Employee stress is a significant issue in the hospitality industry, and it is costly for employers and employees alike. Although addressing and reducing stress is both a noble goal and is capable of resulting in expense reductions for employers, the nature and quantity of hospitality employee stress is not fully understood. The first aim of this study was to identify common work stressors in a sample of 164 managerial and hourly workers employed at 65 different hotels who were each interviewed for eight consecutive days. The two most common stressors were interpersonal tensions at work and overloads (e.g., technology not functioning). The second aim was to determine whether there were differences in the types and frequency of work stressors by job type (i.e., managers v. non-managers), gender, and marital status. Hotel managers reported significantly more stressors than hourly employees. There were no significant differences by gender or marital status. The third aim was to investigate whether the various stressors were linked to hotel employee health and work outcomes. More employee and coworker stressors were linked to more negative physical health symptoms. Also, interpersonal tensions at work were linked to lower job satisfaction and greater turnover intentions.

No abstract

The tourism industry is well known as one where operating managers have had to make sacrifices in their family and personal lives. This article reviews what is known about the work-family interface in relation to hotel managers in an effort to identify ways to gain a strategic advantage in this competitive sector. By integrating research from several disciplines, this article presents a heuristic framework delineating organizational level inputs to workfamily relationships for tourism managers. It examines organizational-, individual-, and family-level outcomes of the interface, as well as the processes linking these components and moderators thought to impact these relationships. Conclusions focus on innovative practices implemented to address work-family concerns. Keywords: work-family linkages, policies, hotel sector, human resources. Ó 2006 Elsevier Ltd. All rights reserved.Résumé: Un modèle de la dynamique travail-famille des directeurs d'hôtel. Il est bien connu que le tourisme est une industrie où les directeurs d'opération sont obligés de faire de grands sacrifices dans leur vie familiale et personnelle. Cet article fait le point sur ce que l'on sait de l'interface travail-famille chez les directeurs d'hôtel afin d'identifier des faç-ons de gagner un avantage stratégique dans ce secteur compétitif. En intégrant des recherches de plusieurs disciplines, l'article présente un cadre heuristique représentant des apports organisationnels aux relations travail-famille pour les directeurs de tourisme. On examine les résultats aux niveaux organisationnel, individuel et familial de l'interface aussi bien que les processus qui relient ces éléments et les facteurs qui semblent avoir un effet sur ces relations. Les conclusions portent surtout sur des pratiques innovatrices pour aborder les questions de travail-famille. Mots-clés: liens travail-famille, politiques, secteur hôtelier, ressources humaines. Ó

No abstract

Few dispute the value that a brand brings to a hotel property, but questions remain regarding exactly how the brand creates guest loyalty and how it creates value. Over the past twenty-five years, a brand flag has become an essential element of arranging a hotel development deal. Because of this, researchers have examined how brands influence top-and bottom-line revenues and overall asset value. Moreover, the effect of the brand on customer satisfaction seems to be affected by the brand's franchising strategy.