Do hotel REIT companies face investment constraints? A comparison with C-corporation hotel companies

This study investigates whether corporate investment by REIT hotel companies (hotel REITs hereafter) is more constrained than investment by C-corporation hotel companies (hotel C-corps hereafter). The investments of hotel REITs and hotel C-corps are examined by comparing the sensitivities of investment to cash flow and investment opportunities between the two groups. Results show that the sensitivity of investment to cash flow is positive and significantly higher for hotel REITs than for hotel C-corps, suggesting that hotel REITs are likely to experience more constraints on their corporate investment. This finding suggests that hotel firms and owners should be more cautious about electing to be a REIT if they are planning large investments in the future. In addition, this finding has policy implications; even a small reduction in the rate of mandatory dividend payouts could significantly increase hotel REITs’ corporate investments.     

Enforcing and re-enforcing trust: Employers,managers and upper-white-collar employees in Finnish manufacturing companies, 1920–1980

In this article employee–employer relations with respect to upper-white-collar employees in Finnish large-scale companies are investigated. The period is from the 1920s to the 1980s. The article shows that the employee–employer relations were during the whole period based on mutual trust. In spite of significant transformations in the labour market practices and in interest formulation and unionisation among these employees, it was in the interests of both parties to maintain these trustful relations. However, the tools with which to maintain such relations changed and adapted. The process was not easy, and was marked by elements of conflict and tension. The elements of trust had to be actively strengthened and rebuilt, especially in the 1960s and 1970s. But as the post-war economic and societal model was marked by a striving for consensus and the smoothing out of conflicts in order to promote industrialisation and growth, the institutional model also supported the maintaining of mutual trust and loyalty between the employees and the employers.     

Fairness perceptions and work attitudes revisited: roles of employee specialty,hospital level and ownership

Compensation is widely acknowledged as an important job element in the eyes of employees. Health care is a special industry in which compensation received by employees differs greatly. This study examines empirically the relationships between hospital employees' perceptions of compensation fairness and their work attitudes, taking into account the roles of employee specialty, hospital level and ownership. Using data from 2,938 employees of thirty hospitals in Taiwan, the results indicate that fairness perceptions and work attitudes differ significantly among hospital employees according to their specialties. Hospital level and ownership exert impacts on employees' fairness perceptions, although not on their work attitudes. A positive relationship is observed between fairness perceptions and work attitudes of hospital employees.     

The Otus theory of hotel demand and supply

The structural balance of an economy and the economic policies that influence its development are shown to be determinants of the volume and structure of hotel supply. Similarly, these features of an economy are also shown to be determinants of the volumes of domestic hotel business and leisure demand.     

Hotels and restaurants—are the risks rewarded? Evidence from Norway

The purpose of this paper is to apply accounting-based risk measures to describe and compare the risk involved in accommodation and restaurants to three other industries. It is found that the variation in earnings is particularly high in construction, but also significant in accommodation and restaurants. The volatility in construction is caused by variance in sales. Construction companies experience low profits when the economy is depressed, while earnings boom when the economy progresses. On the other hand, earnings in retail are stable. It appears that retailing provides low risk and steady profits.The sales variance in accommodation and restaurants is fairly low. The high variability in earnings is mainly caused by operational and financial leverage. Despite the high total risk, hotels and restaurants earn less profit than the other industries examined. Apparently, the market does not reward self-inflicted risk induced by high leverage. Perhaps Norwegian accommodation providers and restaurant keepers have concerns other than maximising profit and minimising risk, and owners’ lifestyles are reflected in the financial accounts. An alternative explanation might be that the accommodation/catering sector has had unrealistic expectations in the period covered by the research.     

How to motivate your older employees to excel? The impact of commitment on older employees’ performance in the hospitality industry

This study examined the relationship between employee age and performance, defined as in-role performance and organizational citizenship behaviors (OCB), using a sample of 599 hospitality employees from Hong Kong. Results of a regression analysis indicated a negative relationship between age and in-role and OCB. We also examined whether organizational commitment is a necessary condition for older workers to perform well. Findings indicated that organizational commitment moderated the relationship between age and work performance, such that the relationships were strong and negative only when commitment was low.     

Benefit of Employees and Motivation for Earnings Manipulation—— A Case Study of Employee Shares

The employee shares of Guilin Jiqi became tradable in stock exchanges from June 2000. The firm coincidently made up her profit disclosed in the semi-annual report. After ruling out other explanations, we find that the fraud of Guilin Jiqi seems to be intended to help her employees （not including top managers） to reap profits at the expense of misled investors. Our findings offer a potential insight into relating employee shares to insider selling.     

Management of the change process in hotel companies: An investigation at unit level

The management of change has become an organisational necessity in the 1990s and will continue to be a major factor in the management of hotel companies in the future. This article investigates and evaluates management of the change process at unit level in hotel firms. The data was gathered through in-depth semi-structured interviews with ten hotel managers in the UK. Lewin's three-stage model was found to be of limited use in practice. A five-stage model of the change process emerges from the research findings. This model reflects a more practical view of the management of change as an on-going, continuous process. Finally, the limitations of the research are discussed and further research areas identified.     

Are 18 Holes Enough for Tiger Woods?

This article addresses the selection problem in promotion tournaments. I consider a situation with heterogeneous employees and ask whether an employer might be interested in repeating a promotion tournament. On the one hand, this yields a reduction in uncertainty over the employees’ abilities. On the other hand, there are costs if a workplace stays vacant.