Increasing productivity in small hotels: are academic proposals realistic?

Lee‐Ross, Darren; Ingold, Tony

doi:10.1016/0278-4319(94)90020-5

Cited by 30 publications

(20 citation statements)

References 8 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In addition, in many small businesses uniforms are not needed as orientation as it is quite easy for consumers to orientate themselves. Furthermore, in many small hotel businesses one individual is responsible for various functional areas and division of labor is more prevalent in Hong Kong [41,42].…”

Section: Discussionmentioning

confidence: 99%

The Impact of Employee Uniforms on Job Satisfaction in the Hospitality Industry

Karch¹,

Peters²

2017

J Hotel Bus Manage

View full text Add to dashboard Cite

Uniforms play a major role during any service encounter and can impact stakeholder experience. The authors review current literature in the field of uniform provision in the hotel industry and present a comparative study from two different cultural settings: Hong Kong SAR, China and Tyrol, Austria. The research gathered quantitative data from those that wear business attire or uniforms and are engaged in the provision of services and or products alike. The data presents six factors, which describe uniform wear influences on customer contact employees. The overall result shows, that in the three highest scores, contact staff considered their job pleasant; uniforms communicate to others that one belongs to the organization, and they were very satisfied with their current job. On the other spectrum, the lowest scores were collected for wearing a uniform towards improving the job satisfaction, and the lack of involved in uniform design process.

show abstract

Section: Discussionmentioning

confidence: 99%

The Impact of Employee Uniforms on Job Satisfaction in the Hospitality Industry

Karch¹,

Peters²

2017

J Hotel Bus Manage

View full text Add to dashboard Cite

show abstract

“…Among the reasons often cited for this are characteristics of the Hospitality industry such as seasonality, high labor intensity and the difficulty of substituting capital investments for labor (Lee-Ross & Ingold, 1994).…”

Section: Labor Productivity -The Use Of Staffing Guides and Other Promentioning

confidence: 99%

“…Moreover, there isn't even an agreed upon definition of what a hotel's labor productivity is (Hu & Cai, 2004 as a result, academic knowledge of industry practices may be patchy (Lee-Ross & Ingold, 1994).…”

Section: Labor Productivity -The Use Of Staffing Guides and Other Promentioning

confidence: 99%

“…A typical definition is simply the ratio of outputs produced to inputs consumed. However, some feel that this definition is an outdated construct of the manufacturing era (Baker & Riley, 1994;Jones & Hall, 1996), or that it cannot capture the qualitative differences in the service industry (Anderson, Fornell & Rust, 1997;Heap, 1996;Lee-Ross & Ingold, 1994). Hotel guests' perception of quality is based on the physical characteristics of the property, the level of service received and the pleasure derived from the food and beverage products they consume.…”

Section: Review Of Literaturementioning

confidence: 99%

See 1 more Smart Citation

Labor Productivity–The Use of Staffing Guides and Other Productivity Methods in U.S. Hotels: A Survey Study

Dougan

2011

The Journal of Hospitality Financial Management

View full text Add to dashboard Cite

“…According to previous studies, human resource management practices contribute to improving F&B performance including turnover rate [13,16], labor productivity [17][18][19][20], asset and equity return, and profit margin [21][22][23]. Numerous studies on the impact of human resource management on hotel performance have been conducted while, at the same time, dealing with many different industries [12,[24][25][26].…”

Section: Introductionmentioning

confidence: 99%

Human Resource Management Practices on Food and Beverage Performance a Conceptual Framework for the Jordan Hotel Industry

Abukhalifeh

Som²,

Ahmad

2013

J Tourism Hospit

View full text Add to dashboard Cite

IntroductionHuman resource management departments of food and beverage services are often criticized for being a cost center [1][2][3]. This criticism is raised for an unclear reason to see the results of employee management and the difficult outcomes of human resource management efforts. Human resource outcomes are generally measured with intangible factors such as employee satisfaction, customer satisfaction, and customer complaints. Therefore, the results of these measurements are often too indistinct to see the impact on the bottom line. A rapid changing business environment featuring a tight labor market, changing customer demands, and increasing competition, has been a challenge for many of today`s hotels [1,[3][4][5]. Moreover, rapidly changing technologies make it easier to share information and to replicate competitors' strategies and work practices [6][7][8][9][10]. To address these challenges, scholars and academicians have emphasized the use of competitive strategies [1,8], that account for core competencies and capabilities with human resources. The emphasis of human resources to improve food and beverage performance has become stronger [2,5], not only because they cannot be easily imitated by competitors, but because they provide an effectively fast response to market demands [11][12][13]. Furthermore, several academicians have asserted that human resource management is increasingly more important to the food and beverage service performance under such labels as, hotel capabilities, high performance work systems, process management, and high performance teams [1,14].Becker and Gerhart [15] argued that human resource management decisions influence hotel performance by either improving hotel efficiency or increasing business revenues. According to previous studies, human resource management practices contribute to improving F&B performance including turnover rate [13,16], labor productivity [17][18][19][20], asset and equity return, and profit margin [21][22][23]. Numerous studies on the impact of human resource management on hotel performance have been conducted while, at the same time, dealing with many different industries [12,[24][25][26]. However, Cappelli and Neumark [27] stated that there is an advantage of studying within a single industry. Such a limited population, they argued, ensures that a measured hotel performance is comparable across observations, that measured hotels` performance is similar across observations. Ichniowski et al. [28] supported the advantage of studying within a single industry by suggesting the measurement of hotels` performance. Human resource practices, and control variables were more precise when a study focused on a practical industry. They also added that the automatic controls for factors differ among industries. Despite the hospitality industry`s unique feature of labor intensity, only a few studies have investigated the impact of human resource practices on food and beverage performance such as decreased turnover rates, increased labor productivity, and incre...

show abstract

Increasing productivity in small hotels: are academic proposals realistic?

Cited by 30 publications

References 8 publications

The Impact of Employee Uniforms on Job Satisfaction in the Hospitality Industry

The Impact of Employee Uniforms on Job Satisfaction in the Hospitality Industry

Labor Productivity–The Use of Staffing Guides and Other Productivity Methods in U.S. Hotels: A Survey Study

Human Resource Management Practices on Food and Beverage Performance a Conceptual Framework for the Jordan Hotel Industry

Contact Info

Product

Resources

About