produces a genuine relationship between leaders and employees, resulting in higher employee job satisfaction and lower employee turnover intention (Pradhan & Pradhan, 2015), employees may perceive that many factors contribute to negative attitudes at work that increase turnover intention. Many researchers have established that uncivil behavior, toxic leadership, bullying and mobbing increases disengagement and absenteeism and negatively influence the leader-follower dyad and organizational performance. Narcissistic leaders have both positive and negative behavioral traits associated with them, which can be both prominent and damaging to the employees' perceptions of their relationship with their managers, ultimately influencing their intent to stay or leave their job. Retaining skilled employees is essential for an organization's success, but research has been mainly conducted through the lens of the supervisor instead of the employee. Based on the theoretical foundation of the leader-member exchange theory (LMX), the purpose of this literature review was to examine the relationship between the employees' perceptions of supervisor support [PSS] and narcissistic leadership [NL]) on employee turnover intention [TI]. Managers and employees may use the information to improve employee professional development, promote safe and healthy workplaces, improve employee retention, and improve the collaboration of the leader-employee relationships, thus contributing to positive social change.

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“…Therefore, it is becoming necessary to identify and develop the essential needed competencies from graduates and incorporate them into the educational courses Hodges and Burchell, (2003). Tourism and hospitality experts have agelong required that graduates possess the suitable managerial competencies needed to face the ongoing competition Herrera et al, (2003); Agrusa et al, (2004).…”

Section: Introductionmentioning

confidence: 99%

The Essential Managerial Competencies for Tourism and Hospitality Graduates: From the Perspective of Tourism and Hospitality Experts in Egypt

Othman

Anter

Eid

2021

Minia Journal of Tourism and Hospitality Research MJTHR

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Hospitality, Restaurant, and Tourism Management Degree Programs and the Issue of Student Preparedness

Cited by 10 publications

References 18 publications

Hospitality Higher Education in Illinois: Current Status, Challenges, and Opportunities

Hospitality Higher Education in Illinois: Current Status, Challenges, and Opportunities

Employee Perceived Supervisor Support, Narcissistic Leadership and Employee Turnover Intention: A Literature Review

The Essential Managerial Competencies for Tourism and Hospitality Graduates: From the Perspective of Tourism and Hospitality Experts in Egypt

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