Is there a future for hotel financial controllers?

Burgess, Cathy

doi:10.1016/j.ijhm.2005.10.004

Cited by 19 publications

(28 citation statements)

References 29 publications

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“…However, additional data has been gathered from these that consider the relationship between the financial manager and the rest of the management team, and the attitudes of controllers as to the financial skills required. First, a survey was performed to review attitudes towards outsourcing and centralisation of accounting functions in hotels, followed by a focus group discussion amongst a series of controllers, the methodology of both having been discussed in Burgess (2004Burgess ( , 2007.…”

Section: Methodsmentioning

confidence: 99%

Do hotel managers have sufficient financial skills to help them manage their areas?

Burgess

2007

International Journal of Contemporary Hospitality Management

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Purpose-The purpose of this article is to investigate whether managers in hotels have sufficient financial skills to help them effectively manage their areas, within the context of a changing industry. Design/methodology/approach-Additional findings from a series of recent research projects amongst hospitality financial controllers have been utilised to give an alternative viewpoint to those found from literature. Findings-A review of literature identified a strong need for managers to have financial skills, but there is little recent evidence as to whether they actually hold these skills. Hotels are changing fast with pressure to maintain profits resulting in new approaches to management, but there is concern that the development of systems has meant an over-reliance on these to control costs. Financial controllers consider that departmental and general managers do not have enough business skillsand finance skills in particular-to optimise costs and revenues and hence maintain profits. Research limitations/implications-The findings were based on a fairly small sample of respondents, utilising projects designed for alternative purposes. However, the findings raise questions as to the trust that hotel companies have placed in their systems and approaches. Practical implications-If the concerns expressed by controllers are not addressed by hotels, then inevitably standards of control will suffer, costs will rise and hence profitability will be negatively affected Originality/value-There has been little recent consideration of the realities and the impact of systems changes on management, the majority of earlier projects considering the need for skills rather than the actual possession of these amongst managers.

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Section: Methodsmentioning

confidence: 99%

Do hotel managers have sufficient financial skills to help them manage their areas?

Burgess

2007

International Journal of Contemporary Hospitality Management

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“…Hotels that are independently owned usually operate their own financial systems (Burgess, 2004(Burgess, , 2007 and also tend to have a strong relationship with the owner/s, who demand a range of financial information (Haktanir, 2003) that demonstrate the performance of the hotel, whether by sales and costs or cash flow for both past and future. Those hotels that are part of a group tend to have standardised reporting (Burgess, 2004) managed via head office-based systems, with head office acting as the link to owners.…”

Section: Hotel Financial Controllers As Middle Managersmentioning

confidence: 99%

Multiple stakeholders and middle managers: the role of the hotel financial controller

Burgess

2012

The Service Industries Journal

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“…The focus and scope of Accounting have evolved in recent years, including nowadays, the penetrating of its use in the tourism industry [1]. Accounting has been developed and implemented in various sectors of the tourism industry, for example, on international hospitality networks in Europe, Central Asia, and Africa [2], [3], which have consequences on labor requirements for accounting functions in the sector [4]. However, the results of a literature review conducted by [5] related to the aspects of accounting in the tourism industry indicate that the financial knowledge possessed by human resources in the tourism industry sector is still weak.…”

Section: Introductionmentioning

confidence: 99%

The Research and Development Study of Tourism Accounting Dictionary

Prayudi¹,

Sujana²,

Dewi³

et al. 2019

Proceedings of the International Conference on Tourism, Economics, Accounting, Management, and Social Science (TEAMS 19)

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Although there is an increasing need for comprehensive sources of Tourism Accounting learning and practices, unfortunately, a practical-based reference related to the account names and other Accounting terminology used in this industrial sector is still lack. This study, therefore, aims to develop and test the feasibility of a tourism accounting dictionary by conducting a research and development (R&D) method. The Plomp's R&D model is adopted which included: 1) preliminary investigation phase; 2) design phase; 3) realization/construction phase; 4) test, evaluation & revision phases; and 5) implementation phase. Data were collected from the accounting staff of the tourism companies throughout Bali Province through a self-administered questionnaire and supported with five interviews. Results indicated that the developed tourism accounting dictionary was valid, practical, and effective in increasing the quality of students' and practitioners' learning and practices of tourism accounting.

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Is there a future for hotel financial controllers?

Cited by 19 publications

References 29 publications

Do hotel managers have sufficient financial skills to help them manage their areas?

Do hotel managers have sufficient financial skills to help them manage their areas?

Multiple stakeholders and middle managers: the role of the hotel financial controller

The Research and Development Study of Tourism Accounting Dictionary

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