Purpose -The paper seeks to examine the concepts, types and implications of festival innovation and failure. Design/methodology/approach -A review of extant literature is undertaken and examples of innovation and failure in three festivals are used to demonstrate the simultaneity and co-dependency of innovation and failure in the process of festival management. Findings -It is apparent that many forms of program, market, service, organisational and financial innovation are available to festival managers. Many involve risk of failure due to the resource dependency theory postulated in the literature, as well as more pragmatic reasons including bad weather and managerial incompetence. Practical implications -Festival managers responses to the dual challenges of embracing innovation and avoiding failure will determine the future of festivals, so it is vital that knowledge is developed. Originality/value -There is limited literature on festival management innovation and failure and limited information available to festival managers regarding the nature of festivals that facilitate innovation or failure. This paper makes an original contribution to these important issues in festival management.
Looks at performance appraisal, remuneration and training, and the role these human resources (HR) practices have within the hotel accommodation industry in Western Australia. Owing to high turnover of staff in the hospitality and other services industries, organisations are often reluctant to invest in training on casual and part‐time employees. They are also reluctant to investigate alternative remuneration and reward strategies, despite the assistance that is provided by the Western Australian Commissioner for Workplace agreements on this matter. Research has shown, however, that by providing an adequate HR support system, a commitment can be built towards an organization, therefore resulting in better workplace relations for both employees and the organisation. By means of a survey it was found that improved HR practices can lead to an improvement in staff relations, an improvement in quality, commitment and productivity on the part of the employee, and can also work towards reducing labour turnover, hence not only saving the organisation money in recruitment and induction costs, but also improving profitability.
In a complex service environment such as the hotel sector, assessing the perceived importance of services and facility attributes provides management with information not only to benchmark their service level provision, but also to retain and increase their customer base. The present study examines the perceived importance of the service and facilities attributes provided by a 3-star hotel. Results of the self-administered survey of 101 guests of three 3-star hotel properties in Perth (Western Australia) indicated that 13 of the 18 attributes were perceived as important. The 18 services and facility attributes were factor-analysed and three components emerged: physical facilities, service experienced and services provision. These three components were found to significantly contribute to the overall importance rating of the hotel attributes. Statistically significant differences were noted for age and residence on the physical facilities and services provided components. Results were discussed and implications with further research opportunities were suggested.
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