Hadyn Ingram

Measuring quality gaps in hotels: the case of Crete

Reports on a study that applied the well‐ established SERVQUAL methodological instrument to an investigation of those hotels in Crete that have adopted the ISO 9000 quality standard. Three service gaps are explored through a questionnaire survey of guests and managers in ten Cretan hotels. The study finds that there is a divergence between the perceptions of service quality of guests and managers, and that the greatest gaps exist in hotels of the highest quality classification. Finally, some implications of the ISO standard in hotels are discussed.

Teamwork: comparing academic and practitioners’ perceptions

Teamworking is a multi‐dimensional concept which has gained recent popularity and some success in manufacturing, but there is little evidence that large numbers of firms in the service sector have espoused teamworking methods. This paper explores this dilemma by comparing academic perceptions of teamworking, through a review of the literature, with a study of the perceptions of practitioners. Although much has been written about group behaviour, the more recent literature on teamworking is inconclusive and is often derived from anecdotal rather than empirical research. Using information obtained from a recent study, this article suggests that the richness of the teamworking experience is not captured by some of the academic literature. It argues for a view of teamworking that is both grounded in the literature and which represents the views of managers and employees in the service sector.

Hospitality: a framework for a millennial review

Such are the breadth and diversity of the hospitality industry, that a millennial review requires a specific focused perspective. This article proposes a triangular framework for analysis based on the hospitality cycle of practice of knowledge, in which the increased sophistication of practice and operations requires the development of theoretical paradigms for research and education purposes. The nature of the industry and its challenges are introduced in preparation for a series of six articles by academic experts.

Classification and grading of smaller hotels, guesthouses and bed and breakfast accommodation

States that the development of classification and grading schemes for hotels and other accommodation in the UK is an important activity which affects customers and practitioners alike. In the light of evidence of a low take‐up of the English Tourist Board (ETB) Crown Classification system, reviews some of the major issues in developing an effective hotel classification system and reports feedback from the perspective of properties of bed and breakfast operations.

Teamwork in health care: Lessons from the literature and from good practice around the world

It is becoming more difficult to provide health care that meets the needs of patients within tight budget constraints. This article suggests that one way forward is to channel the energies of people more constructively to work as teams. Some definitions are shown for teams and teamwork, and four benefits suggested of effective teamwork: learning and development, resource management, task performance and communications. In each of these four areas, examples are given from the international world of health care of how teamwork can be achieved. Finally, it is concluded that teamwork can be difficult, but that it is worth pursuing.

Linking teamwork with performance

Examines the nature and meaning of teamworking and performance and the link between the two. Summarizes some of the literature and suggests that organizations need a clear understanding of the drivers of performance in their business and the role that teamworking can play in managing and improving performance. Provides a case example of a firm which has been successful in using teamwork to direct quality initiatives. Concludes that both performance and teamworking should be measurable.

Teamwork and the management of food service operations

The food service business is a complex one. The food and drink that a restaurant offers form part of their total product and only partially explains why customers choose it. Other reasons may include service, decor and ambience. Although every restaurant needs people to deliver the product and service, the food service sector is characterised by a wide range of different management styles and human resource strategies. Owners and managers of restaurants need to balance the need for profit and customer satisfaction against the need for greater employee retention in a sector where staff turnover is common. This can create tensions between management control of work processes for consistency of service quality with the needs of employees for job interest and satisfaction. This article explores some of these conflicting issues in the food service business and looks at the role that teamwork may play in resolving them. In particular, the approach to teamworking in the UK TGI Fridays restaurant group is examined.

Organizational teamworking frameworks: evidence from UK and USA‐based firms

Draws from case study research conducted in 14 UK and USA‐based manufacturing and service firms, most with mature teamworking structures. Aims to examine practitioner perspectives and current practices in teamworking and to assess the strategic contribution that work‐based teams are making to quality improvement.

A systems model of effective teamwork

Argues that, despite increasing interest in teamwork, much of the literature on the subject is inconclusive and often derived from anecdote rather than primary research. Seeks to develop an empirically‐based conceptual framework with which to characterize effective teamwork in the hospitality industry. Reviews the literature and empirical research on the subject; then proposes a descriptive systems model of the key characteristics of effective teamwork featuring inputs, throughputs and outputs. Suggests that throughputs may be the greatest determinant of team effectiveness and that this may have implications for the way in which management approaches the development of self‐directed teams in the future.

Clusters and gaps in hospitality and tourism academic research.

Content‐analyses the academic entries in the WHATT‐CD International Hospitality and Tourism Research Register using four broad categories ‐ general management issues hospitality, tourism, and current or “hot” research issues. Identifies clusters of research interest within these categories and identifies “gaps” in the form of relatively unexplored research topic areas.