Preparing Hospitality Organizations for Self-Service Technology

Lema, Joseph

doi:10.1080/15332840802269791

Cited by 23 publications

(15 citation statements)

References 16 publications

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“…TBSSs are also defined as those technologies that enable customers to receive and consume the service in the absence of service employees (Meuter et al, 2000;Salomann et al, 2006). TBSSs have become a changing force in the hospitality industry (Lema, 2009). Advances in technology and expensive labor cost have made the service providers to develop and investigate the TBSS option (Shamdasani et al, 2008).…”

Section: Theoretical Background Tbsssmentioning

confidence: 99%

Customers’ preferences for new technology-based self-services versus human interaction services in hotels

Kattara

El‐Said

2013

Tourism and Hospitality Research

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This study explores differences in customer preferences for using new technology-based self-services versus human interaction in different service encounters at five-star hotels in Sharm El-Sheikh, Egypt. Data were collected using a scenario approach in a questionnaire where customers can either use a technology-based self-service or human interaction service. Findings showed that customers prefer to contact an employee rather than depending on a technology-based self-service in the majority of service encounters; customers’ preferences for using technology-based self-service versus human interactions vary during different stages of their occupancy cycle; customers’ preference for receiving a direct person contact is the most important reason for preferring human interaction encounters; customers’ preference for speed and easy service is the main reason for preferring technology-based self-service. Finally, the study ends up by offering useful suggestions and practical implications for hotel managers and practitioners.

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Section: Theoretical Background Tbsssmentioning

confidence: 99%

Customers’ preferences for new technology-based self-services versus human interaction services in hotels

Kattara

El‐Said

2013

Tourism and Hospitality Research

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“…The Internet was seen as increasing its role within the industry to include an even greater web-based presence in business activities including reservations and bookings, advertising and promotions, vacation planning, and e-commerce. Many technology impacts were linked to the rise of self-service technology in hospitality and tourism (Lema, 2009). Technological advancements were also seen as reducing the cost of management and maintenance to allow employees to spend more time to focus on customer service.…”

Section: Technology Sectormentioning

confidence: 99%

Comparing strategic human resource development approaches for tourism and hospitality workforce planning

Bartlett¹,

Johnson

Schneider³

2016

Journal of Human Resources in Hospitality & Tourism

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This study compared two approaches for strategic human resource development planning at a macro-level. This was done to develop an understanding of the impact of external change on current and future human resource needs in tourism and hospitality organizations. Using strategic human resource development planning theory, this article examined the application of a qualitative environmental scanning approach compared against quantitative labor market projections for the future workforce for tourism and hospitality occupations in one U.S. state. Interview data collected from a sample of tourism industry leaders in Minnesota identified changes in the economic, demographic, political and legislative, and technology sectors and the possible impact to current and future human resources employed. Data from labor market analysis highlighted future changes in the size and characteristics of the workforce and needed educational levels for workers in tourism and hospitality. Comparing results from both approaches showed each workforce planning method produced different types of data to assist human resource managers with future staffing decisions. Recommendations for practice include using a combined approach to make projections on the size, composition, and human resource development needs of the tourism and hospitality workforce.

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“…Finally, because of changes in technology, most notably self-service technology, the hospitality industry environment is constantly changing (Lema 2009), as are many jobs. For example, computer and technology skills and knowledge have become essential for many jobs that traditionally did not include such skills.…”

Section: The Hospitality Connectionmentioning

confidence: 99%

The Diversity-Validity Dilemma

Madera

Abbott

2011

Cornell Hospitality Quarterly

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One of the most critical problems that hospitality firms face in selecting employees is to ensure that any employment tests the employer uses are valid and do not screen out minorities. For example, the use of cognitive ability tests often leads to subgroup differences between majority and minority group members. Such a discrepancy opens an employer to charges of adverse impact (against minorities), and employers often have adjusted (or otherwise disregarded) test scores to avoid potential adverse impact and give minorities an even-handed opportunity for employment or promotion. The practice of adjusting test scores in this way was set aside in 2009 by the U.S. Supreme Court, in Ricci v. DeStefano, in which the city of New Haven, Connecticut, attempted to avoid adverse impact by disregarding test results. The court said this amounted to discrimination against the majority group members who did well on the test. The court’s holding means that if a test creates apparent adverse impact, in the absence of strong basis in evidence for disregarding the test scores, the employer may face the awkward choice of being sued for adverse impact or disparate treatment, depending on how it treats the test. The implications of Ricci v. DeStefano for hospitality employers include ensuring that jobs are correctly analyzed before any test is given and that multiple forms of various valid types of test are used to select job candidates.

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Preparing Hospitality Organizations for Self-Service Technology

Cited by 23 publications

References 16 publications

Customers’ preferences for new technology-based self-services versus human interaction services in hotels

Customers’ preferences for new technology-based self-services versus human interaction services in hotels

Comparing strategic human resource development approaches for tourism and hospitality workforce planning

The Diversity-Validity Dilemma

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