The Covid-19 pandemic has impacted the tourism and hospitality industry globally and the accommodation sector is amongst the hardest-hit. As for hospitality education, the internship program is part of the core component curricula for most undergraduate degrees which provide students with the opportunity to gain hands on experience within the industry. This paper provides some insights on issues and challenges faced by hospitality students in securing internship placements during the Covid-19 period. The study utilizes qualitative research methodology using in-depth interviews. The interviews are conducted through WhatsApp voice calls and video calls and WEBEX virtual meeting platform. The findings revealed problems faced by hospitality students when securing their internship placements. This paper offers some practical suggestions for the department in charge of internship placements to be more informed about the challenges faced by the students. This is vital as acknowledging the problems will help the university become more prepared when handling internship placements during the time of pandemic. More interaction between the industry and universities as well as corporate participation in internship acceptance are crucial for the benefit of all stakeholders.
As more new players enter the market, the Malaysian food and beverage industry is anticipated to have a bright future. Hence, it is becoming increasingly important to comprehend how food and beverage establishments make profits through cost control measures, an important aspect that is frequently overlooked academically. Limited studies have been conducted towards understanding cost control matters, especially in the Malaysian setting. This paper highlights the critical cost control techniques and ways to overcome issues in food service operations. An exploratory approach via qualitative study is deemed feasible to investigate cost control measures being practiced in their daily operations. Cost control techniques applied in the Malaysian food and beverage industry needs to be determined. Further, how managers overcome challenges in manning their food and beverage outlets needs exploration. Therefore, in answering the questions, semi-structured interview protocols were conducted on 25 foodservice outlet managers around the northern part of Malaysia. The findings suggested that most of the managers interviewed understand cost control techniques needed to operate outlets based on their routine experience of running their operations. In terms of overcoming the challenges, these managers depicted several solutions which reflected the survival of their business. Thus, some recommendations can be suggested to improve their daily operations to cultivate the correct application of cost control measures in food and beverage outlet operations.
Human capital investment is important for service firms that provide personalised services, for example, luxury hotels. Hotels in Langkawi claim that they conduct continuous training. The extent of the training is just sufficient to fulfil the Ministry of Human Resources training requirements. Rarely do businesses spend above the minimum requirement. This is especially true in the hotel industry, an industry that many perceive as a stepping stone in building their careers. This makes it significant to conduct and in-depth interview with the master minds of The Datai Investing in People (DIP) training programme. The purpose of the interviews is to investigate how human capital investment is carried out in the hotel industry. Furthermore, the fact that covid-19 spreads around the world only a year after the “new” Datai reopens makes it seems riskier as it is very doubtful that the hotel will get the expected returns from its investment. The findings of this study may enhance understanding of human capital investment in the hotel industry as it provides in-depth explanation of how The Datai invests in its human capital. The finding will also bridge the gap between theory and practice as it enhances understanding of why many hotels choose to limit their human capital investment. The Datai’s sacrifice makes it clear why it has remained as the employer of choice
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