Charles G. Partlow

Human-resources practices of TQM hotels.

Abstract To develop a culture of total quality management, a hotel company must make its human-resources department a full-fledged player in the hotels operations, because specific human-resources practices are essential to a successful TQM program.

Experiential Learning in Hospitality Education: An Exploratory Study

The authors examine the extent to which experiential learning is utilized in the hospitality curriculum. Results of this study should provide hospitality administrators and educators with a benchmark to use in enhancing experiential learning within their curriculums.

GRADUATE EDUCATION IN HOSPITALITY MANAGEMENT: IMPLICATIONS FOR CURRICULUM DEVELOPMENT

The purpose of this research was to secure information from hospitality managers and educators concerning their expectations for competencies of graduates with advanced degrees in hospitality management. The study sample of 183 managers and 296 educators was asked to classify 46 competency statements according to educational level and experience required for competency development. Seven competencies were found not to be related to level of education and 27 were identified at the bachelors level. All competencies in both groups were considered to require up to three years of experience for competence development. Five competencies were classified as requiring a masters degree, 4 of which were considered to require more than three years of experience to develop competency. The final analysis involved a comparison of educator and manager responses to determine the extent of agreement on level of education. The groups tended to agree on about three fourths of the competency statements.

An Examination of Strategic Drivers Impacting U.S. Multinational Lodging Corporations

ABSTRACT Top executives from four major multinational lodging corporations were interviewed on corporate strategies to identify key strategic drivers for creating value in the global lodging industry. In the face of greater environmental uncertainty, global competition, and technological change, it is imperative that multinational lodging firms develop strategies for protecting their domestic franchises and expanding internationally. The findings reveal shifts in current business models, strategies for changing brand architecture, searches for profitable new markets, commoditization and differentiation of the product, and development of customer-centered functional strategies. Implications of these strategic changes for the lodging industry are discussed.

Identification of graduate level competencies in hospitality management.

Hospitality managers and educators were surveyed to ascertain their expectations for competencies of graduates with advanced degrees in hospitality management. The study sample of 183 managers and 296 educators were asked to classify 46 competency statements according to educational level and experience required for competency development. Five competencies were classified as requiring a masters degree, four of which were considered to require more than three years of experience to develop competency. Twenty-seven competencies were identified at the bachelors level, and seven were found not to be related to level of education. All competencies in both groups were considered to require up to three years of experience for competency development. Results will be useful in developing curricula for graduate programs in hospitality management.

Assessing the Competencies Needed by Hospitality Management Graduates in India

This study assessed the importance of generic and technical managerial competencies needed by hospitality management graduates in India from the perspectives of industry professionals and educators. A self-administered questionnaire was mailed to both participant groups in India. Results of this research identified 6 dimensions of generic managerial competencies and 7 dimensions of technical managerial competencies. The differences between industry professionals’ and hospitality educators’ perceptions of the importance of managerial competencies were further identified. Industry professionals and hospitality educators agreed on the importance of the 6 generic managerial factors but differed on the importance of technical managerial factors associated with operations management and innovation. Implications for hospitality education programs in India are provided to develop curricula that better prepare graduates for positions within the industry.

Effects of Social Perceptions and Organizational Commitment on Restaurant Performance

ABSTRACT The purpose of this study is to examine the effects of employees’ organizational commitment and social perceptions of their coworkers and managers on key restaurant performance indicators (i.e., customer satisfaction, restaurant sales change, and employee turnover rate). This study enhances the existing literature related to the influence of the work environment and employees’ job attitudes on organizations’ performance, and includes two fundamental social dimensions that are often used to evaluate other individuals or groups, namely warmth and competence. In order to examine such effects, structural equation modeling (SEM) was utilized. Results suggest that managers’ warmth and employees’ organizational commitment have significant effects on restaurants’ turnover rates. Moreover, employees’ organizational commitment improves restaurants’ sales change and customer satisfaction. Implications for practitioners and researchers are discussed in detail.

Environmental forecasting in American city clubs: an exploratory study using four case studies.

Abstract This study examines the use of environmental forecasting during the strategic planning process in private city clubs. Key internal and external environmental factors were identified that impact city clubs and the club industry. Strategic planning practices and influencing factors were studied in four city clubs, in North Carolina and South Carolina, utilizing the qualitative research method of structured personal interviews, and the survey method of quantitative research. Numerous factors influenced the strategic planning process of three clubs, including consultants, employees, board members, trade associations and trade reports. One club, which did not conduct strategic planning, is struggling to survive. Environmental issues influencing these clubs were: technological, social, and economic. Each clubs business was significantly affected by the business climate of the city in which it resides.

Measuring Restaurant Patrons’ Perceptions and Expectations: An Importance–Performance Analysis Using the DinEX Model

This pilot study analyzes the importance and performance of specific restaurant attributes presented in the DinEX instrument, which focuses on newer dimensions such as social connectedness. An importance-performance analysis was conducted using the attributes presented in the DinEX model to assess customers’ expectations, and to analyze whether the performance of a specific casual-dining restaurant in the southeastern United States meets those expectations or not. A self-administered questionnaire was distributed and a sample of 209 respondents was obtained. Results show that food, service, and atmosphere are important attributes for customers, while social and health domains are not. Implications for practitioners and academics are discussed.

Customer Expectations of Casual Dining Restaurants: The Case of Liberty Tap Room

The current research examines the importance of restaurant attributes as rated by customers dining in a casual-style restaurant located in a medium-sized city in the Southeast United States. Previous research and the models used to measure customer perceptions of restaurant attributes were reviewed. The assessment instrument chosen for the current study was adapted from DinEX, developed by Antun, Frash, Costen, and Runyan (2010). A total of 92 customers completed the survey over a 10-day period in late August and early September of 2011. Results showed that customers rate food and service attributes as most important when dining out. Attributes related to atmosphere received moderate importance ratings. In using a confirmatory factor analysis, six latent variables emerged: social connectedness, service quality, atmosphere, food quality, healthfulness, and food value. The only statistically significant differences between the factors related to the demographic variables were that females rated the healthfulness of the food options as more important than males, and dinner customers rated the food value as more important than the lunch customers. Implications for restaurant operators and suggestions for further research are discussed.