Hotel Management Companies Research Articles

Organizational responses to online employee reviews: A mixed-method research

While the impacts of negative online employee reviews were established, few have studied organizational responses. A text mining of 18,962 Glassdoor reviews and 4386 organizational responses from 115 hotel management companies revealed that responses are analytical, clout, standardized, and in a positive tone, resembling appreciative explanations. Although only 41.7 % of organizations responded to employee reviews, the response ratio was higher for long reviews from larger organizations in post-pandemic. Drawing on the elaboration likelihood model (ELM), a two (explanation responses) by two (job seekers’ attitudes toward reviews) by two (source expertise) quasi-experiment was conducted. Explanation responses increase job seekers’ application intentions via the mediating role of situational blame, especially when job seekers have favorable attitudes toward reviews and the source expertise (embodied in review writers’ organizational tenure) is high. The findings add to research on employee reviews and provide recommendations for organizations to manage negative employee reviews.

КЛЮЧОВІ АСПЕКТИ МОДЕЛЮВАННЯ БІЗНЕС-ПРОЦЕСІВ У СФЕРІ ГОТЕЛЬНО-РЕСТОРАННОЇ ІНДУСТРІЇ В УМОВАХ НЕВИЗНАЧЕНОСТІ

The article examines modern approaches to modeling business processes in the hotel and restaurant industry in Ukraine. It emphasizes that over the past three decades, strategy has been the primary building block of competitiveness, but in the future, the search for sustainable advantage may shift to the processes of business model formation. The article describes various authors' approaches to this concept and the sequential stages of building a business model under unstable economic conditions. It characterizes the differences between business processes in the hotel and restaurant sectors and proposes an author's approach to the key elements of business modeling. Based on analyzed data, the article concludes that the leading hotel chain, Marriott International Inc., views sustainability as a key aspect of all business processes. Consequently, it highlights major development directions such as investing in the latest technologies, particularly in improving user digital platforms, developing the mid-price segment, and digital transformation, which could be relevant for other hotel and restaurant chains, including those in Ukraine. Different business models in the hotel and restaurant industry are shaped by commercial decisions made by hotel investors and hotel management companies regarding: оwnership of hotel premises and buildings; brand independence or affiliation with a larger hotel network operating under a unified brand; establishing and ensuring compliance with brand standards; risk distribution and profit-taking from hotel business operations; managing the team that makes daily operational decisions in the hotel (including staff recruitment and training). Thus, the further successful development and operation of enterprises in the hotel and restaurant industry will depend on their ability to adapt to changing market conditions, implement innovative solutions, and maintain sustainable development. The key aspects of business process modeling proposed in the article will introduce an element of certainty into the enterprise management process and integrate the latest management approaches into specific business processes, considering their specificity. Depending on the set goals, the methodology for modeling business processes can be narrowed or expanded.

Hotel management agreements in Nigeria: the Melange Abuja

Learning outcomes At the end of the case, a successful learner will be able to:▪ develop sound criteria to guide investors entering into hotel management agreements (HMAs);▪ reconcile principal and agent disputes through the lens of an agency framework; and▪ evaluate the impact of the work environment on employee and organisational outcomes. Case overview/synopsis Muyiwa, Chairman of Fara Ltd., signed a HMA with Aytello Hotel Group to operate his hotel in Nigeria, the Mélange Abuja. Aytello was an international hotel management company based in the USA. It was a renowned operator with several brands in its portfolio. The Mélange brand was contemporary, upscale and targeted young business guests with an appetite for adventure. It was the first Mélange to have opened in West Africa. A management agreement was signed in August 2016, which meant that Aytello was now responsible for operating the hotel on behalf of its Owner, Muyiwa. On his part, Muyiwa provided the funds needed to run the hotel profitably. However, soon after the opening, the operator and owner showed signs of conflict. Muyiwa began to distrust the operator and intervened directly in operations. The frequent clashes between Muyiwa and the operator soon led to an impasse that made productive dialogue difficult. As relationships soured, Muyiwa needed to make a decision soon. This case study is designed to teach agency relationships in organisational behaviour. Complexity academic level This case study is designed for business leaders on executive programmes and postgraduate students. Supplementary material Teaching notes are available for educators only. Subject code CSS 12: Tourism and Hospitality.

Analysis of accommodation providers' carbon footprint in Australia: motivations and challenges

PurposeAs net-zero pledges gain momentum globally, more and more accommodation businesses seek to quantify their carbon emissions. Building on Chan (2021), this study aims to explore what drives Australian accommodation providers to measure the carbon footprint of their businesses and what barriers hinder them from doing so.Design/methodology/approachEmpirical data were collected by conducting ten semi-structured interviews with owners, senior executives, consultants, certification bodies and hotel management companies. The set of interviews represented different segments of the hotel industry and various accommodation types. Data were analysed with thematic analysis.FindingsThe major drivers for adopting carbon footprint analysis are as follows: the analysis being perceived as an important contribution to a company's corporate responsibility, the owner or manager's environmental concern, the assessment being a requirement for obtaining an eco-certification and the business benefits associated with implementing the initiative. The major barriers hindering adoption include the following: difficulties with data gathering, the lack of a standard methodology, a lengthy decision-making process and a lack of resources.Research limitations/implicationsBased on the empirical findings and three theories on ecological responsiveness, this study develops a conceptual framework for implementing carbon footprint analysis in the accommodation context and recommends strategies to increase the adoption of carbon footprint analysis.Originality/valueThis study responds to Chan and Hsu's (2016) call for further research on carbon footprint in the hotel context and represents the first attempt to explore the drivers and barriers specifically associated with implementing carbon footprint analysis in the accommodation sector.

Cleaning Up After Covid: Hotel Staffing During the Great Resignation

Ben Hom sat at his desk at McKibbon Hospitality’s Tampa corporate office. He waited for his meeting with the Regional Vice President of Operations (RVPO), who oversaw the Tampa market to discuss the 2023 budget for his 10 hotels. The RVPO feared that staffing shortages and labor costs would wreck his budgets again, as they had in 2022. Hom knew that labor costs were the second most significant variable in the budget, behind revenue, and getting anything close to accurate seemed impossible. Hom understood the RVPO’s frustration and knew similar concerns were echoing across the company. The labor force that the industry had relied upon for decades had evaporated. What worked before Covid-19 was no longer effective. Hom contemplated his options for reliable and lower-cost housekeeping staff and the best solution to this problem. Hom was Vice President of Human Resources at McKibbon Hospitality, a third-party hotel management company with 100 hotels in eight states encompassing 23 brands and 13 ownership groups (Exhibit 1). The term "Great Resignation" was coined as a systemic labor shortage resulting from resignations from current jobs or not returning to a previous position discarded because of the lower demand due to Covid-19 restrictions. Since Covid-19, hourly labor costs had escalated rapidly and varied drastically across the portfolio. There was an industry-wide labor shortage, especially for Housekeeping. Also, due to the “Great Resignation,” recruiting and retaining quality hourly associates was incredibly competitive. Hom was acutely aware of the problems and had several potential solutions to the staffing challenges. Raising starting salaries would have aided recruiting but would have reduced profit margins. Foreign workers with H2B visas could have provided needed recruits at the government-defined prevailing wage in each market, typically lower than the market wage. Staffing companies could have been used as needed but included a 30-50% premium cost. Hom also wondered if there was a way to invest in analytics and technology to disrupt the historical labor model. While solving the staffing problem was necessary for his managers, Hom also had to satisfy the goals of McKibbon’s client, the hotel owner, to deliver high-profit margins using data-driven solutions, as this was key to the company’s continued growth.

Who benefits from international tourism in small Pacific islands? Value capture in the hotel industry in Hawaii

There is a consensus among small Pacific islands that the extent to which they benefit from international tourism largely depends on how much of the value created by tourism remains in the local economy. This study examines how the value created in the hotel industry is distributed among the key stakeholders in a small Pacific island context. We used aggregated income statements of full‐service and limited‐service hotels from the STR Inc., a hotel industry data company, to calculate the value distribution among the key stakeholders in the hotel industry of a small Pacific island. We found that labour and owners captured most of the value created, whereas hotel management companies and franchisors captured a small share of the value. Our results suggest that tourism workers' ability to take united action and hence to negotiate higher wages will result in higher value capture by local labour and less value leaking out of the local economy. Our results also reveal that foreign ownership in the hotel industry is the single largest cause of economic leakages. The study has several implications for the tourism‐based growth policies in small Pacific islands.

POSITIONING PARIWISATA SYARIAH STUDI KASUS PADA HOTEL SOFYAN SYARIAH

Associated with the new government program announced in October 2013, Sharia Tourism. This study was conducted to analyze how much the tourism industry can flourish once sharia determine appropriate marketing development for Hotel Sofyan Betawi, which became one of the pioneers of sharia tourism in Indonesia. Since 1996 Sofyan Betawi Hotel had changed the concept of conventional management into the management of sharia. Although since 1996, the company's revenue management implementations always up and said to be quite good, but until now stand, consumers of Hotel Sofyan Betawi is not yet fully know that the hotel management company under the auspices of sharia management. In addition, many consumers and communities who do not understand the meaning and essence of sharia in its application to business and management that is often misinterpreted.The preparation of the marketing plan, aims to continue the growth of existing products and develop the marketing area of sharia products provided by the company, came to the fore a clear targetKeywords: Tourism Sharia, Sharia Hotel, Business Sharia, Sharia Marketing, Marketing Plan, Environmental Analysis.

Ownership perceptions in European hotel management agreements

ABSTRACTThe hotel management agreement is a common, but arguably at times misunderstood, hotel operating structure. This study has sought to explore how both owners and hotel management companies (“operators”) perceive aspects of ownership in managed hotels. In-depth interviews were held with both operator and owner executives and it was found that, even though interviewees appeared to be aware of the nature of the relationship established by a hotel management agreement, in practice operators in particular use a working definition of the model that is more akin to a lease. Misunderstandings of the hotel management agreement can cause confusion as to where risks and responsibilities lie. Based on these findings, we argue that ownership of the operating business, in addition to that of the hotel’s real estate, deserves to be more explicitly acknowledged and addressed.

Intention–behaviour misalignment at B2C websites: when the horse brings itself to water, will it drink?

We examine factors leading to intention-behaviour misalignment during the current website visit for two groups of website visitors: (1) “directed buyers” who visit with an a priori intention to purchase on the current visit but end up not doing so, and (2) “search/deliberators” who visit with an a priori intention to only gather information for a specific future purchase but end up making a purchase during the current visit. A qualitative study analysed responses by 2660 visitors to the websites of a large hotel management company, 749 of whom acted against their a priori purchase intentions. Based on the results, we propose a theoretical model of factors influencing the intention-behaviour relationship, emphasising those factors that have received little attention in extant research and that have noticeably different impacts for each group, in either facilitating or inhibiting purchasing behaviour. We further explore the interrelationships between various types of uncertainty, anticipated action and inaction regret, and disconfirmed expectations in distorting the intention-behaviour relationship. We close with suggested topics for future research.

A content analysis of corporate social responsibility: Perspectives from China’s top 30 hotel-management companies

Abstract There is a growing demand for corporate social responsibility (CSR) in the tourism and hospitality industry, but its role in some emerging countries, such as China, has seldom been examined. The purpose of this article is to broaden research into CSR by considering it in the context of the Chinese hotel industry, so helping to fill this omission in the literature. Drawing its empirical material from CSR information released by a representative sample of Chinese hotel-management companies, this study reveals that – while there is considerable variation in the information that the 30 largest organizations provide publicly – they all place considerable importance on their highly valued stakeholders (community, environment, government, employee and customer), the other stakeholders (investor, supplier, mission and values) receive much less coverage. This uneven phenomenon is also reflected in the methods used to disseminate CSR information employed by these companies, which suggests that contextualized social, economic, and cultural differences should be taken into consideration in order to more effectively understand and practice CSR in emerging economies.

How can Asian hotel companies remain internationally competitive?

Purpose– This paper aims to examine a number of Asian hotel companies to identify the hurdles and provide recommendations for those companies expanding internationally. Many Asian-based hotel companies have made their strategic choice to expand beyond their home territories by opening and managing hotels in non-Asian destinations to achieve growth. This is a strategic decision that other Asian hotel companies will eventually have to face when they follow their customers’ footsteps and/or enhance their brand awareness in non-Asian destinations for greater market penetration and other network advantages.Design/methodology/approach– This is a review article that analyzes Asian hotel groups’ development practices based on content analysis of published references. The 2012 Hotels 325 list, the leading source of news and analysis for the global hotel industry, is used to identify the top Asian hotel management companies in the world. Their history is traced to examine key success factors for their growth and to identify issues and concerns for such companies’ development into non-Asian destinations.Findings– There are a number of approaches that Asian hotel companies have adopted for international expansion based on their match with these companies’ key success factors.Research limitations/implications– The review focuses on the top 53 Asian hotel companies on the Hotels 325 list and does not cover smaller Asian companies that may have had successful global expansion records.Practical implications– The paper provides high-level guidelines for what Asian hotel groups need to do to expand their business internationally outside of Asia or their traditional markets. Non-Asian hotel groups would also learn from this Asian wave of hotel development.Originality/value– There has been limited, if ever any, previous literature on the strategic development choices of Asian hotel management companies. As such, this paper contributes to such an important but largely overlooked area in hotel management.

The Use of Personality Styles in Designing Curriculum in Hospitality Schools

An earlier study done by the researchers investigated work styles (also referred to as personality styles) of hotel managers (Malan, G., Cobanoglu, C., Waldo, D. R., & Yang, W., 2013). This study investigated types of managers’ (specifically general managers, assistant general managers, and director of sales) personality styles used in designing curriculum in hospitality schools. Research findings drawn from a convenience sample of a hotel management company in the southeastern United States suggested that significant differences between personality styles of hospitality students and hotel managers existed due to position requirements among work styles. Educators may use the results to review if there is any need to change the curriculum to help close the gap of personality styles of students and hotel managers.

An investigation of Australian and New Zealand hotel ownership

Abstract The results of a study seeking to advance a typology of hotel owners as well as examining the composition of hotel owners in Australia and New Zealand are reported. Interview observations resulted in the six hotel ownership categories, discernible from prior commentaries, being broadened to nine hotel owner types. Considerable insights with respect to differentials in the investment time horizon and capital expenditure strategy applied by different owner types were gleaned from the interview data. From a questionnaire survey phase it was found that high net worth private investors and hotel management companies each own approximately a quarter of large 3–5 star Australian and New Zealand hotels. Several distinct hotel operational characteristics are also apparent across the hotel owner types. These include the observation that developer, high net worth investor and strata-title owned hotels tend to be smaller in terms of revenue generated and also these owner types tend to own less hotels. Also, general managers tend to hold their position for shorter periods in hotels owned by hotel management companies and high net worth private investors tend to own older hotels.

Managing with Style: An Analysis of Work Styles of Hotel Managers

This study investigated work styles (also referred to as personality types) of hotel managers (specifically, general managers, assistant general managers, and directors of sales). Research findings drawn from a convenient sample of a hotel management company in the Southeast United States (with an 82% response rate), suggest that there are significant differences among work styles associated with specific managerial positions. Such a finding may indicate that managerial positions may share few work style characteristics, with key differences suggesting implications for employment selection, professional development, and succession planning.

Empirical Determination of Property Assets Management Styles in South-Western Nigeria Hotels

A survey was conducted on probabilistically determined 57 hotels of various ‘stars’ in South-Western geo-political zone of Nigeria. The study investigates hotels’ property assets management styles with a view to fashioning out appropriate management methodology and develop an integrated resource management framework. Data were collected from hotel organizations’ management, general managers, staff and customers. Information obtained was complemented by the physical assessment of hotel structures and system operations. Stratified sampling technique backed by cluster sampling was used. Descriptive statistics was employed for statistical analysis. Findings showed that maintenance management predominates in the industry while facilities management is just filtering in with emphasis on facilities benchmarking. Property management is not favoured at all. The study recommends that Nigeria Tourism Development Corporation should develop a framework for quality assurance policy improvement among hotels in Nigeria. By so doing, hotel management companies and intending property development and management companies would be guided and buoyed into doing things beyond benchmarking.

Inventory/Distribution Optimal Model and Algorithm for Chain Hotels

For the chain hotel consisting of a single distribution center and n geographically dispersed chain branches in a region, the inventory/distribution optimal model for a single item arises at a deterministic rate is developed, Step by step and iterative method makes the economic order quantity of hotel management company in certain period to minimize the cost. Keywords: chain hotels, inventory/distribution, optimal model

Hotel management company forecasting and budgeting practices: a survey‐based analysis

PurposeThe purpose of this study is to investigate and document current US hotel management company practices in budgeting and forecasting, and to recommend a process to improve accuracy and efficiency.Design/methodology/approachKey corporate financial executives of hotel management companies operating in the USA were surveyed. Different from prior studies that surveyed the US property‐level managers, or European hotel operators, the study surveyed the authors of budget guidelines of US hotel management companies with at least ten units or 1,000 rooms, to discover and document the budgeting and forecasting practices of multi‐unit hotel management companies. Chi‐square and t‐tests for equality of means were used to identify the differences between large and small hotel management companies.FindingsMany concepts were identified that are not found in hospitality management textbooks. Current budgeting and forecasting methods used in the industry present opportunities for improving accuracy. There are also opportunities for time efficiencies, which may lead to improved participant satisfaction. Some significant differences were identified in budgeting and forecasting processes between large and small management companies.Research limitations/implicationsThe findings may not apply to independently owned and operated hotels, or small hotel management companies. Future research may focus on identifying economic factors that most influence hotel revenues at the local or regional level. Also, future research may focus on corporate computer software that facilitates intranet consolidation of property level budgets and forecasts and also allows spreadsheet flexibility for exploring various scenarios.Practical implicationsThe practical application of the study is the recommendation for a centralized budget process that enhances accuracy, improves efficiency, and reduces “gamesmanship”.Original/valueThere are four main contributions of the study: the obtaining of inputs from corporate officers of hotel management companies with operations in the USA; the documenting of forecasting and budgeting practices of hotel management companies operating in the USA; the recommending of a forecasting and budgeting process that may improve accuracy and participant satisfaction; and the identifying of differences between large and small companies in relation to forecasting and budgeting practices.

Restraining Opportunism in Hotel Management Contracts

Management contracts are widely used throughout the world as a mechanism for separating the ownership of hotel properties and their management. The research reported here concerns how Thai hotel owners seek to control the international hotel chains where properties are operated under hotel management contracts (HMCs). Adopting agency theory, the research findings reported here suggest that restraints against agent opportunism tend to focus on two key aspects: contractual controls and operational controls. Additionally, the findings also suggest that the outcome control needs to be viewed as a priority for effectively controlling hotel management companies when using HMCs.

An Analysis of Hotel Financial Management in China

ABSTRACT This article examines the current development of the hotel industry in China, particularly the rapid growth of Chinese hotel brands and international hotel companies. It analyzes and compares hotel financial performances managed by international hotel companies, Chinese hotel management companies, and Chinese independently-managed hotels. The hotel financial reporting system in China is discussed, and the challenges facing hotel financial management in China amid the rapid globalization of hotel development and operations are identified. Recommendations for improving hotel financial reporting and management are provided for China's hotel industry.

Locus of Control vs. Employee Empowerment and the Relationship with Hotel Managers' Job Satisfaction

The researchers explore the effects of locus of control and empowerment on hotel managers' job satisfaction. Sixty-eight participants at a hotel managers' meeting for a major southeastern hotel management company were surveyed. In addition to satisfaction and control queries, some demographic tags were identified, specifically gender and race. While locus of control was proven to be directly related to satisfaction, it was not a predictor. Partial support of two additional hypotheses was achieved.