Tackling food waste in all-inclusive resort hotels

Food waste remains a serious environmental and economic concern within the hospitality and tourism industry. This study therefore investigates how managers, chefs, and employees in all-inclusive hotels view the impact of food waste and extant waste reduction processes in their workplaces. It explores (1) why and how food waste occurs, (2) employees’ perceptions of the reasons behind food waste, and (3) how it can be reduced in all-inclusive hotels. Semi-structured face-to-face interviews were undertaken with 33 individuals working in all-inclusive hotels in Turkey. The findings indicate that guest behaviors, preferences, and attitudes are perceived as the primary stimulants of food waste. The findings also suggest that guests’ cultural backgrounds influence their eating behaviors, further contributing to the volume of waste generated. As such, this study provides a nascent exploration of employee perceptions of the reasons behind food waste, and how best to reduce it, in the all-inclusive resort hotel context.     

A multilevel investigation of the link between ethical leadership behaviour and employees green behaviour in the hospitality industry

The present study develops a multilevel model that examines the effects of supervisory ethical leadership behavior at the team level on employees green behaviour mediated by CSR at the organisational level, employees well-being, and taking responsivity at the individual level. Data were collected from a sample of 936 supervisors and 2284 employees from 184 hotels in United Arab Emirates. Utilizing multisource data and multilevel path analysis, the results indicated that supervisory ethical leadership behavior has indirect effect on green behavior through CSR, employees-wellbeing and taking responsibility behavior. These findings provide important implications for ethical leadership-green behavior link by developing and validating a multilevel model empirically in the hospitality industry.     

Sales skills in the hospitality industry

Two surveys were conducted with the intention of increasing insight into the nature of sales in today's hospitality industry. One hundred U.S. hotel sales and marketing managers were surveyed about attitudes within the hotel sales community regarding training, salesmanship, qualities of effective salespeople, and related issues. Also, the training directors of fifteen hotel companies were interviewed concerning their training programs for entry-level salespeople. Presentation of the results of these surveys is preceded by commentary from the literature and from selected hotel sales executives regarding the unique nature of sales in the hospitality industry.     

Understanding corporate philanthropy in the hospitality industry

This study makes a unique contribution to the corporate social responsibility literature, both from a theoretical perspective and corporate philanthropy (CP) perspective that has been under-researched so far. Specifically, it extends the investigation of the motives of CP to the hospitality industry in the emerging country of Taiwan and is the first examination of the determinants of CP in the hospitality industry based on the value enhancement (VE) and agency cost (AC) theories. Previous studies found that either AC or VE determinants, not both, play a major role in making philanthropy decisions. This study reveal new and interesting findings using the data from 13 publicly traded hospitality companies in Taiwan collected between 1996 and 2011. Panel regression test results show that both VE determinants (labor intensity and profitability) and AC determinants (board size and the ratio of independent directors to total directors) were found to be significant factors in explaining the discretionary behavior of CP in the hospitality industry. Furthermore, the lagged philanthropy-to-sale ratio was also significantly related to CP decisions in the hospitality industry in Taiwan, suggesting that the behavior of CP in the Taiwanese hospitality industry is persistent. The possible explanation is that changing philanthropy pattern may lead to market-adverse expectations and reactions and damage the reputation of companies.     

Opportunistic behaviour in hospitality franchise agreements

This paper combines agency and social exchange theoretic perspectives to examine opportunistic behaviour in hospitality franchise agreements. It identifies and analyses the opportunistic behaviour of both franchisors and franchisees through a qualitative study of Turkish hospitality franchisees. A model of opportunistic behaviour and social exchange is developed from the study for further empirical testing. The model depicts different categories of franchisee behaviour, how franchisee behaviour is influenced by the behaviour of franchisors, the relevant characteristics of social exchanges between franchisors and franchisees, and the outcomes of those exchanges. As such, the study provides a complementary perspective of franchise opportunism and exchange relationships. A number of implications for hospitality franchise stakeholders are identified as a result.     

The measurement of concentration in the hospitality industry

The development of a computerised data base capable of modification and updating together with both statistical and behavioural studies of market structure, conduct and performance offers a theoretical and empirical framework within which the hospitality service can be analysed and the businesses within it. This paper sets out a methodology for measuring one aspect of market structure — concentration — in one of the component sectors of tourism as a first step in this process. The computer programs are already developed and successfully run in measuring concentration in another service industry, namely retail distribution.     

Literature in strategic management in the hospitality industry

This literature review of the research in strategic management in the hospitality industry covers the 2 year period of 2002–2003. Using a contingency model framework for the analysis the research reported in refereed journals in the field of hospitality is reported. Additionally, research that considered the context of the hospitality industry but published in non-hospitality refereed journals was also included. Key issues and needs in the area are provided at the conclusion.     

Research on information technology in the hospitality industry

This paper reviews recent research on information technology in the hospitality industry. The analysis revealed three broad research areas: the Internet's effects on distribution; on pricing; and on consumer interactions. Similar to aftermath of the dot com boom, the hospitality industry is realising that the information technology has unintended effects and prognosticators are often wrong. While the reviewed articles provide sound advice for hospitality operators and a rich stream of future research for academics, poor rigor and a lack of relevance throughout the reviewed journals underscore a worrying trend in hospitality research.     

Operational issues and trends in the hospitality industry

This article makes some predictions about the future by considering operational issues in the first part of the next century. Hospitality operations management is considered at two levels — the firm level at which strategic operations management takes place; and the unit level. It is proposed, using a model developed by Jones (1999, International Journal of Contemporary Hospitality management), there are seven strategic concerns: location, integration, affiliation, configuration, organisation, implementation and adaptation. For unit operations management the framework of analysis is based on Lockwood and Jones (1989, The Management of Hotel Operations). This identifies seven key result areas: assets, employees, capacity (or customers), productivity, service, income (or control), and quality. Using these frameworks an assessment is made of current issues and trends in hospitality operations management, leading to a prioritisation of possible future outcomes.     

Operations management perspectives and the hospitality industry

This paper examines the links between operations management principles developed in manufacturng industry and problems presented by service industries, such as the hospitality industry. The value and applicability of O.M. perspectives is discussed and several examples of recent and potential application are given.     

Employment of the workforce with disabilities in the hospitality industry

A three-stage Delphi study was conducted with experts and professionals working in the fields of disability and hospitality in order to identify some basic principles with respect to employment of people with disabilities (PWD). The potential effects of employing PWD on safety, cost, efficiency, service quality and management were investigated. Potentials and limitations of people with different types and degrees of disabilities with regard to jobs in the hospitality industry were also questioned. A notable guiding principle emanating from this study is that hiring of employees should be based on merit, suitability and capability of the candidate, regardless of the presence or degree of disability. Another important outcome is that the job or task appointed to PWD should not deteriorate the disability. A common guideline expressed by the participants was that jobs which critically require a certain sense or ability are not suitable for PWD who do not possess this sense or ability even with the aid of technology or by other means. However, apart from such extreme and obvious cases, experts mostly agree that PWD can fulfill any task in the hospitality industry as long as their professional knowledge and skills fit those tasks.     

Turnover intention in the hospitality industry: A meta-analysis

This study meta-analytically examined 35 antecedents of turnover intention in the hospitality industry. Results based on 391 correlations from 144 independent studies indicated that work attitudes, job strains, and role stressors/interrole conflicts showed relatively large effects on turnover intention. Compared to the findings from previous meta-analyses in other industry contexts, burnout, role stressors/interrole conflicts, coworker support had stronger relationships with hospitality employees’ turnover intention. The results also showed some evidence of national cultures and job levels being the potential moderators of the relationships between turnover intention and its antecedents.     

Organizational culture on customer delight in the hospitality industry

Compared with customer satisfaction, customer delight is considered a more effective indicator of customer relationship management in the hospitality industry. As researches have suggested that organizational culture plays a vital role in providing customer delight service in the hospitality industry, this study initiated to investigate customer delight from the perspective of organizational culture. The investigation was based on multilayer cultural theories, and the domains of customer delight culture were identified in this study by applying a qualitative approach and content analysis. Finally, a framework of the customer delight culture was then developed to clearly understand the insights of organizational culture on customer delight.     

Patterns of occupational segregation by gender in the hospitality industry

This paper investigates the different patterns of occupational gender segregation in the hospitality industry in Andalusia. The methodology is based on the segregation curve and different segregation measures. The results show that cleaning jobs, customer service and jobs with less responsibility in the area of administration are dominated by women, whereas maintenance, jobs with a high level of responsibility in the areas of kitchen, restoration, and administration are dominated by men. Occupational segregation increases as the age of the workers and size of the establishment increase, but decreases with level of education and is less common among workers with training contracts, whereas it is greater among part-time and seasonal workers. Horizontal segregation is more marked than vertical segregation in the hotel industry, but horizontal and vertical segregation is similar in restaurants. Finally, vertical segregation decreases with the size of the establishment, whereas horizontal segregation increases.     

Is low unionisation in the British hospitality industry due to industry characteristics?

Low recognition and concomitant characteristics of a union presence are key factors associated with very low union membership in the British hospitality industry (HI) but there may be exceptional factors in the HI that render it more amenable to union membership after standard explanations are accounted for. Although the lessons for unions are to seek greater employer legitimacy at the same time as securing membership, recognition rates would have to increase by six times to double the rate of union density in the HI and satisfy ‘frustrated’ demand for unionisation. Questions are also raised about the utility of the statutory recognition procedures and current union organising and retention strategies.     

Cross-cultural negotiations in the hospitality industry: the Japanese market

The growing importance of travel and tourism to the economy of the United Kingdom is widely acknowledged. The increasing contribution made by travellers from Japan to the income of this industry has also been acknowledged. The authors review the guidance given in the literature to those responsible for negotiations with representatives of the Japanese market and compare this with their own findings obtained from interviews at senior management level in London hotels for which the Japanese market represents a significant proportion of their business. It emerges that certain guidelines can be identified which will help managers in the hospitality industry prepare themselves for negotiations with the greater probability of a successful outcome.