Hospitality Education Programs Research Articles

Fundraising in hospitality education: The role of deans and directors

Fundraising campaigns are an essential aspect of hospitality-education programs. While the dean or director is a key member of a fundraising team, fundraising campaigns also require the assistance ...

When the budget ax falls: A tale of survival

With the proliferation of U.S. hospitality-education programs, dwindling institutional resources to support those programs, and decreasing enrollments of traditional students, it's evident that many programs will have to regroup or go out of business altogether. Such were the prospects faced by Washington State University's 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.

Using videoteleconferencing for continuing education and staff development programs.

In times of tight budgets for continuing nursing education and staff development, using live, interactive videoteleconferencing is one approach to maintaining the quality and viability of continuing education programs. Participation in professionally produced closed circuit, satellite, or cable broadcast continuing education programs can be the first step in that effort. Careful planning for and promotion of the use of such broadcasts may not only enhance a hospital's education programs and facilitate learning, but may also prove financially beneficial.

Establishing a Hospitality Education Program for Japanese Students

(1995). Establishing a Hospitality Education Program for Japanese Students. Hospitality & Tourism Educator: Vol. 7, No. 1, pp. 60-62.

Chrie Member Perceptions of Tenure Requirements in Hospitality Education Programs

This study measures the perceptions regarding tenure requirements of mem bers at four-year institutions of CHRIE. They perceive the three most important attributes to gain tenure are (1) a Ph.D or an equivalent terminal degree, (2) a track record of publications, and (3) a track record of good teaching. Differences in perceptions are noted by type of university (public vs. private), level of degree granted by the members' hospitality program, location of the members' program within the university, and differences between faculty and administrators.

Alumni Relations in Hospitality Education Programs

(1994). Alumni Relations in Hospitality Education Programs. Hospitality & Tourism Educator: Vol. 6, No. 3, pp. 21-23.

Colleges' hospitality programs: Perceived quality

This subjective quality-assessment survey reports on executives' and educators' perceptions of bachelor's, master's, and doctoral hospitality-education programs

Hospitality Technology in the 21 St Century

Technology is advancing at an exponential rate. A review of literature on hospitality education programs reveals current major technology issues, such as computer literacy and computer hardware and software programs. Yet, as evi denced by current computer research issues, the computer technology referred to is apparently obsolete. Very few of the education technology issues are centered on noncomputer technology, such as robotics, building facilities, environment control, foodservice technology, or even managing technological systems. Several sce narios involving hospitality technology in the 21 st century are presented, and all are based on currently known technology.

Using Multimedia in Hospitality Training

Computer-based multimedia presentations combine instructional resources to meet the audience's needs and learning level. Studies have shown that multimedia training increases efficiency, and learner motivation, for individuals and groups. Despite the expense, a few hospitality-education programs successfully use interactive technologies to train students in sanitation, front-desk operations, and marketing strategy relating to travel and tourism. The most successful training programs combine multimedia training with peer-group sessions, question-and-answer time with a supervisor, and textbooks and work-books that trainees can take home.

Producing global managers: The need for a new academic paradigm

Given the increasingly global nature of the hospitality industry, what will it take to allow hospitality-education programs to develop and provide useful international training?

Don't go 'way, it's time to play ... the safety game!

In an attempt to decrease the amount of time and dollars spent while increasing positive staff response, Emanual Hospital in Portland, Oregon, developed a game format to review required safety information. The game was piloted, then presented to the hospital's safety committee where it was approved as part of the hospital's education program. The game has significantly increased the percentage of staff participation in required classes. At the same time, cost of presenting the classes has decreased significantly.

The Tasmanian nursing student population: A study of the demographic characteristics of hospital and higher education cohorts

This study reports the findings from a study of nursing students in hospital and higher education programs in the state of Tasmania. Analysis was performed on data supplied by students on a questionnaire. No significant difference was found on the gender composition of the two institutional groups. Recruits to higher education programs were more likely to delay entry after the completion of secondary school than were their hospital colleagues. There was no difference in the geographical location of the high school attended by students which suggests that country students will not be disadvantaged by the national transfer of nurse education into the mainstream of higher education.

Changes in the recruitment pool: the Australian experience

This paper examines the changes in the recruitment pool from which we draw nursing students. In New South Wales, the change in venue from hospital to college institutions has significantly accelerated a change which began more than 20 years ago. College programmes attract more males directly from school and less mature age males than hospital programmes. There is a difference in the socioeconomic level of the household from which nursing draws its recruits in hospital and college programmes. College programmes attract more recruits from lower socioeconomic level households than hospital programmes. In New South Wales, this was found to be particularly so for the female group but not for the male group. From the national perspective, where students had the choice to enter either a hospital or higher education programme to attain a nursing qualification, it was found that there was no difference in the socioeconomic level of the household of origin between students who choose to enter a hospital programme which paid a wage while training and students who choose to enter a higher education programme which offered no such financial reward. This finding remained consistent when the study sample was cross-tabulated by state, gender and age group (young vs mature).

The Future of Hospitality Education

Because of the expanding role of services in the world economy, schools of business have begun to address the needs of service operations. At the same time, many hotel-school programs are drifting away from a hospitality-management orientation toward general business-management courses. If hospitality-education programs are to serve adequately their students and the industry, they must refocus their curricula on the needs of the hospitality industry; the alternative is to be absorbed into general business programs. Already, hospitality-program graduates and general-business graduates are competing for the same managerial jobs in the service sector. Four-year programs must find or develop faculty whose specializations are in the hospitality industry, and, in close cooperation with the industry, specialized programs must be developed for managers-in-training.

Advisory Committees To Four-Year Hospitality Education Programs: What Should They Be Doing for Your Program?

An expert panel of 12 hospitality program deans, department heads, and directors (CEOs) and 28 members of their advisory committees rated 60 statements identified as advisory committee activities. Panel members reached consensus on 58 of 60 statements after three survey mailings using the Delphi technique, a process for determining group consensus.The expert panel strongly agreed with six statements and disagreed with four statements. T-tests identified 10 statements where a significant difference (p=<.05) in agreement occurred between the CEOs and the advisory committee members. Three of those statements were financial issues, two were identifying research and training needs, and another was evaluating the hospitality education program. Advisory committee members indicated that they should be consulted regarding curriculum, subject matter, special training needs, and developing educational objectives.CEOs currently using or planning to use an advisory committee should carefully review the statement ratin...

Graduate Education: The Next Frontier

The '90s will be the decade of graduate education in hospitality-education programs. Here are some thoughts on how to structure an effective graduate-education program

What Industry Needs from Academe

When Tennessee State University developed a hospitality-education program, it started from the beginning by asking the question, What does the industry want? Herewith, some of the answers

Baccalaureate Hotel, Restaurant, and Institutional Management Programs in Home Economics Units

This study investigates the current status of four‐year hospitality education pro grams within home economics units. Using data from a 1987 national survey of 276 members of the Federation of Administrators of Home Economics, status was determined by analysis of variation in enrollment, characteristics of faculty, pro gram options offered, types of laboratory facilities, internship requirements, and student placement services. Programs surveyed varied significantly only in current and predicted enrollment, number of full‐time faculty, number of faculty with Ph.D.s, and proportion of programs placing at least one graduate in mid‐scale dining. Given the increased employment projections for hospitality managers and the fact that the current majority of these programs are within home economics units, hospitality education programs offer an opportunity for substantial home economics program growth.

Analysis of Menu Trends in Fast Food Industry

The development of fast food industry is critically dependent upon the main product it offers. At the end of growth phase, responding to the first shake out, fast food organizations experienced menu diversification, leading to the differentiation of the "core menu" from the "secondary menu. "Better understanding of various menu trends, past and present, provides useful information needed in planning menus of tomorrow which in turn enhances competitive position of an organization. Upon analysis of the data, four distinctphases were identified: pre-introductory phase, introductoryphase, growth phase, and maturityphase. The Pre-introductory phase in represented by "all you can eat"specials, breakfastbars, snack shops, and introduction of hamburgers. The introductory phase is noted by limited menu and limited service restaurants, equipment refinements, convenience foods. The growth phase is highlighted by theme restaurants, ethnic concepts, nationwide chains, specialized children's and dessert menus, drive-thru service, and menu diversifica tions. The maturity phase is marked by low calorie menus, salad bars and food bars, rich desserts, frozen yogurt, improved sanitation practices, home delivery and spill resistant cups for drive-thru convenience. Lastly, some of the emerging trends are fresh sea food, special menus forsenior citizens, menu simplifications to save labor, gourmet take-out and promotional and seasonal menus. Some of the contributing factors for these changes were/are Prohibition Act of the 1919, highwayconstruction, World Warll, "truth in menu"legislation, high unem ployment of teenagers, customerawareness of nutritional needs, increase in senior citizen population, labor shortages, increase in number of women in work force, legislation on franchise practices, international expansion, personal computers and hospitalityeducation programs.

Teaching Risk Management

An increasing number of hospitality firms are employing risk managers to handle the issues and costs associated with safety and security, but few hospitality-education programs directly address the activities and functions of this new management role