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

Abstract

She was previously a hotel financial controller for many years before becoming an academic, and continues as a Council member for the British Association of Hospitality Accountants. Cathy gained an MPhil for her research in hotel financial controllers, and now researches and writes in the broad area of hotel financial and revenue management.

Applying career concepts to strengthen the work-attitudes of service professionals

“…While some research has examined the experience of working in PSFs (such as law and consulting firms) (Lowendahl, Revang, & Fosstenlokken, 2001), the perspective of professionals who build careers in operationally based, customer service organizations has all but been ignored. (An exception is Burgess's (2012) work.) This particular group of professionals often works extremely long hours on shifting schedules that can include weekends and holidays.…”

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

“…These accounting structures also influence the amount of interaction that the HFC has with others. Previous research (Burgess, 2012a) has identified that HFCs interact with a range of stakeholders, at different levels, both internal and external to the company, as in Figure 3. These earlier findings have been supported in the most recent research, with many respondents to the survey identifying a need to liaise with a variety of stakeholders, such as owners, banks, suppliers and customers as well as other managers and staff.…”

“…In turn, this has resulted in a greater range of stakeholders who are interested in both the financial and nonfinancial aspects of the business (Ivanova & Ivanov, 2015), ranging from those based externally (owners, banks, asset managers, government, for example) to those internal stakeholders including brand management, suppliers, managers, and staff (Burgess, 2012a). Their expectations of profitability, return on investment, and cash flow are a key issue for companies, filtering down to unit and individual manager level (Burgess, 2012a;Hodari & Sturman, 2014;Lo, 2013). Whereas individual department managers are generally responsible for their own areas, the hotel financial controller (HFC; Burgess, 2000) and general manager (GM) are responsible for the overall financial results of the business (Burgess, 2012a).…”

“…Their expectations of profitability, return on investment, and cash flow are a key issue for companies, filtering down to unit and individual manager level (Burgess, 2012a;Hodari & Sturman, 2014;Lo, 2013). Whereas individual department managers are generally responsible for their own areas, the hotel financial controller (HFC; Burgess, 2000) and general manager (GM) are responsible for the overall financial results of the business (Burgess, 2012a). HFCs are often formally qualified in accounting (Venegas, 2014a;hospa.org), but are also working in what Cheng and Wong (2015, p. 131) called a "distinctive" industry, with specific characteristics such as perishability, dynamic pricing and interrelated departments.…”

“…The increased complexity of hotel businesses, combined with the expectations of effective performance, means that the HFCs responsibilities have evolved to a multidisciplinary role that supports and advises other managers, interacting with both internal and external stakeholders (Burgess, 2012a;Gibson, 2004). They require a range of professional skills, therefore, both those that are generic to all hospitality managers and those technical financial skills (Burgess, 2013a), which may be more closely aligned to those in the general accounting profession.…”