Analysis of the Relationships between the Hospitality Workforce and Job-Satisfaction Factors according to Age, Gender, Native Language and Racial-Ethnicity

Brasier, Allan R.; Lee, Jung Won

doi:10.4172/2167-0269.1000104

Cited by 8 publications

(12 citation statements)

References 55 publications

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“…This is unfortunate because communication skills are crucially significant and required for the navigation of work related challenges associated with the hospitality industry. Additional important skills identified by employers include interpersonal skills, problem solving skills, and self-management skills (Lee & Lee, 2012). Lolli (2013) asserted that a curriculum that does not focus mainly on written skills and formal presentation, but also interpersonal skills that will assist in improving communication skills of TVET college graduates.…”

Section: Communication Skillsmentioning

confidence: 99%

Levels of Readiness and Preparedness of Selected South African TVET Colleges in Meeting the Requirements of the Hospitality Industry

Olowoyo

Ramaila

Mavuru

2020

IJLTER

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Skill shortages within the hospitality sector is a major problem. The evaluation was undertaken to establish if the TVET colleges are well equipped to have a meaningful impact on the provision of appropriate skills required by the hospitality industry. The study adopted a mixed method approach as part of the survey design. The inherent structure of the curriculum was benchmarked against the expectations of employers of TVET college graduates. Data was collected through the administration of a survey questionnaire and semi-structured interviews. The survey questionnaire specifically examined available infrastructure at the TVET colleges utilised for hospitality studies, training provided by the academic personnel, curriculum content and employers’ expected curriculum outcomes. Seven principals, 14 lecturers and 22 employers were interviewed using a semi-structured interview schedule. The key findings of the study revealed that the curriculum on offer placed considerable emphasis on Catering and Hotel Management. Entrepreneurship and Business Management courses are only offered at N5 level and Communication and Human Relations are offered at N6 level, notwithstanding the fact that they are largely regarded as core skills within the hospitality and tourism industry. Students are afforded work integrated learning opportunities on completion of their studies. Employers observed that a large proportion lacked skills. There appears to be sustained reluctance on the part of academic personnel and institutional management to harness funding. There is a critical need for coherent alignment between curriculum content and the needs of the hospitality industry through periodic reviews.

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Section: Communication Skillsmentioning

confidence: 99%

Levels of Readiness and Preparedness of Selected South African TVET Colleges in Meeting the Requirements of the Hospitality Industry

Olowoyo

Ramaila

Mavuru

2020

IJLTER

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“…Pitts (2009) also found a positive significant influence of diversity management on employees' job satisfaction. Similarly, Lee and Lee (2012) recorded positive interaction between workforce diversity management and employees' job satisfaction. In contrast, Campbell (2011) established no significant positive relationship between diversity management and employees' job satisfaction.…”

Section: Workplace Diversity Inclusion Employees' Job Satisfaction mentioning

confidence: 93%

Тhe effects of diversity management and inclusion on organisational outcomes: a case of multinational corporation

Ohunakin

Adeniji

Ogunnaike

et al. 2019

BTP

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This article provides an empirical study on effects of diversity management and inclusion on organisational outcomes. The importance of diversity management and inclusion on organisation is of immense benefit especially in a Multinational Corporations, where diversity and inclusion are parts of their core values. However, in our context, which had been identified as the most diverse country in Africa, there is need to establish how the management and inclusion of these diverse workforce would benefit organisational activities, coupled with the fact that, there is dearth of research on these constructs in extant literature. This study investigated the effects of diversity management and inclusion on organisational outcomes (job satisfaction and job performance) among Shell Corporation employees. Pen and paper questionnaire of 384 copies were administered to the Lagos Branch employees of Shell Corporation. Cross-sectional research design was adopted. Confirmatory Factor Analysis (CFA), convergent and divergent validity, correlational analysis, and structural equation model were used for the analysis. The findings showed positive effect of diversity management and inclusion on employees’ job satisfaction and employees’ job performance. It implies that diversity management and inclusion have the potentials of assisting organisation in creating a climate in which employee will like to work harder with readiness to continue to work with the organisation.

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“…While hospitality organisations aim to maintain their consistency in service provision, there is a high dependency on their human capital as these are the ones who deliver the experience to guests (Lee and Lee, 2012; Zhang and Geng, 2019). Human capital in the hotel industry is extremely diverse in terms of the demographics present, as this industry is composed of both secondary and primary labour markets (Boella and Goss-Turner, 2013).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Increased globalisation and immigration have changed the nature of the workforce (Chaudhary and Rangnekar, 2017). Particularly in the hospitality sector, the workforce has become extremely diverse and will continue to diversify (Gajjar and Okumus, 2018; Lee and Lee, 2012).…”

Section: Literature Reviewmentioning

confidence: 99%

Impacts of staff demographics on complaint management behaviour in five-star hotels in Dubai

Parikh

Dutt

2021

IHR

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PurposeA continuous issue which plagues all service businesses is the process of handling complaints. Whilst the topic has been relatively well explored, extant literature has failed to fully explore how staff demographics influence the methods in which they manage complaints.Design/methodology/approachA qualitative approach was adopted with semi-structured interviews. A purposeful sample was selected, inviting managers from hotels in Dubai to share their views on factors affecting the complaint management process, including the impact of staff demographics.FindingsStaff demographics were found to have an impact on staff's approach to handle complaints. However, participants generally felt that, with sufficient experience, the impact of many of these influences would be negated.Originality/valueLiterature on complaint management has considered numerous mitigating factors affecting the complaint management process. The impact of staff demographics on how they receive and respond to complaints has not been thoroughly explored.

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Analysis of the Relationships between the Hospitality Workforce and Job-Satisfaction Factors according to Age, Gender, Native Language and Racial-Ethnicity

Cited by 8 publications

References 55 publications

Levels of Readiness and Preparedness of Selected South African TVET Colleges in Meeting the Requirements of the Hospitality Industry

Levels of Readiness and Preparedness of Selected South African TVET Colleges in Meeting the Requirements of the Hospitality Industry

Тhe effects of diversity management and inclusion on organisational outcomes: a case of multinational corporation

Impacts of staff demographics on complaint management behaviour in five-star hotels in Dubai

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