Who are the work-motivated managers in the hotel industry—an exploratory study

Chitiris, Leonidas

doi:10.1016/0278-4319(90)90037-x

“…Gender, amount of guest contact, and educational level accounted for only one difference each. These findings are both similar to and different from Chitiris' [7] findings among Greek hotel managers cited above. He found that managers' age, educational level and length of time with the hotel affected their work motivation most.…”

Section: Discussionsupporting

confidence: 75%

“…In a study of work motivation of Greek hotel managers, Chitiris [7] found that these managers' work motivation was affected to some extent by age, educational level, and length of time with the hotel, but not by other demographic variables such as gender, marital status, and years in their present position. Chitiris' research is relevant to our study because it examined the relationship between work motivation and demographic variables in a hotel setting, albeit with managers.…”

mentioning

confidence: 99%

Motivational Preferences of Caribbean Hotel Workers: An Exploratory Study

Charles¹,

Marshall²

1992

Int J Contemp Hospitality Mngt

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“…In addition, the increased importance of human resource management in the industry was reflected in studies of industry experience in general (Boella, 1986;Kelliher and Johnson, 1987;Croney, 1988;Ralston, 1989;Baum, 1991) and specific human resource practices such as recruitment and training (Kohl and Stevens, 1989;Bonn and Forbinger, 1992). The 1990s have seen an explosion of articles on the "people management" side of the hospitality industry, particularly on issues related to "empowerment" (Jones and Davies, 1991;Bowen and Lawler, 1992;Wynne, 1993;Lashley, 1995aLashley, , 1995b; communication skills (Clark, 1993;Samenfink, 1994;Sparks, 1994;Nikolich and Sparks, 1995;Sparks et al, 1995), management (Chitiris, 1990;Dann, 1990;Brymer et al, 1991), and total quality management (Gamble and Jones, 1991, 1 It should be noted that much of the material on which this chapter is based emanates from the United Kingdom. This reflects the location of much of the previous research in the industry.…”

Section: Introductionmentioning

confidence: 99%

Managing to Compete? Employment, Work and Labour Relations in the Hospitality Industry in New Zealand

Ryan¹

0

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<p>This thesis outlines the nature of human resource management in the Accommodation, Cafes, and Restaurants industrial sector in New Zealand in the late 1990s. Using data collected through postal surveys, interviews and analysis of employment contracts, the thesis utilises Gospel's (1992) analytical framework (which suggests that labour, employment and work are the key areas in which managers must make human resource decisions) to describe prevailing patterns of management occurring in the industry. It suggests that stereotypical conceptions about the nature and structure of employment within the industry do not reflect current day reality, and that deregulation of licensing laws, a rapid rate of growth and the nature of customer demand within the industry have had a significant impact on human resource related decisions. The thesis also attempts to uncover the rationales provided by managers for their employment related decisions. In doing so it finds that while some management decisions are clearly affected by market constraints, others appear on the face of things to be inconsistent with management's express view of their competitive strategy. This is explained with reference to Anthony Gidden's stratification theory of action to support the notion that managerial decision making is not a completely rational and market-related process, but that other factors, including ideology and manager's own conceptions of themselves as social actors, are influential in the decisions that are made.</p>

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“…In addition, the increased importance of human resource management in the industry was reflected in studies of industry experience in general (Boella, 1986;Kelliher and Johnson, 1987;Croney, 1988;Ralston, 1989;Baum, 1991) and specific human resource practices such as recruitment and training (Kohl and Stevens, 1989;Bonn and Forbinger, 1992). The 1990s have seen an explosion of articles on the "people management" side of the hospitality industry, particularly on issues related to "empowerment" (Jones and Davies, 1991;Bowen and Lawler, 1992;Wynne, 1993;Lashley, 1995aLashley, , 1995b; communication skills (Clark, 1993;Samenfink, 1994;Sparks, 1994;Nikolich and Sparks, 1995;Sparks et al, 1995), management (Chitiris, 1990;Dann, 1990;Brymer et al, 1991), and total quality management (Gamble and Jones, 1991, 1 It should be noted that much of the material on which this chapter is based emanates from the United Kingdom. This reflects the location of much of the previous research in the industry.…”

Section: Introductionmentioning

confidence: 99%

Managing to Compete? Employment, Work and Labour Relations in the Hospitality Industry in New Zealand

Ryan¹

0

View full text Add to dashboard Cite

<p>This thesis outlines the nature of human resource management in the Accommodation, Cafes, and Restaurants industrial sector in New Zealand in the late 1990s. Using data collected through postal surveys, interviews and analysis of employment contracts, the thesis utilises Gospel's (1992) analytical framework (which suggests that labour, employment and work are the key areas in which managers must make human resource decisions) to describe prevailing patterns of management occurring in the industry. It suggests that stereotypical conceptions about the nature and structure of employment within the industry do not reflect current day reality, and that deregulation of licensing laws, a rapid rate of growth and the nature of customer demand within the industry have had a significant impact on human resource related decisions. The thesis also attempts to uncover the rationales provided by managers for their employment related decisions. In doing so it finds that while some management decisions are clearly affected by market constraints, others appear on the face of things to be inconsistent with management's express view of their competitive strategy. This is explained with reference to Anthony Gidden's stratification theory of action to support the notion that managerial decision making is not a completely rational and market-related process, but that other factors, including ideology and manager's own conceptions of themselves as social actors, are influential in the decisions that are made.</p>

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Who are the work-motivated managers in the hotel industry—an exploratory study

Cited by 7 publications

References 7 publications

Motivational Preferences of Caribbean Hotel Workers: An Exploratory Study

Motivational Preferences of Caribbean Hotel Workers: An Exploratory Study

Managing to Compete? Employment, Work and Labour Relations in the Hospitality Industry in New Zealand

Managing to Compete? Employment, Work and Labour Relations in the Hospitality Industry in New Zealand

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