Managerial Competencies for U.K. Hotel Financial Controllers: Are They Hospitality Managers or Accountants?

Abstract

This article aimed to identify the key managerial competencies required of hotel financial controllers and the importance of hospitality experience to their roles. Data from a longitudinal study of hotel financial controllers have been analyzed, gathered using a content analysis of job advertisements, a survey of U.K. hotel financial controllers and interviews with key financial managers. Using a grounded theory approach, the findings show that although there are many similarities with the generic accounting profession, the hotel finance role is unique. Their experience combining with hospitality management competencies to support operational managers. Their understanding of the complexity of the operation, in a dynamic and perishable environment, enables hotel financial controllers to act as business advisors to other managers, thereby enhancing profitability on behalf of stakeholders. Implications for industry include (a) the need for further promotion of hospitality finance as a valid career and (b) the importance of recruiting managers with experience of this distinctive industry context.

Guidance for management competency identification and development in the health context: a systematic scoping review

“…Amongst the 92 studies using survey as one of the mix-methods, 1/3 of them did not report actual response rate. For the rest of the studies, the mean response rate is 69% ranging from 8% [ 37 ] to 100% [ 38 – 44 ] including.…”

“… 33 studies achieved a response rate between 50 and 89.9% [ 2 , 30 , 57 – 87 ], and. 6 studies with a response rate less than 20% [ 37 , 88 – 92 ]. …”

“… To develop rich understanding of management behavior and performance [ 4 , 9 , 20 , 29 , 36 , 37 , 39 , 54 , 58 , 61 , 63 , 66 , 74 , 79 , 80 , 86 , 93 – 109 ]; To identify managerial competencies and behaviors that can predict job performance [ 10 – 12 , 20 , 39 , 54 , 58 , 61 , 66 , 74 , 80 , 94 , 98 , 104 , 106 , 108 , 110 – 130 ]; To develop rich understanding of the findings generated from the previous step(s) of the same study [ 29 , 36 , 63 , 86 , 96 , 97 , 99 – 102 , 107 , 109 ], and. To gain insight into actual management practices from both managers and stakeholders’ perspectives [ 4 , 9 , 37 , 79 , 93 , 95 , 103 , 105 , 131 , 132 ]. …”

“…To develop rich understanding of management behavior and performance [ 4 , 9 , 20 , 29 , 36 , 37 , 39 , 54 , 58 , 61 , 63 , 66 , 74 , 79 , 80 , 86 , 93 – 109 ];…”

“…To gain insight into actual management practices from both managers and stakeholders’ perspectives [ 4 , 9 , 37 , 79 , 93 , 95 , 103 , 105 , 131 , 132 ].…”