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Sustainable international tourist hotels: the role of the executive chef
Abstract
Purpose
Human capital is the most important determinant of the Hospitality industry’s success. Executive chefs should be skilled in both management and culinary arts, in addition to ensuring the success of the entire hospitality division. The study aims to understand the competencies of executive chefs in international tourist hotels in Taiwan.
Design/methodology/approach
Literature review and behavioral event interviews were conducted with ten executive chefs and executive sous chefs. The modified Delphi method verified the results using 15 experts.
Findings
A competency framework was created, with four quadrants – managerial, operational, behaviors and skills – to classify executive chefs’ competencies. Each competency was further divided into sub-competencies – culinary research, emotional control, negotiation skills, job guidance and proactive thinking ability – for 25 items. Quadrants I and II are hard competencies that can be improved through education and training, whereas the third and fourth are soft competencies that require more time for development in workers.
Practical implications
The two-step study developed a competency framework with a practical reference value. The study results could be utilized by human resources managers during their companies’ training, recruitment, selection and promotion.
Originality/value
Besides the Delphi method, a deep behavioral event interview that enabled determining critical competencies was also used to collect data. The results obtained could be used to structure schools’ curricula. Collaborations between the hospitality industry and schools could help develop better curricula and training plans to maximize the availability of educational resources.
... I have seen raw meat being placed beside leftover cooked meat due to limited shelf space in the fridge". Clearly, food safety is perceived as a key priority amongst chefs, where past research reported "knowledge of food safety and hygiene" as the top competency required by chefs (Wan et al., 2017). This explains why 90% of managers in Filimonau et al. study (2019) chose not to donate food for fear of alleged food poisoning. ...
... .] all kitchen employees will listen to him". Interestingly, past research has reported the executive chef to possess the best culinary expertise but may not necessarily have the supervisory abilities to manage a kitchen (Wan et al., 2017). Nevertheless, the mentality amongst kitchen employees dominates food quality over food waste (Charlebois et al., 2015). ...
Purpose
The purpose of the present research is to examine the underlying motivations of food and beverage (F&B) hotel managers towards their intentions to implement food wastage initiatives in the Indonesian hotel sector.
Design/methodology/approach
Using in-depth personal interviews with 26 F&B managers, this study employed the theory of planned behaviour (TPB) to explain F&B managers' intentions towards implementing food wastage initiatives.
Findings
The study findings revealed prevailing constraints (such as lack of resources and rigid menu design) preventing them from carrying out their food wastage plan. There was evidence of disparity between who the F&B managers perceive about as important (injunctive norms) and supportive about their food wastage initiatives as compared to the perceived actual behaviour (descriptive norms) of these important reference groups. One such discrepancy is where respondents believe that senior management is important and would support their food wastage initiatives, but the senior management themselves do not allocate resources to combat food wastage.
Practical implications
The findings have important implications for hoteliers to rethink and motivate hotel employees to carry out food wastage initiatives effectively with a more synchronized approach between different management levels.
Originality/value
This is the first paper to examine the discrepancy between injunctive and descriptive norms between middle and senior management in hotels. A key theoretical contribution to the body of knowledge is the fractionation of injunctive and descriptive norms to understand subjective norms in TPB elicitation research.
... In this context, a study conducted by Ball and Taleb [55] argued that while some waste management strategies have been successful in reducing waste disposal in Egyptian hotels, present legislation needs to be modified to improve the efficacy of these activities. To do this, tackling FLW requires to be viewed as a strategic goal to produce a realistic long-term solution that can be implemented by hospitality managers [56]. ...
... There is a small body of studies into the drivers and stages of FLW in relation to all-inclusive hotels. Earlier studies e.g., [26,56,69] discussed how sub-phases of pre-and post-consumption stages contribute to FLW in the food sector more generally but not specifically in allinclusive hotels. ...
Food waste remains a serious economic, environmental, and ethical problem, whether globally or at a national level. The hospitality industry is responsible for more than one-third of food waste. This study investigated the tackling of food waste in all-inclusive hotels from an employee perspective. It explored employees’ perceptions of the causes and driving factors behind food waste, and considered why food waste occurs, and how best to reduce waste to the minimum. A total of 47 semi-structured interviews were conducted with managers and chefs employed in all-inclusive hotels in Hurghada, Egypt. Critical insights that emerged from the findings include that guest behavior, background, and eating habits, along with the nature of the unlimited pre-paid services offered by all-inclusive programs, are the main drivers for food waste. Furthermore, the operation’s routine and the practices of all-inclusive hotels contribute to food waste, with a lack of technology employed to tackle food waste practices. In addition, inappropriate practices of all-inclusive hotel employees during the food service cycle contribute negatively to food waste. The low room rate package of all-inclusive hotels obliges hotel managers to purchase food raw materials of inadequate quality. Consequently, the final products are below guest expectations and increase the level of food waste. The findings also indicate that guest attitudes and preferences are perceived as key drivers of food waste. This research presents an examination of staff perspectives of the causes of food waste and how to effectively reduce it in the context of an all-inclusive resort. The results have theoretical implications and implications for practitioners.
... As for interpersonal competencies, cooperation, communication (written and oral), interculturality, emotional control, courtesy, politeness, responsiveness, trust, and proactivity stand out as those most in demand (López-Bonilla & López-Bonilla, 2014; Sucher & Cheung, 2015;Wan, Hsu, Wong, & Liu, 2017). Communication skills are stressed, particularly orthography and grammatical adequacy in written communication and mastery of other languages (especially English). ...
... Communication skills are stressed, particularly orthography and grammatical adequacy in written communication and mastery of other languages (especially English). Other skills listed as desirable include commitment to work, honesty, responsibility, discipline, bargaining power and conflict resolution, networking, and time management (Wan et al., 2017). ...
The objectives of this research are to discuss a number of evaluation models of education competencies and to propose an evaluation model of education competencies for Tourism and Hospitality (T&H) students. The approach is quantitative with a descriptive element. Data were collected through a survey of T&H students in Brazil. At the end of the data collection, the number of valid questionnaires totaled 412. We analysed the data using structural equation modeling (SEM). The results supported the hypotheses, as the proposed model explained 41.5% of the factors that influenced T&H students' engagement. The education competencies presented in this study involve education interdisciplinarity, teamwork, student skills, and student engagement in T&H. The study is part of the emerging literature on education competencies. In particular, it contributes to an understanding of the process of identifying and developing the skills that are required for T&H professionals. It could be used with benefit by educational planners when proposing curricular updates, and business managers when hiring T&H workers.
Full Open Access text available in https://authors.elsevier.com/a/1cGN15F7AFq98J until before February 07.
... Periodically, culinary products need to be evaluated and developed, specifically referring to recipes and menus. One of the skills of the chef is being able to conduct culinary product development research (Wan et al., 2017). Tourists reaching boredom in culinary products may be because it does not provide a positive experience of culinary tourism, which can be anticipated by developing recipes and culinary menus by the chef. ...
... Managerial skills are needed by executive chefs to manage operations in the food and beverage division. The study conducted by (Wan et al., 2017), on ten executive chefs and executive sous chefs, shows the importance of mastering management skills for the chef's profession. Similarly, Harrington (2005) considers the chef to be the CEO who plans strategic business so that the culinary industry is successful. ...
... The Delphi method has been used in several sectors, for example, agriculture [90,91], energy [92], tourism [93][94][95][96] and hospitality [97][98][99]. Previous studies proved that the Delphi method is more effective than other methods [100][101][102] in reaching goals and generating solutions. ...
... Moreover, the Delphi method was used alone [90,98,99,[103][104][105][106] or with other quantitative and/or qualitative investigative instruments, for example, Data Envelopment Analysis (DEA) [91,94,95,107], Analytic Hierarchy Process (AHP) [94,[107][108][109][110][111][112][113][114], cluster analysis [92,115,116] or Nominal Group Technique (NGT) [117][118][119][120][121]. NGT aims at building consensus among different stakeholders belonging to a group [114] and it is useful when difficulties in identifying problems and their solution within a community or group occur [122]. It allows to overcome group decision-making related issues [123] and stimulates the participation of all interested subjects, including the inhibited ones [122]. ...
Tourism in inner areas, especially in the mountains, is a complex phenomenon due to the different tourist’s needs and to the specific local features that vary considerably from one destination to another. Consequently, a unique tourism development strategy cannot be defined and adopted anywhere. When considering tourism-based territorial development in mountain areas, it is crucial to take the vision of local stakeholders into consideration. To drive different and/or unexpressed opinions towards shared tools, this study analyses the local stakeholder’s point of view using a mixed method consisting of a Delphi method followed by a Group Nominal Technique. The research was performed in Soana Valley, a small mountain community in the Northwestern Italian Alps. It involved 17 local stakeholders divided into three main groups—local administrators (n = 3), hospitality operators (9) and retailers (5). Results show how operators converge on three common aspects—local food product offering, territorial promotion and collaboration among operators, on which the community should focus to build a territorial integrated tourism offering.
... Accordingly, while there remains no consensus on the minutiae of 'how' to tackle the prevailing problem of food waste within all-inclusive resort hotels, scholars do agree that it 'is' core to improving the sustainability efforts of the sector more generally Wan et al., 2017). Here, emphasis is placed on the need to encourage actors across a range of hospitality and tourism organisations to invest in the development and implementation of effective foodservice waste management systems, with this nevertheless complicated by the breadth and depth of foodservice offerings provided within the luxury all-inclusive resort hotel hospitality concept . ...
... With the influx of major star-rated hotel brands, a large amount of money has been invested in the star-rated hotel market, and various types of star-rated hotels have been continuously built, which has formed the phenomenon of geographical agglomeration of star-rated hotels in Chinese cities. This phenomenon has brought advantages such as regional economies of scale and brand building, as well as competition among star-rated hotels [3]. Traditional tourism resources mostly exist in the form of natural or cultural heritage, and their spatial layout is fixed. ...
As one of the three pillar industries of tourism, the hotel industry has developed rapidly in recent years, especially the construction and development of urban star hotels. The major star hotel brands have poured in one after another, and a large amount of funds have been invested in the star hotel market. The continuous construction of various types of star hotels has formed the geographical agglomeration phenomenon of star hotels in Chinese cities. This phenomenon has not only brought the advantages of regional economies of scale and brand building, but also brought the competition between star hotels. Under the guidance of market demand, tourism can be created through industrial integration and functional combination to develop the tourism industry, which makes the spatial distribution of tourism hotels closely related to transportation, consumer demand, urban environment, and even industrial policy. In recent years, artificial intelligence methods are more and more applied to tourism, mainly including rough set method, genetic algorithm, fuzzy time series, grey theory, artificial neural network, and support vector machine. Based on artificial intelligence technology, this paper studies the spatial distribution characteristics and configuration of tourism hotels. The distance of the peak value of tourism hotel spatial distribution characteristics is 4.8 km and 6.6 km, respectively, and the distance of the peak value of natural tourism resources is 0.98 km. Because the spatial distribution characteristics of cultural, special, and tourism hotels are restricted by their own quantity, resource endowment, and inherent attributes, the spatial scope of location layout is relatively small. The spatial distribution characteristics and configuration of tourist hotels can also timely monitor and prevent various emergencies, prevent tourism safety accidents, and improve the ability of tourism emergency management by using artificial intelligence and other technologies. With the continuous optimization of artificial intelligence technology and the deepening of cooperation between tourism disciplines and interdisciplinary, the research on tourism big data driven by research problems will be more mature.
... It is a sort of semi-structured interview asking individuals to recall, in detail, recent events that they felt were successful or unsuccessful. Competencies are identified based on the description of individuals' behaviour, thinking, motive, feeling and other attributes in dealing with several critical situations (see Boyatzis, 2011;Wan et al., 2017). Second, one can conduct a survey using samples to examine competencies that individuals required in certain contexts. ...
Purpose
The purpose of this study is to investigate a set of competencies that are important for superior performance across three top levels of management in the provincial government executive offices.
Design/methodology/approach
Using the case of the West Java Province Government, Indonesia, a qualitative approach with document analysis and behavioural event interview techniques were employed. The results were confirmed using focus group discussions. The Mann–Whitney U test was also conducted to further analyse the results.
Findings
The authors found 19 competencies grouped into five competency clusters: managing personal, managing task, managing work unit, managing socio-cultural and functional aspects. The Mann–Whitney U test results showed that managing work unit and socio-cultural aspects were more important for upper-level management, while functional aspects were more necessary for lower and middle levels of management. Two competencies, that is, achievement orientation and innovation, were the main characteristics of superior performers across all management levels, differentiating them from average performers.
Practical implications
The study suggests the need for the Government of Indonesia to improve the current competency model. Its implications on educational and training institutions are discussed.
Originality/value
This study considered three different levels of management, grouped into superior and average performers and thematically analysed their past experiences when performing their jobs. It thus extends previous competency studies that mostly focus on a particular management level and individuals' perceptions.
... Executive chefs need peculiar capabilities, according to Wan et al. (2017) whose study devised a four-quadrant model that includes both hard (managerial and operational) and soft (behaviors and skills) competencies which proves the multifarious nature of managing a professional kitchen. Executive chefs are associated with large establishments with high numbers of staff, particularly large-chain hotels. ...
This paper explores the consequences of food production failure (FPF) and its handling in foodservice operations from the perspective of chefs. A phenomenological epistemology and qualitative methodology were followed. Fifteen semi-structured interviews with chefs working in independent restaurants and hotels were carried out using purposive sampling, and employing an emic posture. Interviews were transcribed verbatim, read repetitively, and coded. Thematic analysis yielded themes on the consequences of FPF, on operation and staff, handling failures with kitchen staff, front of the house (FOH), and management. The findings revealed that the major ramification of FPF is financial through food loss. Representing both internal and external failure costs, FPF costs were classified into four tangible types: bin cost, rework cost, lost sales cost, and recovery cost. However, the serious intangible cost of staff demoralization was also identified. Handling failure is a complex task involving different parties and the management of various emotions (anger, frustration, etc.). Furthermore, the phenomena of failure ownership, secrecy, and historic marginalization of chefs, coupled with doubts over management competency, can all obstruct learning from mistakes, the much-cherished by-product of FPF, thereby negating the notion of the “learning organization.” Moreover, error management training (EMT) seems to be a potential approach to combat FPF.
... In addition, as an organizational designer, the chef is able to increase the level of professionalism within the kitchen organization by contributing to the professional development of the employees and focusing on professionals in personnel selection. Moreover, the chef has a leadership role in the development of culture in the kitchen organization and promotes the acceptance of the general business culture in the kitchen department (Wan, Hsu, Wong, & Liu, 2017;Balazs, 2002). Therefore, supervisors who have become one of the architects of institutionalization with their active roles in all these processes, gain the loyalty of their employees in institutionalized enterprises. ...
Long-termed continuance of employees in hotel enterprises, especially in kitchen department where standard production is of utmost importance, is critical for organizational success. At this point, how institutionalization, a phenomenon that is usually associated with standardization, effects the organizational commitment (OC) is an important question. Another important question is how commitment to an impressive supervisor such as the chef mediates the relationship between institutionalization and OC in institutionalized hotels where standards become important instead of personal approaches. In this context, the relationship between institutionalization, OC, and commitment to the supervisor (CS), which has not been studied before, has been examined within the framework of hotel businesses. The data were collected with an online survey. The sample consisted of the kitchen staff of a national hotel chain in Turkey. The findings demonstrated that the effects of institutionalization on OC and CS were significant. CS partially mediates the relationship between institutionalization and OC. When considered within the scope of the dimensions, the CS has a partial mediating effect on the relationship between cultural power and all three dimensions of OC (affective, continuance, normative). The effect of formalization and professionalization on affective and normative commitment is partially mediated by CS.
... The second phase was carried out through individual stakeholder interviews using the Delphi method, which can be more efficient in generating solutions than other methods [111][112][113]. This method has been productively used in the tourism and hospitality sectors [114][115][116][117][118][119]. On the one hand, the method allows the researcher to more efficiently generate an in-depth analysis on the interaction between regional development and the tourist destination, and on the other hand, to collect information by avoiding interviewee hesitations and distrust that usually arise in group meetings and interviews. ...
A specific region, characterized by a significant natural and cultural heritage, is not necessarily a tourist destination. However, it can become so if there is active participation of local stakeholders oriented towards local development. In this context, this study focuses on a specific area, the Canavese (northwest Italy), which needs to find new regional development alternatives to the industrial sector. In particular, the research focused on the level of integration of local stakeholders and on their ability to identify common guidelines for tourist enhancement of the region. From an operational point of view, a survey of public and private stakeholders was carried out through a mixed-method approach divided into three stages: a questionnaire developed by a group of experts and individual interviews carried out by the Delphi method, presentation of the results, and identification of local priorities by the nominal group technique. Findings show the opportunity to act on specific elements to enhance local tourism offerings: outdoor nature and landscape, culture, and food and wine. Moreover, the stakeholders underlined the need for coordination among the parties involved to strengthen the local system. This activity should be supported by a single third party capable of managing the various phases of local development.
... Wellton et al. (2019, p. 416) argue that ". . . the practice of showing and guiding is a part of daily leadership, which is especially executed during preparation time in the kitchens." Executive chefs require specific competencies according to Wan et al. (2017) whose Taiwanese study developed a four-quadrant model divided into both hard (managerial and operational) and soft (behaviors and skills) competencies which illustrates the complex nature of managing a professional kitchen. Cameron (2001, p. 104) charted the deskilling of Forte Hotel PLC restaurants from "à la carte" to "carvery" service and how this "radically altered the existing organisational climate, setting the stage for conflict between the 'organisation' and the cultural imperatives of chefs in respect of occupational identity." ...
The purpose of this paper is to explore the concept, types, and causes of food production failure (FPF) in restaurant kitchens from the perspective of chefs. Employing a phenomenological epistemology, a qualitative methodology was adopted to explore FPF. Extant literature was reviewed. Using purposive sampling, and employing an emic posture, 15 semi-structured interviews were conducted with senior restaurant and hotel chefs until saturation occurred. Interviews were transcribed, read repeatedly, and coded using the qualitative analysis software package QDA Miner Lite. An inter-rater reliability score of .78 using Cohen’s Kappa coefficient formula reflected substantial agreement between coders. Thematic analysis was used. The study revealed three main categories of FPF types (sensory/organoleptic, safety, other) and FPF causes (People related failure; Operation-related failure; and Food supply/supplier-related failures). A conceptual model was developed from these categories underpinned by management control systems, continuous training, clear communication, and the organizational culture and climate of kitchens. Chefs found that FPF was inevitable based on human error, and can be precipitated by certain factors but reduced by other interventions. Research findings may assist in reducing its frequency, thereby increasing customer satisfaction and retention while reducing financial and environmental costs of FPF. Practical, theoretical, and managerial implications are discussed.
... Professional cooking and commercial https://doi.org/10.1016/j.ijhm.2019.04.010 Received 9 April 2018; Received in revised form 4 February 2019; Accepted 10 April 2019 kitchen operations demand a quality workforce with skilful talent, great personality, and strong determination towards the culinary arts as a profession (Wan et al., 2017;Brien, 2010;Kang et al., 2010;Woolcock & Ferguson, 2006). Quality of the workforce must be regardless of gender (Bartholomew & Garey, 1996;Harris & Giuffre, 2010a;Harris & Giuffre, 2010b) and education and training (Swift et al., 2018;Cullen, 2010;Mcdermott, 2011). ...
Competencies are vital factors that provide an incredible impact on individuals' career sustainability. However, the lack of guidelines has made it difficult to define and measure these competencies. This study attempted to identify important competencies that are deemed essential for culinary professionals in the hospitality industry. The qualitative research design composed of document analysis and interviews with culinary experts in Malaysia. The qualitative data were used to form the framework of the Star-Chef Competency Model, which consists of six identified competency constructs. The compilation of the identified competency statements was fully utilised in the development of the competency model and is believed to be a very helpful guidance for culinary professionals in Malaysian hospitality industry. Findings provide culinary educators and trainers with useful insights on important competencies that need to be emphasized in the training and education of professional chefs.
... Therefore, the restaurant manager must have the right managerial skills set in both culinary and managerial competencies. For example, a chef who possess the finest culinary skills may not have the managerial skills to manage a kitchen (Wan et al., 2017). ...
Hotel employees are in the eye of the storm witnessing food wastage on a daily basis. The appetite for more food often results in more leftovers. Only a paucity of studies have investigated hospitality employees’ motivations towards food wastage in the hospitality industry. Understanding this research gap of food wastage is imperative given the social, financial, environmental and ethical implications in this dynamic industry. This paper engaged the Theory of Planned Behaviour as the theoretical framework to elicit underlying motivations of Generation Z hotel workers in food and beverage outlets (n = 52) towards their food wastage behaviour in the hospitality sector. Results suggest hotel workers face ethical dilemmas between using fresher ingredients to achieve better customer satisfaction and throwajing food away. Majority of respondents reported the feeling of guilt as a negative attitude towards food wastage, influenced by peer pressure from friends and colleagues, and lack of control over portion sizes.
... Professional cooking and commercial https://doi.org/10.1016/j.ijhm.2019.04.010 Received 9 April 2018; Received in revised form 4 February 2019; Accepted 10 April 2019 kitchen operations demand a quality workforce with skilful talent, great personality, and strong determination towards the culinary arts as a profession (Wan et al., 2017;Brien, 2010;Kang et al., 2010;Woolcock & Ferguson, 2006). Quality of the workforce must be regardless of gender (Bartholomew & Garey, 1996;Harris & Giuffre, 2010a;Harris & Giuffre, 2010b) and education and training (Swift et al., 2018;Cullen, 2010;Mcdermott, 2011). ...
Competency models are often used in organizations as a tool to identify and describe knowledge, skills, abilities, personal characteristics and behavior necessary for workers to perform effectively. This paper discusses the findings of a need assessment study which has been conducted in order to identify the perceptions of job incumbents in the culinary industry regarding the development of a competency model for the profession. A total of 42 respondents were involved in the study. The analysis indicated that the needs for the development of a competency model for culinary profession named as the Culinary Competency Model are supported. A qualitative data collection by means of interviews was conducted to support the analysis of the questionnaire data. The findings show that there is a need to develop a competency model exclusively for culinary profession. A competency model that addresses specific competencies is essential as career guidance for people in the profession. Furthermore, several insights on the directions for future research are included in this article after examining the results from the needs assessment.
Background: This study investigates the competency gaps in chef training in Australia by comparing it with European practices. Objective: It identifies competency gaps in Australian chef training programs particularly in foundational culinary techniques, business acumen and adaptability by comparing them with European practices and propose a model for improvements based on these findings Methodology: Employing a comparative qualitative design, this study gathered data through semi-structured interviews with 29 industry professionals in Europe and Australia. Thematic analysis, based on Costa's (2019) framework and drawing on Braun and Clark's (2006) approach, was used to analyze the data. Results: Based on the findings the proposed model emphasizes practical experience, a broader curriculum and a focus on mental resilience, aiming to enhance graduate employability and meet the evolving demands of the culinary industry. Conclusion: By addressing these gaps and adopting a more holistic approach, Australian chef training programs can better equip graduates for success in the evolving culinary landscape.
Bu çalışma, özellikle kriz durumlarında İstanbul'daki restoran mutfaklarında çalışanlara odaklanarak, Türkiye'deki şeflerin liderlik özelliklerini değerlendirmeyi ve tanımlamayı amaçlamaktadır. Araştırma, 10 şefle yarı yapılandırılmış görüşmeler yaparak; mutfak profesyonellerin krizleri nasıl ele aldıklarını, hazırlıklı olma durumlarını, anlık tepkilerini ve kriz sonrası değerlendirmelerini incelemektedir. Bulgular, mutfak ortamlarında etkili kriz yönetiminin açık iletişim, sakin tavır ve ekibe güven verme becerisi gerektirdiğini ortaya koymaktadır. Çalışmanın sonuçları, kriz dönemlerinde hasarı azaltmak ve operasyonel istikrarı sürdürmek için şeflerin esnek ve pratik bir liderlik tarzına ihtiyaç duyduğunu göstermektedir.
Although the topic of environmental sustainability and firm performance is an ongoing debate, existing research studies have not yielded conclusive results yet. This study examines how macro-environmental factors affect the business performance of hotels using panel data with two stage least squares and robustness models for confirmation. The empirical results reveal that macro-environmental factors such as implementing recycling and reducing waste have statistically significant impacts on the hotel industry. Moreover, cities or counties with lower air quality index create a positive environment, leading to tourists being more likely to stay at the hotels there. The managerial implication of this study will provide novel insights to hotel operators and governmental and environmental planners into the development of environmental sustainability, which will in turn benefit the hotel industry and increase the competitiveness of tourist destinations.
Managing People in Commercial Kitchens: A Contemporary Approach uses original research to argue that senior managers (head chefs) should differentiate their people management practices in kitchen brigades from those used in the hospitality industry more generally (induction, socialisation, and performance evaluation) due to the group’s strong occupational identity and culture.
The understanding of chefs’ work from a management perspective is critical for successful hospitality operations but has been historically under-researched. Chapters provide a detailed account of chefs’ work in commercial kitchens from an HRM perspective. Using occupational identity and culture as a vehicle, this book explores the different aspects of managerial work in commercial kitchen settings: general management, leadership, education and training, skills and competencies, managing deviant behaviour, managing stress, and managing diversity (focused on gender segregation). The final chapter looks at future perspectives on this unique working environment and the many challenges arising from the latest developments such as the COVID-19 pandemic.
Providing both theoretical insights and practical applications with the use of case studies throughout, this will be of great interest to upper-level students and researchers in hospitality, as well as a useful reference for current managers in the field.
Food waste remains a serious environmental and economic concern within the hospitality and tourism industry. This study therefore investigates how managers, chefs, and employees in all-inclusive hotels view the impact of food waste and extant waste reduction processes in their workplaces. It explores (1) why and how food waste occurs, (2) employees’ perceptions of the reasons behind food waste, and (3) how it can be reduced in all-inclusive hotels. Semi-structured face-to-face interviews were undertaken with 33 individuals working in all-inclusive hotels in Turkey. The findings indicate that guest behaviors, preferences, and attitudes are perceived as the primary stimulants of food waste. The findings also suggest that guests’ cultural backgrounds influence their eating behaviors, further contributing to the volume of waste generated. As such, this study provides a nascent exploration of employee perceptions of the reasons behind food waste, and how best to reduce it, in the all-inclusive resort hotel context.
This study explores the green marketing practices by retailers in Pakistan. Employing the inductive approach to conduct the qualitative data analysis of interviews managers of four big retailers, this study has examined how retailers in Pakistan contribute towards environmentally friendly practices and communicate the same to their customers. Findings suggest that there are six major aspects that define the retailers' green marketing practices in Pakistan. Those aspects are, communication of eco-friendly initiatives, customer's role in green marketing success, eco-friendly initiatives & operations, how green practices are incorporated, making organization green marketing-oriented, and measuring outcomes of green marketing initiatives. This study would pave the way for further quantitative studies to be conducted in Pakistan's retail industry.
Identifies the basic competencies of research chefs. A modified, three-round (pilot round plus two rounds) Delphi procedure was employed. The Research Chefs Association nominated 33 research chefs. Ten of these chefs contributed to the pilot round; 25 to the first round; and 22 to the second round. In the pilot round, the chefs identified the knowledge, skills and abilities that a successful research chef should have. In the first round, the chefs rated and analyzed the competencies identified in the pilot round. In the second round, competencies were identified. The title “research chef” is actually a generic name for two different kinds of research chef: “research-focused research chef” or “management-focused research chef”. Even though these chefs share some common competencies, they differ in their basic competencies. A total of 12 basic competencies (competencies rated four and over on the five-point Likert scale) were identified for research-focused research chefs, and eight basic competencies were identified for management-focused research chefs. A total of 19 basic competencies were also identified that applied to both research- and management-focused research chefs.
This dissertation was conducted to identify the basic competencies of Research Chefs. A modified, three round (pilot round plus two rounds) Delphi procedure was employed. The Research Chefs Association nominated chefs who participated throughout the study. In the pilot round, the chefs identified the knowledge, skills, and abilities that a successful Research Chef should have. In the other rounds, the chefs rated and analyzed the competencies identified in the pilot round. It was found that the title Research Chef is a generic name for actually two different groups of Research Chefs. These Research Chefs were identified as "Research Focused" and "Management Focused". It was found that even though these chefs share some common skill and behavior competencies, they differ in many different competencies. Nineteen basic competencies were identified for "Research Focused Research Chefs," and eight basic competencies were identified for "Management Focused Research Chefs."
The Zimbabwe hospitality environment is recognised for its importance to Zimbabwe economy. It is a booming industry, yet there is very little research that focuses on the specific issues affecting those working in the kitchen. Based on employees perspective this case study looks at the issue of the absence of females in the Executive Chef Position. The case study focuses on the kitchen department of R.T.G hotels. The lack of research into the kitchen, and more specifically the Hospitality in Zimbabwe environment is perplexing because it is predominately female, yet at Executive Chef Levels these females are not equally represented. Purposeful sampling was used in coming up with a sample of thirty respondents. Data from this study was analysed using tables, bar graphs, pie charts and the findings were categorised under themes according to the major areas of investigation and followed by discussion. The findings revealed that marital status (work family conflict), lack of experience, negative attitude of females, and the harsh conditions in the kitchen are the major contributing variables to the absence of females in the Executive Chef Position in the commercial kitchens. The research recommended that females should market their selves by being employed in other sections other than the pastry section. The research recommended that chefs must be employed and promoted by merit, equal salaries /wages and opportunities to kitchen job in any position in Hospitality Industry irrespective of sex. There is need for more research in the kitchen on the nature and conditions of the kitchen job hence the National Gender Policy Implementers must not generalised with other industries.
Purpose
The purpose of this research is to evaluate the communication competency of tour guides using a modified importance–performance analysis (MIPA). Tour guides are cultural ambassadors of a country; their communication skills can make or break tourists’ experiences with guided tours and memories of a destination.
Design/methodology/approach
Data were collected from 387 professional tour guides representing 38 per cent of all tour guides in Antalya, Turkey. The study further performs factor analysis using 32 communication competency items to determine underlying performance dimensions. This is followed by an MIPA to statistically identify the gap between factors that tour guides consider important and their perceptions of how they perform on these factors.
Findings
The study reveals that tour guides need improvement in verbal skills such as grammar, manner of speech and choice of words, as well as non-verbal behaviors such as approachability and the ability to remain friendly while maintaining a certain personal space.
Research limitations/implications
Due to the nature of this study and certain time limitations, the most effective method proved to be collecting data from a convenient sample of tour guides during their annual workshop. The theory of behavioral communication competency details theoretical and practical implications.
Practical implications
The study findings provide tour operators and the Association of Professional Tour Guides with a platform from which they can launch educational seminars and workshops to enhance tour guides’ communication competency.
Originality/value
The study contributes two main findings: This research provides a first-of-its-kind examination of professional tour guides’ communication competency using MIPA. The study improves the efficacy of traditional importance–performance analysis (IPA) models by enhancing them with a gap analysis through a t -test and effect size analysis including a gap analysis takes the arbitrariness out of the process of determining the location of items within the IPA grid. Tourism service providers can use these findings to offer educational seminars that can increase the skill sets of tour guides.
Purpose
Organizational effectiveness today depends largely on the ability to activate, share and transform the intellectual capital of the company into sustainable and difficult‐to‐imitate competitive advantage. This paper seeks to develop a competency typology that integrates previous definitions and frameworks from the literature and to propose a methodology for identifying competencies to aid the transition from a task‐based to a competency‐based logic for human resource management.
Design/methodology/approach
The paper is based on a longitudinal research project. The paper outlines a methodology and presents the findings from the implementation of a competency model in two case companies. It illustrates how the systematic use of the identified competency categories can support the identification and coding of competencies, which will facilitate the critical organizational transformation from a task‐based to a competency‐based approach.
Findings
The experience from the deployment offers potential challenges of implementing this framework in a specific cultural context. It identifies critical enablers that will contribute to successful implementation, whilst also providing insights concerning predicaments that have to be met.
Originality/value
The particular competency typology integrates previous definitions and frameworks from the literature, thus providing a holistic solution for supporting the implementation of a competency‐based approach. Furthermore, through the analysis of the implementation of the competency framework in two case companies it serves as the basis for illustrating the main steps, as well as the critical success factors that characterize such projects. Finally, it demonstrates the advantages of integrating the proposed competency framework and offers managerial insights and guidelines for similar implementations.
Purpose
This paper aims to compare and contrast the innovation process described by Michelin‐starred chefs with existing theoretical innovation process models.
Design/methodology/approach
Semi structured interviews with Michelin‐starred chefs in Germany were conducted to better understand the underlying factors and dimensions that describe process practices. A sample of 12 Michelin‐starred chefs awarded one, two or the maximum of three stars were interviewed about how they develop new food creations in their restaurants.
Findings
Research results indicated that the development process of Michelin‐starred chefs has similarities and differences to traditional concepts of new product development. Michelin‐starred chefs' innovation processes do not include a business analysis stage and because of the simultaneity of production and consumption and the importance of human factors in service delivery, employees play a more important role in fine dining innovation than in other product innovation situations. Furthermore, Michelin‐starred chefs' innovation processes do not implement an all‐encompassing evaluation system.
Research limitations/implications
The study was conducted in only one country and on a small sample. Based on an analysis of the findings, the innovation development process of Michelin chefs can be broken down into seven main steps.
Originality/value
The present study expands the scope of hospitality innovation research and the findings have not only important implications for high‐end restaurant settings but also other restaurant segments, and other hospitality service endeavors.
We describe why human resource management (HRM) decisions are likely to have an important and unique influence on organizational performance. Our hope is that this research forum will help advance research on the link between HRM and organizational performance. We identify key unresolved questions in need of future study and make several suggestions intended to help researchers studying these questions build a more cumulative body of knowledge that will have key implications for both theory and practice.
The purpose of this project was to explore the ways in which culinary creativity fits a modified version of Wallas's classic 192622.
Wallas , G. ( 1926 ). The arts of thought . New York : Harcourt, Brace and World . View all references model of the creative process. In order to analyze the process through which chefs create a specific culinary work (specific dish), the researchers used a qualitative research method. Seventeen award-winning culinary artists from around the world were interviewed, and it was shown how the interview data fit the general categories of Wallas's 4-phase culinary creativity model—preparing the idea, idea incubation, idea development, and evaluation of the product—which the researchers refined via Finke, Ward, and Smith's 19923.
Finke , R. A. , Ward , T. B. , & Smith , S. M. ( 1992 ). Creative cognition Theory, research, and applications . London : Massachusetts Institute of Technology Press . View all references Geneplore model, with its cyclic cognitive subprocesses. What is presumably the most original part of this contribution, then, are not the conceptual categories themselves but the actual interview-based data—the feelings, thoughts, and reflections of top-level international chefs—and the ways in which they seem to fit the categories of a modified 4-phase creative-process model.
Purpose
The purpose of this paper is to show that development of competencies needed to be effective managers and leaders requires program design and teaching methods focused on learning. This is the introductory essay to this special issue of JMD .
Design/methodology/approach
Competencies are defined and an overview is provided for the eight papers that will follow with original research on competencies, their link to performance in various occupations, and their development.
Findings
Emotional, social and cognitive intelligence competencies predict effectiveness in professional, management and leadership roles in many sectors of society. In addition, these competencies can be developed in adults.
Research limitations/implications
As an introductory essay, this lays the foundation for the papers in this issue.
Practical implications
Competencies needed to be effective can be developed.
Originality/value
Despite widespread application, there are few published studies of the empirical link between competencies and performance. There are even fewer published studies showing that they can be developed. This special issue will add to both literatures.
Argues that while traditional intelligence tests have been validated almost entirely against school performance, the evidence that they measure abilities which are essential to performing well in various life outcomes is weak. Most of the validity studies are correlational in nature and fail to control for the fact that social class might be a 3rd variable accounting for positive correlations between test scores and occupational success, and between level of schooling achieved and occupational success. It is suggested that better measures of competence might be derived by analysis of successful life outcomes and the competencies involved in them, criterion sampling, and assessment of communication skills. (41 ref.)
Theories of motivation built upon primary drives cannot account for playful and exploratory behavior. The new motivational concept of "competence" is introduced indicating the biological significance of such behavior. It furthers the learning process of effective interaction with the environment. While the purpose is not known to animal or child, an intrinsic need to deal with the environment seems to exist and satisfaction ("the feeling of efficacy") is derived from it. (100 ref.) (PsycINFO Database Record (c) 2006 APA, all rights reserved).
This article describes the Delphi method, how it is used, its underlying assumptions, its strengths and limitations, its potential benefits to higher education research, and some key considerations in its use. The authors illustrate the Delphi method by discussing a recent national study to develop a set of management audit assessment criteria. Their focus is on often overlooked and unique aspects of this versatile qualitative research methodology.
The purpose of the study was to identify existing gaps between recruiters and students regarding the knowledge, skills, and abilities required for entry-level management positions in the hospitality industry. Regardless of the study approach used, previous studies have consistently found such a gap. Based on a list of 27 statements generated from previous studies, along with additional new statements, the researchers found that the perception gap between recruiters and students consisted of only three factors: statements concerning relocation, ethical standards, and self-discipline. These study findings suggest that the gap found in previous studies has been narrowed. To narrow the gap further, recruiters may play a more active role in the selection and recruitment process. Scholars may also inculcate “soft skills” into their curriculum to better prepare entry-level managers to meet the necessary requirements.
Purpose
This study was conducted with the aim of examining important and frequently used managerial competencies for private club managers. Sandwith's five‐competency domain model was applied to private club managers who were members of the Club Managers Association of America (CMAA).
Design/methodology/approach
A total of 800 private club managers from throughout the USA were invited to participate in this study. Managers were randomly selected from the Club Managers Association of America (CMAA) membership list.
Findings
This study investigated managerial competencies for private club managers. A total of 28 competencies were classified as essential competencies, 120 were classified as considerably important competencies, and three were classified as moderately important competencies for private club managers. These were classified into five domains: the conceptual/creative domain, the leadership domain, the administrative domain, the interpersonal domain, and the technical domain. Leadership and interpersonal competencies were rated as the most important and the most frequently used managerial competencies. These results are consistent with previous research in other segments of the hospitality industry.
Practical implications
This study provides club managers with information on which competencies are important and frequently used to manage private clubs. By measuring the importance of individual competencies, managers can show how critical they are within a particular profession. It is also important to see how often competencies are used in a particular job. The results of this study should help managers and educators identify a list of skills that should be developed in future private club managers through training programs and curriculum offerings.
Originality/value
Previous studies on management competencies in the private club profession have only addressed managers' administrative and technical competencies. This is the only known study of its kind to examine Sandwith's conceptual‐creative, interpersonal and leadership competency domains for private club managers.
Soft skills, or interpersonal skills, are the hallmark skills of those who serve in the hospitality
industry. Although it can be difficult to quantify such skills, one construct that can be measured and is inclusive of such skills is that of emotional intelligence (EI). EI is the ability to
perceive and understand emotions of individuals and utilize this information to guide one’s
actions. This study set out to determine the EI levels of hospitality students and to benchmark
their scores against those of hotel supervisors. Data were collected from more than 500 individuals using the Bar-On Emotional Quotient Inventory. Comparisons were made between and
among entry-level and capstone students, hospitality management (HM) and non-HM majors,
as well as the industry professionals. Results indicated that the HM students were similar to the
supervisors in terms of interpersonal skills, but they scored lower in problem-solving abilities.
HM majors scored higher on the empathy scale than non-HM majors. Some implications and
curriculum recommendations are provided.
A recent study from the University of Surrey has looked at the role and competencies of chefs in our industry. The report, ‘Flight catering chefs in the UK, USA and Japan: Production workers, process managers, or development gurus?’, suggests three very different roles and related competencies. It also found that thinking about these roles was different in each of the three countries researched.
This study explores the relationship among professional competence, job satisfaction and the career development confidence for chefs, and examines the mediators of job satisfaction for professional competence and career development confidence in Taiwan. The analytical results demonstrate that work attitude was the most influential construct for professional competence, and culinary creativity had the lowest reported ratings. Job selection satisfaction showed higher ranking than current job satisfaction. The structural equation modeling results showed that professional competence significantly affects job satisfaction, and that job satisfaction predicts actual career development confidence. Additionally, job satisfaction mediated the influences of professional competence and career development confidence. The implications of these findings are discussed.
The purpose of this study is to establish indicators of career competencies of food and beverage managers in international tourist hotels in Taiwan. Panel discussions and the Delphi technique were adopted. Two panel discussions were conducted with a total of 11 industry experts and seven academic experts. The framework of career competencies was established based on these experts’ opinions. Delphi questionnaires were sent to 23 experts 13 in the hospitality industry and ten academic experts to collect data. By using such questionnaire twice, the 23 panelists reached a stable consensus. The results indicate career competencies include two categories: (1) career planning and development, and (2) core employability. The data demonstrated that the core employability competency was slightly more important for an individual's career development than the career development and planning competency.
Purpose
The purpose of this paper is to examine the link between industry competency requirements and the current provisions for hospitality management education in India.
Design/methodology/approach
Uses structured interviews with educationists and industrialists to identify the key issues.
Findings
Shows that a gap exists in terms of ensuring that the needs of industry are met by the ongoing skills development of the workforce.
Practical implications
Identifies the need for collaborative development between the educational providers and industry, especially in relation to the ongoing development of managers in the workplace.
Originality/value
Focuses on the development needs of the Indian hospitality industry.
This paper proposes a model of group facilitator competencies, produced as a result of a doctoral research study. This research was undertaken in the context of group facilitation in a workshop environment, where several people meet in a face-to-face situation, under the guidance of one or more people taking the role of workshop or group facilitator. An overview of the research strategy and design is presented, followed by the research findings. The research study was qualitative and the design closely followed the framework of building theory from case studies described by Eisenhardt (1989) and the approach of developing competency models recommended by Spencer and Spencer (1993, Competencies at Work: Models for Superior performance New York: John Wiley and Sons). This investigation was a qualitative study, resulting in 47 interviews with facilitators and clients, along with the corresponding workshop observations. The research was conducted at British Airways, British Telecom and other companies supplying and using facilitation services. This resulted in a proposed facilitator competency model. In order to increase the validity of this research, an instrument was developed and a further study was undertaken to investigate the validity of the proposed model in a wider, more diverse group of facilitators and clients of facilitation. There were 101 respondents to this validation survey. This paper describes the principle findings of this study.
The most important property-management skills for management trainees to learn involve knowing how to work with people, rather than technical matters. In a survey, 107 hotel managers rated the importance of 18 property-management competencies for management trainees. The 18 competencies were drawn by an expert panel from a comprehensive list of 72 possible competencies. The most important of the 18 were interacting smoothly with a wide variety of people and operating effectively under pressure. Technical matters such as knowledge of energy audits, fire safety, and building design were rated as having only moderate importance.
Called on to be both a culinary craftsman and an effective business manager, the executive chef is often beset with difficulties in accomplishing his managerial objectives
A 1999 survey of 369 members of the Club Managers Association of America sought to determine the most important competencies for a club manager in the year 2005. This survey was similar to two others conducted during the 1990s, however, the current study was forward looking. It found that CMAA members do not see radical changes in the competencies needed for successful club management, with perhaps one exception. That is the need for more personal-time management, which shows up in the top-ten items of the prospective survey, but did not appear in the earlier studies. Club managers will still need to be strong in general management skills, accounting and finance, and human resources.
This study aims to: (1) identify managerial competency needs in the Spanish hospitality industry, (2) to differentiate present and future training demands requested by managers, and (3) to identify the relationship between managerial competency needs and training demands. The sample was made up of 80 Spanish hotel and restaurant managers.Results show technical managerial competency needs mainly in computing, languages, and economic–financial management. Generic managerial competency needs appear mostly in job performance efficacy and self-control and social relationships. All training demands refer to technical issues, while none refer to generic managerial competencies. Moreover, these competency needs do not lead managers to demand training in order to meet them. Implications and limitations of the study and directions for future research are discussed.
The use of competences has proved to be perhaps the major growth area in management development during the last ten years. An increasing number of organizations have looked to competence-based training as the solution to enhancing the performance of their managers. But there remain several fundamental weaknesses that supporters of competences have yet to counter adequately. Identifies and challenges the dominant myths behind the competence approach, the suggestion being that it is perhaps time to stop and evaluate the usefulness of competence-based training in more depth.
Emphasizes the need for clear terminology; distinguishes between
“competence” and “competency”. Argues that
competence and competency models have been used in three different
areas: recruitment, skill assessment and development. Considers
competence models, such as the MCI standards in the area of skill
assessment, which focus on What people can do; require clear,
measurable standards; and exclude grading. Discusses behaviour
inventories – which focus on how people behave and can be
graded in relation to recruitment and staff development. Makes a
distinction between intellectually based and morally based behaviours
which allows a “dartboard” model to be created with
“hard” competences at the centre, phasing out through
intellectually based behaviours to “soft” morally based
behaviour at the periphery. Behaviours, capabilities and attributes are
added to the vocabulary, hopefully to provide greater clarification.
The development of the UK restaurant industry is briefly outlined, and then the study seeks to examine the skills and characteristics needed to progress as a chef. Rather than describe the factors that drive workers from the trade, they are explored as problems which must be accepted and overcome, and virtues which must be acquired if anyone aspires to become a great chef. Sources include the comments of top chefs, food writers and others within the industry, as well as lengthy discussions with, and observations of, those working within the sector.
Identifies the basic competencies of research chefs. A modified, three-round (pilot round plus two rounds) Delphi procedure was employed. The Research Chefs Association nominated 33 research chefs. Ten of these chefs contributed to the pilot round; 25 to the first round; and 22 to the second round. In the pilot round, the chefs identified the knowledge, skills and abilities that a successful research chef should have. In the first round, the chefs rated and analyzed the competencies identified in the pilot round. In the second round, competencies were identified. The title “research chef” is actually a generic name for two different kinds of research chef: “research-focused research chef” or “management-focused research chef”. Even though these chefs share some common competencies, they differ in their basic competencies. A total of 12 basic competencies (competencies rated four and over on the five-point Likert scale) were identified for research-focused research chefs, and eight basic competencies were identified for management-focused research chefs. A total of 19 basic competencies were also identified that applied to both research- and management-focused research chefs.
This study addresses the need for social work professionals to remain current with the changing bases of knowledge and skills that impact on their daily experience. Continuing social work education is assumed to be one of the most effective means of avoiding professional obsolescence. The purposes of the study were to achieve a level of consensus relative to theories, methodologies, and content areas of continuing social work education and then to project a functional model of continuing social work education useful for intermediate and long-range program planning.
Nowadays much attention is paid to the concept of competence in labour organizations and in higher education. This paper investigates different approaches to investigate competencies for educational purposes. After a discussion of various approaches, the authors present a case study that was conducted to compose a competency profile for the Faculty of Economics, Business and Public Administration of the Open University of the Netherlands. In this case study, several approaches were combined. The design and the results of the case study are described. The paper concludes with a discussion on the advantages and disadvantages of the applied approach.
The paper explores the usefulness of analysing firms from the resource side rather than from the product side. In analogy to entry barriers and growth-share matrices, the concepts of resource position barrier and resource-product matrices are suggested. These tools are then used to highlight the new strategic options which naturally emerge from the resource perspective.
One of the most challenging professions in the hospitality industry, comprised of both scientific mastery and artistic innovation, is the Chef. It is imperative that these positions are occupied by individuals who possess the appropriate set of skills allowing them to perform with equal success in both culinary, as well as managerial competence. Thus, this research sets out to investigate, from “the Chef's” perspective, competencies required for a successful career in the field as well as the level to which these competencies have been developed (acquired) on-the-job. A self-administered questionnaire consisting of 27 competency items was administered to Chef professionals working in Cyprus. The findings revealed that technical (culinary-specific) competencies were considered as most important, followed by leadership-management competencies. In contrast, conceptual (creative-adaptive) competencies were ranked low by the respondents. In addition, numerous significant differences were revealed based on demographics and other industry-related factors.
Coding competencies from behavioral-event interviews according to the principles of a new approach to assessment (McClelland, 1973) produces assessments that are reliable and validly associated with success as an executive. These assessments are not influenced by length of protocol or by performance in the preceding year. Bias is not a problem if both the interviewer and the coder are blind to executive success. In contrast to a traditional psychometric approach based on regression analysis, an algorithm based on competency scores predicted managerial success and improved performance across a number of samples. This algorithm identified potential outstanding performers as individuals whose scores reached designated tipping points within clusters of substitutable competencies. Experts' judgments of competencies needed or shown by executives in various positions agreed only moderately with competencies shown to be important by the data from behavioral-event interviews.
Full-text of this article is not available in this e-prints service. This article was originally published following peer-review in the Journal of European Industrial Training, published by and copyright Emerald Group Publishing Ltd. Purpose – To outline the reasons for staff shortages in the UK catering industry and then to decide if further training could help to address these issues. Design/methodology/approach – The objectives have been achieved by examining the training provisions at a college, and then asking the students, their training staff, employers and employees about their needs. Findings – The study has revealed that the basic training available is suitable for purpose. However, the career ambitions of the students were focussed on restaurants, and they ignored the other catering outlets. A greater knowledge of other forms of employment could retain more staff within the industry. In addition, restaurants could offer greater training to their staff, particularly as the need to manage new skills such as stock control are encountered. Research limitations/implications – It should be noted that this study merely reports on one small area of the country, and is further limited by small samples. To make more definitive suggestions, a more extensive study should be undertaken. Practical implications – The work suggests that greater co-ordination between the training provider and all sections of the industry could ensure that more catering staff remain within the sector. Originality/value – It is hoped that this paper will initiate debate on the issue of staff retention and persuade the non-restaurant sector to act more positively on the issue.
The ‘Dual Ladder’ reward system has been used for years by industry as an incentive system to motivate technical performance. Its effectiveness has been called into question on many occasions. The paper will report the results of a survey of nearly 1,500 engineers and scientists in nine U.S. organizations. In this survey, engineers were asked to indicate their career preferences in terms of increasing managerial responsibility, technical ladder advancement or more interesting technical work. Responses indicate marked age‐dependent differences in response, particularly a strong increase in the proportion preferring more interesting project work over either form of advancement.
Conversations which one of the authors has had recently with managers of the thirteenth company question its status as an exception.
The lodging industry in Taiwan is forging new links with hospitality management academia in the chain of supply and demand for entry-level managerial personnel. Essential competencies for entry-level lodging management trainees, based on input from industry professionals and academic educators in Taiwan, Republic of China, provided the basis for this investigation. The differences between perceptions of lodging professionals and hospitality educators regarding managerial trainee competency were examined. ANOVA [analysis of variance] was employed in testing relationships between perceptions of lodging management personnel and hospitality management educators. There were sixteen significant differences (p > .05) found between two groups within the sixty competency statements investigated. Recommendations and suggestions for the lodging industry, hospitality management education, and future research were included.
Effective employment brand equity through sustainable competitive advantage, marketing strategy and corporate image