Organizational Form and Performance: Evidence from the Hotel Industry

2007 ◽  
Author(s):  
Renáta Kosová ◽  
Francine Lafontaine ◽  
Rozenn Perrigot
Keyword(s):  
Hotel Industry ◽  
Organizational Form ◽  
And Performance

Organizational Form and Performance: Evidence from the Hotel Industry

2013 ◽  
Vol 95 (4) ◽  
pp. 1303-1323 ◽  
Author(s):  
Renáta Kosová ◽  
Francine Lafontaine ◽  
Rozenn Perrigot
Keyword(s):  
Hotel Industry ◽  
Organizational Form ◽  
And Performance

Yield Management and Performance in the Hotel Industry

2004 ◽  
Vol 16 (4) ◽  
pp. 21-31 ◽  
Author(s):  
Alain Capiez ◽  
Abdoulaye Kaya
Keyword(s):  
Hotel Industry ◽  
Yield Management ◽  
And Performance

SALESPEOPLE MOTIVATION AS KEY FACTOR IN ACHIEVING SALES MANAGEMENT GOALS IN HOTEL INDUSTRY

2006 ◽  
Vol 12 (2) ◽  
pp. 155-169
Author(s):  
Darko Lacmanović
Keyword(s):  
Sales Management ◽  
Hotel Industry ◽  
Working Hours ◽  
Sales Force ◽  
Three Dimensions ◽  
Sales Managers ◽  
Job Commitment ◽  
Sales Personnel ◽  
Key Factor ◽  
And Performance

Sales management acitivities such as monitoring, directing, evaluation and rewarding represents useful ways for increasing the salesperson job satisfaction and organizational commitment. Motivating the sales effort ussually include three dimensions: intensivity, persistence and choice. By inspiring salespeople on greater job commitment, sales managers keep managerial tools to stimulate latent sales efforts and performance. Rewarding system based on »straight« salary result in unmotivated sales personnel who, in that case, connect their work engagement solely with realization of working hours not with realization of sales volume. Segmentation of sales force, grouping the salespersons according to their motivation needs and offering them diverse rewarding systems per each group, presents inovative approach to challenges of motivation the salespeople.

scholarly journals Linking Entrepreneurial Marketing and Performance Indicators in Jordanian Hotel Industry

2013 ◽  
Vol 5 (3) ◽  
Author(s):  
Excimirey Al-Manasra ◽  
Mohammd Al-Zyadat ◽  
Mohammed Al-Awamreh ◽  
Muhammed S. Alnsour
Keyword(s):  
Performance Indicators ◽  
Hotel Industry ◽  
Entrepreneurial Marketing ◽  
And Performance

scholarly journals Human resource flexibility and performance in the hotel industry

2017 ◽  
Vol 46 (4) ◽  
pp. 824-846 ◽  
Author(s):  
Mercedes Úbeda-García ◽  
Enrique Claver-Cortés ◽  
Bartolomé Marco-Lajara ◽  
Patrocinio Zaragoza-Sáez
Keyword(s):  
Human Resource ◽  
Hotel Industry ◽  
Resource Flexibility ◽  
And Performance ◽  
Human Resource Flexibility

scholarly journals Impact of Leadership on the Relationship Between Innovation and Performance

2021 ◽  
Vol 5 (2) ◽  
pp. 29-49
Author(s):  
Cláudia Ferreira Leitão ◽  
Jorge Gomes ◽  
Denise Capela dos Santos ◽  
Bruno Melo Maia
Keyword(s):  
Middle Managers ◽  
Hotel Industry ◽  
Moderating Effect ◽  
Superior Performance ◽  
Organizational Success ◽  
Positive Correlation ◽  
Hotel Sector ◽  
And Performance ◽  
The Impact ◽  
The Relationship

Leadership, innovation, and performance are essential factors to achieve the desired sustainable profitability of companies. The relationship between these variables is one of the keys to the organizational success, although their study has proved to be complex. The purpose of this article is to analyse the impact of leadership on the relationship between innovation and performance in the Portuguese hotel sector. To answer to this challenge, a survey was carried out to top and middle managers of four-star and five-star hotel units. The existence of a positive correlation between innovation and performance was found; however, leadership has not been shown to have a moderating effect on the relationship. The work highlights several important contributions to the hotel industry and identifies aspects that, when well implemented and developed, can lead to superior performance in organizations.

scholarly journals Emotional Labour and Employee Performance Appraisal: The Missing Link in Some Hotels in South East Nigeria

2015 ◽  
Vol 8 (2) ◽  
Author(s):  
Igbojekwe ◽  
Poly A.
Keyword(s):  
Human Resources ◽  
Performance Appraisal ◽  
Hotel Industry ◽  
Critical Factor ◽  
Quality Service ◽  
Job Description ◽  
Service Employees ◽  
Emotional Labour ◽  
And Performance ◽  
And Training

The main objective of this study was to determine if emotional labour has become a criterion in performance appraisal, job description, selection, and training schemes in the hotel industry in Nigeria. Our main assumption was that majority of hotel organizations have not built emotional labour into their human resources management schemes. Data were gathered by the use of structured questionnaires designed in Likert format, and interviews. The focus group was managers of the selected hotels. Analyses revealed that majority of the hotels have not built emotional labour into their human resources schemes particularly in the 1, 2, and 3-star hotels. It was observed that service employees of 1, 2, and 3-star hotels have not been adequately trained to perform emotional labour, a critical factor in quality service delivery. Managers of 1, 2, and 3-star hotels have not given serious thought to emotional labour as a critical factor in quality service delivery. The study revealed that suitability of an individuals characteristics is not being considered as a criterion for selection and performance appraisal for service employees. The implication of this is that, person-job-fit is not seriously considered. It was observed that there has been a disconnect between required emotional competency, its recognition, evaluation and training. Based on the findings of this study, it is concluded that selection, training, job description and performance appraisal instruments in use in hotels in Nigeria are inadequate. Human resource implications of the findings in this study are presented. It is recommended that hotel organizations should re-design and plan the emotional content and context of their human resources practices to reflect the emotional demands of frontline jobs in the hotel industry and the crucial role emotional labor plays during service encounters.

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