W. Terry Umbreit

Developing behaviorally-anchored scales for evaluating job performance of hotel managers

Abstract This article discusses the steps undertaken to develop behaviorally-anchored rating scales for evaluating the job performance of hotel managers. Procedures employed in the study involved high levels of participation among hotel management personnel from three organization levels. The resulting appraisal instrument consists of seven scales, each anchored by six behavioral statements. When actually used by corporate hotel executives, the instrument demonstrated the ability to provide a discriminable set of ratings across dimensions and ratees. Implications for identifying desirable behaviors, providing performance feedback and establishing training programs for hotel managers are discussed.

Hospitality research: Reassessing our strategy

Applied research predominates in the hospitality field. While such research may answer an immediate need, the findings are often perishable and do not contribute to the disciplines knowledge base

Fairmont Hotels' turnaround strategy.

Abstract Fairmont Hotels 1991 turnaround was engineered by Robert Small in a situation where what was at stake was the companys survival—and Smalls chance to demonstrate how to revitalize a chain.

Measures of Managerial Effectiveness in the Hotel Industry

A study was conducted to capture the underlying dimensional structure of outcome measures used to evaluate general hotel manager effectiveness in large hotel chains. Seventy-three hotel executives and general managers completed a survey of the frequency and importance of 23 distinct effectiveness measures used in their firm. Factor analysis revealed three independent dimensions: short-term profit indicators, tangible results (i.e., budget compliance, sales growth, guest comment cards), and intangible factors ( i.e., employee morale, market share changes, and guest complaint letters). Projected linkages between key manager behaviors and these effectiveness dimensions are discussed within an integrated hotel manager evaluation framework. Implications forpractice and further research are discussed.

When the budget ax falls: A tale of survival

Abstract With the proliferation of U.S. hospitality-education programs, dwindling institutional resources to support those programs, and decreasing enrollments of traditional students, its evident that many programs will have to regroup or go out of business altogether. Such were the prospects faced by Washington State Universitys Seattle-based HRA program in 1993. It was only through the creative and cooperative efforts of faculty, staff, students, and industry leaders that the program still exists at all, providing a suitable model of survival for others to examine.

A Study of Opinions and Practices of Successful Multi-Unit Fast Service Restaurant Managers

This paper reports on a study of the opinions and practices of 31 successful multi-unit managers in the fast-service restaurant industry. Multi-unit managers participating in the survey were asked a series of questions about their responsibilities, successful strategies and practices and important job skills. Management skills needed by managers when promoted to multi-unit responsibility were identified. Results indicate successful multi-unit managers establish a high priority on developing strong subordinates, providing a supportive work environment, allowing unit management to set its own goals and instilling a sense of pride and teamwork. Multi-unit managers receive great satisfaction in seeing their managers promoted and being part of a winning team. The study recognizes the importance of sound personnel practices and a commitment to human resource development.

Making the Transition From Single-Unit To Multi-Unit Fast-Service Management: What Are the Requisite Skills and Educational Needs?

In this research the requisite functional skills and training needs of multi-unit fast service managers are examined. Responses from 164 multi-unit managers are analyzed, and the results indicate that there are additional skills, beyond those required at the single-unit level, necessary to operate effectively at the multi-unit level. Implications for managers and educators are discussed.

Using dramas as an instructional technique to help students measure and evaluate service quality.

This paper discusses the use of dramas as an instructional technique to help students understand and measure service both on the basis of quality/service/cleanliness (QSC) and hospitality. Dramas were used as part of a classroom project entitled “project hospitality” designed to identify the “friendliest” quick-service restaurant. Student teams developed their own dramas to measure the hospitality traits of friendly under stress, immediacy, anticipation, managing a complaint and friendly to the unfriendly. Information collected by the students permitted the class to identify the restaurants with the highest scores on QSC and hospitality. Results of the project are discussed in terms of restaurant performance and student learning experiences.

Strategies for Conducting Research In The Hospitality Industry

This paper addresses fundamental research dilemmas, strategies, and tactics facing hospitality educators within the context of increasing industry and university expectations for research productivity. To date, collective hospitality research output has tended to be highly fragmented due to such factors as the wide variance in faculty academic preparation, the absence of uniform accreditation standards to guide the scope and thrust of scholarship, and the tendency toward topical, problem-oriented investigations. Ironically, recent literature reviews have suggested that even the predominant problem-oriented research approach has been of little value to the ongoing concerns of hotel and restaurant firms. In comparison with opportunistic and eclectic strategies, a programmatic research strategy is offered as one key to increasing the likelihood of publications that make a significant contribution to the hospitality literature. Tactical issues discussed include choosing a research stream, colleague collaboration within ones discipline, enrichment of theory and research methods, and increasing institutional research support. Current and future hospitality faculty should be encouraged to implement a programmatic research strategy in order to make real progress in solving the critical issues that confront the industry.