Evaluating a hotel GM's performance A case study in benchmarking

Tourism and Hotel Competitiveness Research

“…In addition, firms can improve their productivity through effective strategic decisions, as suggested by Brown and Dev (1999). Barros (2005) Brown and Dev (1999), being consistent with Phillips (1996) and Morey and Dittman (1995), emphasized the role of the hotel general manager in making the right strategic decisions according to the demand and competitive conditions.…”

“…According to Phillips (1999), the central theme of the framework is that input, output, processes, market, strategic orientation, and environmental characteristics are associated with outcomes (Fitzgerald, Johnston, Brignall, Silvestro, & Voss, 1991;Neely, Gregory, & Platts, 1995;Brignall & Ballantine, 1996;Brown & Dev, 2000). Moreover, the evaluation of a hotel's performance involves analyzing three categories of factors, which include physical characteristics, factors determined by the market, and factors that are controllable (e.g., salaries) by the hotel general manager (see also Morey & Dittman, 1995;Phillips, 1996;Barros, 2005).…”

“…Cizmar and Weber (2000) claimed that effective marketing activities are positively related to business performance; they also argued that if a service firm wants to perform well, it has to analyze the market and plan and implement marketing strategies properly. As discussed earlier (see Morey and Dittman, 1995;Phillips, 1996;Barros, 2005;Gundersen, Heide, & Olsson, 1996), a firm's efficiency/productivity depends very much on the ability of the managers to formulate the right marketing strategies, which could then be implemented effectively by the marketing department within the service firm. Consistently, Mandelbaum and Nicholas (2006) stressed the importance of the marketing department, in particular marketing personnel.…”

An Analysis of the Operational and Management Efficiency of Five-Star Hotels in Taiwan

“…Berger, Hunter and Timme (1993) suggested using DEA models as indicators in performance measurement because they could process multiple output and input items and maintain units invariance while the weight would not be affected by subjective factors. Morey and Dittman (1995) discovered that 34 of the 54 owner-managed hotels that were affiliated to internationally renowned chains had no efficiency (the efficiency value smaller than 1) and their average total efficiency was merely 0.89. Barros (2005a;2005b) applied DEA, the MI and Tobit regression to conduct operational efficiency analysis on 42 public hotels belonging to the Enatur hotel system between 1999 and 2001 and the results indicated that X-efficiency clearly existed as a consequence of the location, clustering effect and organizational factors, meaning that the scale of a hotel could have a significant effect on efficiency and, at the same time, delays in time had led to lagging in technology because employees in public enterprises received less encouragement and these hotels were unable to achieve scale efficiency.…”

Tourism Productivity: Incentives and Obstacles to Fostering Growth

“…As far as the inputs are concerned the literature considers the number of full-time equivalent employees, the number of rooms, total gaming related expenses, total food and beverage expenses, and other operating expenses 2 . Morey and Dittman (1995) find that the hotel industry operates at 89% efficiency. Efficiency is often hard to evaluate because it is difficult to determine an efficient amount of resources and generally, hotel organizations have not developed standard cost estimates of outputs.…”