Labour productivity in hotels: an empirical analysis

Ball, Stephen; Johnson, Keith; Slattery, Paul

doi:10.1016/0278-4319(86)90007-1

Cited by 43 publications

(26 citation statements)

References 5 publications

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“…These account for most hotel operations (Ball et al 1986;Brown and Dev 1999;McMahon 1994;Wong 2004), and more than 90% of total average revenue in this case study.…”

Section: Productivity In the Service Sector: Partial Measures And Hetmentioning

confidence: 92%

“…Technological differences are relatively limited amongst -let alone within -major hospitality companies (David, Grabski, and Kasavana 1996;Rust and Huang 2012). Moreover, the labour intensive nature of the hospitality industry (Ball, Johnson, and Slattery 1986;Mill 2008;Rust and Huang 2012) reinforces the importance of labour productivity (Higon et al 2010). Labour-related performance measures are the focus of this paper and we address gaps in the understanding of the different perspectives provided by physical and financial measures, and inter-departmental level differences.…”

Section: Productivity In the Service Sector: Partial Measures And Hetmentioning

confidence: 99%

“…Although physical measures have been utilised (Ball et al 1986;Brown and Dev 2000;Hu and Cai 2004;Johns et al 1997;Mason, Robinson, and Bondibene 2009), most research on hotels employs financial measures or composite measures combining physical and financial measures (Anderson et al 1999;Barros 2005;Hu and Cai 2004;Sigala et al 2005). These often do not strictly accord with the standard generic measures of productivity (OECD 2001), and there is a gap in terms of comparing financial and physical measures of hotel productivity, even though these provide mutually-informing perspectives (Foster et al 2008); a point we return to in the methodology.…”

Section: Productivity In the Service Sector: Partial Measures And Hetmentioning

confidence: 99%

See 2 more Smart Citations

Performance, labour flexibility and migrant workers in hotels: An establishment and departmental level analysis

Yaduma

Williams

Lockwood

et al. 2015

International Journal of Hospitality Management

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“…These account for most hotel operations (Ball et al 1986;Brown and Dev 1999;McMahon 1994;Wong 2004), and more than 90% of total average revenue in this case study.…”

Section: Productivity In the Service Sector: Partial Measures And Hetmentioning

confidence: 92%

Section: Productivity In the Service Sector: Partial Measures And Hetmentioning

confidence: 99%

Section: Productivity In the Service Sector: Partial Measures And Hetmentioning

confidence: 99%

See 1 more Smart Citation

Performance, labour flexibility and migrant workers in hotels: An establishment and departmental level analysis

Yaduma

Williams

Lockwood

et al. 2015

International Journal of Hospitality Management

View full text Add to dashboard Cite

“…Percentages are an example of financial ratios which are used extensively by hotel operators (Ball, Johnson & Slattery, 1986). They serve a very useful purpose in allowing managers to compare various costs and departmental profits to budgets and industry averages.…”

Section: Measuring Productivitymentioning

confidence: 99%

Labor Productivity–The Use of Staffing Guides and Other Productivity Methods in U.S. Hotels: A Survey Study

Dougan

2011

The Journal of Hospitality Financial Management

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“…According to previous studies, human resource management practices contribute to improving F&B performance including turnover rate [13,16], labor productivity [17][18][19][20], asset and equity return, and profit margin [21][22][23]. Numerous studies on the impact of human resource management on hotel performance have been conducted while, at the same time, dealing with many different industries [12,[24][25][26].…”

Section: Introductionmentioning

confidence: 99%

Human Resource Management Practices on Food and Beverage Performance a Conceptual Framework for the Jordan Hotel Industry

Abukhalifeh

Som²,

Ahmad

2013

J Tourism Hospit

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IntroductionHuman resource management departments of food and beverage services are often criticized for being a cost center [1][2][3]. This criticism is raised for an unclear reason to see the results of employee management and the difficult outcomes of human resource management efforts. Human resource outcomes are generally measured with intangible factors such as employee satisfaction, customer satisfaction, and customer complaints. Therefore, the results of these measurements are often too indistinct to see the impact on the bottom line. A rapid changing business environment featuring a tight labor market, changing customer demands, and increasing competition, has been a challenge for many of today`s hotels [1,[3][4][5]. Moreover, rapidly changing technologies make it easier to share information and to replicate competitors' strategies and work practices [6][7][8][9][10]. To address these challenges, scholars and academicians have emphasized the use of competitive strategies [1,8], that account for core competencies and capabilities with human resources. The emphasis of human resources to improve food and beverage performance has become stronger [2,5], not only because they cannot be easily imitated by competitors, but because they provide an effectively fast response to market demands [11][12][13]. Furthermore, several academicians have asserted that human resource management is increasingly more important to the food and beverage service performance under such labels as, hotel capabilities, high performance work systems, process management, and high performance teams [1,14].Becker and Gerhart [15] argued that human resource management decisions influence hotel performance by either improving hotel efficiency or increasing business revenues. According to previous studies, human resource management practices contribute to improving F&B performance including turnover rate [13,16], labor productivity [17][18][19][20], asset and equity return, and profit margin [21][22][23]. Numerous studies on the impact of human resource management on hotel performance have been conducted while, at the same time, dealing with many different industries [12,[24][25][26]. However, Cappelli and Neumark [27] stated that there is an advantage of studying within a single industry. Such a limited population, they argued, ensures that a measured hotel performance is comparable across observations, that measured hotels` performance is similar across observations. Ichniowski et al. [28] supported the advantage of studying within a single industry by suggesting the measurement of hotels` performance. Human resource practices, and control variables were more precise when a study focused on a practical industry. They also added that the automatic controls for factors differ among industries. Despite the hospitality industry`s unique feature of labor intensity, only a few studies have investigated the impact of human resource practices on food and beverage performance such as decreased turnover rates, increased labor productivity, and incre...

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Labour productivity in hotels: an empirical analysis

Cited by 43 publications

References 5 publications

Performance, labour flexibility and migrant workers in hotels: An establishment and departmental level analysis

Performance, labour flexibility and migrant workers in hotels: An establishment and departmental level analysis

Labor Productivity–The Use of Staffing Guides and Other Productivity Methods in U.S. Hotels: A Survey Study

Human Resource Management Practices on Food and Beverage Performance a Conceptual Framework for the Jordan Hotel Industry

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