Human Resource Management in a Hospitality Environment

Chesser, Jerald W.

doi:10.1201/9781315366517

Cited by 8 publications

(9 citation statements)

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“…If the customer is satisfied, he/she generates more demand and thus additional revenue for the hotel. The consumer's reaction is communicated through the chains of production and delivery, often requiring analysis and possibly changes [23]. Hotel employees affect each point of this chain, and based on the interaction with a customer, they modify the development and provision of the products.…”

Section: Theoretical Knowledgementioning

confidence: 99%

Age and Educational Diversification of Hotel Employees and Its Impact on Turnover

2019

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This paper examines the increasing turnover in the hotel industry, which has a negative influence on the quality of services provided, as well as customer satisfaction. Hotel managers are forced to hire new employees in order to secure smooth hotel operations as well as replace those employees who have left for their competitors. Newly hired employees need to be instructed and trained, which has a negative influence on hotel costs. We assume that both an employee’s age and the level of education determines the quality of their performance at work, as well as their personal stability, thus having an influence on business sustainability. This paper analyzes the age and education diversification of employees in four-star and five-star hotels in Slovakia, and its impact on employee turnover. The research was undertaken in 2019, with a research sample comprising 1085 individuals employed in selected chain and independent hotels. We examined the opinions of employees from different ages and education levels about their retention and changes of employment. Statistical testing confirmed the relation between turnover and the educational level of the employees. However, the correlation between turnover and age was rejected. We analyze the different perceptions of retention and job change of employees from different age groups. The revelation of the causes as to why employees might leave a hotel could help managers change their philosophy and the processes of human resources management in favor of developing a sustainable company.

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Section: Theoretical Knowledgementioning

confidence: 99%

Age and Educational Diversification of Hotel Employees and Its Impact on Turnover

2019

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“…Walaupun hasil penelitian yang didapatkan positif bahwa pelatihan dan pengembangan mempengaruhi kinerja karyawan hotel Fairmont Sanur Beach Bali, namun dari uji koefisien determinasi, pelatihan dan pengembangan hanya mempengaruhi kinerja sebesar 53,9% dan sisanya dipengaruhi oleh variabel-variabel lain yang tidak diteliti dalam penelitian ini. Berdasarkan hasil wawancara dengan beberapa karyawan dan tinjauan pustaka, beberapa variabel lain yang mungkin dapat mempengaruhi kinerja karyawan adalah, kompensasi, benefit dan asuransi, kepemimpinan yang baik, dan kondisi organisasi yang kondusif (Chesser, 2016;Dessler, 2016;Hayes & Ninemeier, 2016;Torrington, Hall, Atkinson & Taylor, 2014). Hal-hal tersebut merupakan tanggung jawab departemen Human Resources pada hotel dalam menentukan kebutuhan karyawan untuk meningkatkan kinerjanya.…”

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Yulius¹,

Hezkiel²,

Hans³

et al. 2019

JIP

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The hospitality industry is the part of the tourism industry which is the 4th highest devisa contributor of Indonesia. Bali nicknamed as the Island of Gods is one of the most favorite destination with stable and increasing number of visitors each year. One of the most important part of a hotel is its' human resources and as the heart of the hotel, the performance of the room division staffs can be used as a benchmark of the hotel's success. Performance improvement can be done with training and development. This research intended to measure the impact of training and development as indepent variables toward staffs' performance as the dependent variable in room division of Hotel Fairmont Sanur Beach Bali. This research used descriptive quantitative method and correlational analysis. The sample in this research was 66 staffs from both the Front Office and Housekeeping determined with Slovin formula. Using the measurement of determinant coefficient, it was discovered that training and development influence the performance by 53,9% while the rest was influenced by other variables outside this research. From the result of this research, it may be concluded that training and development influenced the room division staffs performance positively, whether partially and simultaneously.

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“…Service-oriented organization such as fast food restaurants in Nigeria are not exceptional as most of them possess cultural attribute that distinguished them from another either in terms of service delivery, pricing, customer attraction, retention and environmental sustainability policies (Chesser, 2016;Akande, 2014). Organisational culture has contributed positively to firms' growth and development.…”

Section: Introductionmentioning

confidence: 99%

“…However, a research by O'Reilly, Chatman and Caldwell (1991); and Chatman and Jehn (1994) revealed that organisational culture of most firms is characterized with innovation and risk taking; attention to detail; outcome orientation; people orientation (respect for people); team orientation; aggressiveness; and stability. ut Cameron and Quinn (1999) typology showcases the culture obtainable in service oriented organizations such as fast food restaurants which include clan culture, market culture, adhocracy culture and hierarchy culture (de Pablos, Tennyson and Zhao, 2012;Gaol and Hutagalung, 2015;Chesser, 2016;and Akande, 2014).…”

Section: Introductionmentioning

confidence: 99%

“…Since food is one of the physiological needs of man; hospitality firms gives it precise attention in terms of cleanliness, tastefulness and quality standards (Gaol and Hutagalung, ISSN: 1430-3663 Vol-14-Issue-6-November-December-2019 P a g e | 1073 2015; Chesser, 2016). Clan culture exists in most hospitality firms as teams are usually involved in every section of the industry beginning from the production to service departments (Chesser, 2016;de Pablos, Tennyson and Zhao, 2012). Nevertheless, it has been shown that one of the objectives of every firm is for their culture to improve the performance of their employees' that is measured on effectiveness and efficiency (McShane and Von Glinow, 2018).…”

Section: Introductionmentioning

confidence: 99%

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Organisational Culture Dimensions And Employee Performance In Nigerian Fast Food Restaurants

Edeh¹,

Ugwu²,

Ikpor³

et al. 2020

gis

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This study investigates the effect of organisational culture dimensions on employee performance in Nigerian fast food restaurants using cross-sectional survey. Forty fast food restaurants were selected using simple random sampling. Nine hundred and twenty five employees were surveyed. Sample size of two hundred and seventy two was ascertained with Krejcie and Morgan. Method for data collection is questionnaire. Two hundred and thirty nine copies of questionnaire were retrieved out of two hundred and seventy two copies administered. Simple linear regression was used to analyse the hypotheses with the aid of IBM SPSS 20.0. This study found that organisational culture dimensions predicted with clan culture and market culture has a positive significant effect on employee performance. It concludes that organisational culture dimensions measured in terms of clan culture and market culture engenders employee performance through effectiveness and efficiency. One of the practical implications is that Nigerian fast food restaurant practitioners should clearly define their clan culture for newcomers to imbibe to enable them increase their performance.

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Human Resource Management in a Hospitality Environment

Cited by 8 publications

References 0 publications

Age and Educational Diversification of Hotel Employees and Its Impact on Turnover

Age and Educational Diversification of Hotel Employees and Its Impact on Turnover

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Organisational Culture Dimensions And Employee Performance In Nigerian Fast Food Restaurants

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