Thesis (M.S.)--Rochester Institute of Technology, 1993. / Typescript. Includes bibliographical references (leaves 40-43).

Thesis--PlanA (M.S.)--University of Wisconsin--Stout, 1993. / Includes bibliographical references.

Thesis (doctoral)--Handelshögskolan vid Göteborgs universitet, 1998. / Extra t.p. with thesis statement and English abstract inserted. Includes bibliographical references (p. 225-235).

Thesis (Ph. D.)--Virginia Polytechnic Institute and State University, 1994. / Vita. Abstract. Includes bibliographical references (leaves 405-415). Also available via the Internet.

The major purpose of this study was to identify customer and employee satisfaction levels and the most important satisfaction factors in the lodging industry by the example of two hotel properties of a resort on the East Coast. This study included a sample of 267 customers, while the exact number of employees was unknown. The customer satisfaction survey was prepared by the consulting agency. It was conducted in the form of a 10-minute telephone interview with the customers who stayed at the resort 30 days prior to the survey. The customers indicated their satisfaction levels with six areas of the customer experience at the resort such as dining experience, golfing experience, experience with spa, beach club experience, experience with facilities/activities, and guest problems experience. Top 10 and lowest 10 customer satisfaction factors were found for both hotels of the resort. Four similar factors out of 10 positive ones were found to be in both of the hotel properties. Nine similar factors out of 10 were ranked as least satisfying in both of the hotels. The range score between the highest and the lowest customer satisfaction rating for the Hotel A was found to be 1.44, and for B Hotel 1.6. As for the overall customer satisfaction in two hotels, the overall customer satisfaction for the Hotel A was 4.5 (90%), and for the Hotel B was 4.58 (91.6%). To identify the customer satisfaction factors, four areas were selected for the analysis: staff, room divisions, recreation, and conflict resolution. Satisfaction with Room Divisions received the highest overall mean scores (4.64-for Hotel A, and 4.83- for Hotel B), while Conflict Resolution area received the lowest satisfaction scores for both of the Hotels (4.51- for Hotel A, 4.48- for Hotel B). The employee satisfaction questionnaire was created by the human resources department of the resort. The employee satisfaction survey was represented by 12 areas: the company; vision/mission/values; interact; your job; your department; physical work environment; communications; leadership, supervision and management effectiveness; teamwork; pay, opportunity, and benefits; career development and training; quality; and demographic information. To determine the employee satisfaction levels, the mean percentage scores of all positive and negative employees' responses were calculated. Satisfaction with Your Department received the highest positive total percentage mean score of 81.1%, while satisfaction with the Interact program implemented by the resort received the lowest positive mean percentage score of 44.0%. Similar to customer satisfaction, the 10 top positive and 10 bottom negative employee satisfaction response questions were identified. The strong positive relationship (r=0.66) was found between the Hotel A and B of the resort and customer satisfaction factors. Those areas that were ranked high by the customers of the Hotel A were also highly ranked by the Hotel B customers. A Person's correlation coefficient was run on the relationship between the hotel property and customer satisfaction levels. The strong positive association was found between two hotel properties and satisfaction statements. Paired sample t-test was also run in order to determine if there was a significant difference in customer satisfaction in two hotels A and B based on the customer's responses to the questionnaire. The t equal to (-2.5), and the probability of (0.016) were found. There was found to be statistical significant difference between the Hotel A and B customer satisfaction statements.

D.Phil. / Tourism is currently the world’s fastest growing economic activity. It has also been registered as a great agent for general economic change, creating significant impact in the other sectors of economic growth. Developing countries such as Kenya and other African countries now consider tourism as a passport for development as it does not need expensive investment to initiate and operate as a national business. As a result of all these factors much attention has turned to systematic marketing of tourism with countries competing with one another in pursuit for the world’s tourists. This study was motivated by the need to create parameters that can elavate the competitiveness of a tourist destination. The general purpose of this study was to establish how hotel quality exert influence that may positively or negatively impact on destination marketing and how this can be appropriated to bolster destination popularity. The purpose was to initiate the formulation of a structured, integrated conceptual framework for hotel product/service, quality based on the normative quality expectation of the tourists and hotel operators’ strategic quality designs. A descriptive quantitative research design was used to establish the secondary objectives and to assess the five propositions that were developed for the study. Tourists and hotel operators in two major tourist provinces of Kenya were used to obtain information regarding normative and perceptive hotel product/service quality. Destination Marketing Managers employed by the only destination marketing organisation, Kenya Tourist Board (KTB) were also surveyed to provide insight on Kenya’s destination marketing strategies. They gave a position outline on the level of strategy integration as exhibited by both hotel operators and other destination management organisations in marketing Kenya’s tourism. The study established that the major attraction for tourists coming to Kenya is the unique wildlife safari, beach tourism and the natural scenery. However, it was further established that the hospitality of the Kenyan people contributed greatly in making tourists choose Kenya, and that hotel product/service quality would play a significant role in a tourist’s choice of destinations to visit as well as in repeat visits. The study also found that hotel operators and other destination management organisations neither share nor operate on a common vision as they endeavour to build destination competitiveness for Kenya. The study therefore proposed an integrated framework that may be utilised to build destination competitiveness so that the economic potential of tourism is maximised in Kenya.

Hotel rating refers to the process where the comfort and services of a hotel are assessed and classified, usually in five categories, using stars as symbols. Conventional hotel rating systems are generally operated by governments or independent parties. However, with the growth of social media and customer-review sites, guest review platforms became an important source of information. The main aim of this study is to establish whether guest feedback can determine hotel ratings more accurately than conventional methods and whether a social media platform such as TripAdvisor can provide the necessary data to do so. The customer-review website, TripAdvisor, has grown rapidly and made a strong impact on the tourism and hotel industry. This study identifies the nature of TripAdvisor, its reliability, how its ratings compare with conventional ratings, and what criteria are used in guest reviews on TripAdvisor when assessing the quality of a hotel. These findings were triangulated with findings from the conventional rating systems of the 11 destinations that were sampled for this study to identify the value of TripAdvisor. Two samples were taken from TripAdvisor of 110 and 33 hotels, respectively. From the latter, ten guest reviews were gathered and analysed per hotel, resulting in a total of 330 reviews that were analysed. The study’s findings indicate that TripAdvisor is the largest guest feedback platform for hotels and its data can be considered to be reliable. The TripAdvisor ratings were not connected to the conventional ratings of the sampled hotels. The criteria used in TripAdvisor reviews focused more on service delivery than on the objective tangible elements used in most hotel rating systems. The rich context found in most guest reviews makes the information presented on TripAdvisor valuable. There is no evidence that conventionalrating system controls are linked to the comments found in TripAdvisor reviews. The results facilitated the identification of the delight and frustration factors in services marketing for the hotel industry. A new theory to include guest feedback in hotel ratings is developed and proposed. The study further presents two future scenarios, the most likely one of which predicts the demise of conventional rating systems as a result of the success of guest feedback platforms such as TripAdvisor.

This study reflects an investigation into four elements that could affect global expansion strategies within the hotel industry. In both emerging and developed economies, the increased growth within the services sector has become more apparent. There is considerable knowledge and literature available on the process of internationalisation, globalisation and expansion within the services sector and as this information is important to understand the internationalisation process itself, the decision to expand (cross border) presents a number of opportunities and challenges to the hotel industry. Hotels are comprised of a number of divisions and departments, which collectively offer unique services and facilities to various markets. Within this context, careful consideration is required with respect to an organisation‟s overall strategic objectives, the internal structure and how government and cultural influences and differences affect global expansion. Organisational matters such as strategic objectives as well as operational functions such as financial, marketing and sales, human resources and organisational design must also be considered as hotels require synergy within each of these various components in order to function optimally. When international or globalisation opportunities present themselves or are proactively sought, organisations need to ensure that various factors are clearly understood, analysed and identified. These include the most appropriate strategy required, the organisations own internal capacity levels, governmental influences and cultural dynamics. An in-depth literature review regarding the internationalisation process was conducted where-after a review was compiled and interviews set up with directors of hotel groups who are responsible for global expansion within their respective organisations. The sample included three local South African and two international hotel groups who either were contemplating or who had already expanded internationally. It is evident that hotel companies have a preference to non-equity based expansion either through management contracts or joint ventures. In addition, expansion into emerging markets required a different approach to that of developed markets and a unique understanding of the government and cultural influences of the host country was required.

<p>In this information age, the Internet has found a role in various industries such as transportation, advertising, etc. The travel industry, in which communication between travellers and travel service providers is a very important component, has as much potential as any other industry to make full use of this new medium. Already, most travel agencies and travel service providers promote their products and services using web sites. Searching for information online is now seen by many people as a way to save time and cost, especially in their travel activities. In order to fully deploy the Internet within the travel industry, understanding the use of the Internet in tourism is critical. This research sets out initially to examine the role and the impact of the Internet in the whole of the travel industry. But in order to define an achievable scope of work and because of its importance in South Africa at this time, tourism within the travel industry was chosen as the focus of the work.</p>

The International Hotel School is registered with the South African Department of Higher Education and Training as a Private Higher Education Institution. This registration entails accreditation by the Council on Higher Education and one of the requirements for accreditation is that "The programme has taken steps to enhance the employability of students and to alleviate shortages of expertise in relevant fields, in cases where these are the desired outcomes of the programme." The purpose of this study was to assess, from a graduate perspective, whether or not the Diploma in Hospitality Management programme offered by the school met the requirement of the Council on Higher Education. Skills sought by employers were identified through a review of literature on the topic of 'employability'. These skills were used to compile a research questionnaire sent electronically to the identified sample group. A study was conducted among students who had completed the diploma programme during the years 2008 to 2010. Using a five-point Likert Scale respondents were asked to rate their perception of skills developed through their participation in the diploma programme. In addition to assessing the employability skills, respondents were asked to rate the usefulness to them in their employment of the subjects comprising the diploma programme. Here a four point Rating Scale was used in the questionnaire. Results of the study have identified areas of weakness within the programme's design and recommendations will be made to the school Academic Board as to suggested actions to be taken in addressing these weaknesses. The programme's syllabi should be reviewed and the curricula content adapted to consider the areas of concern highlighted through this study. The study identified that the programme goes some way to meeting the requirements of both the Department of Higher education and Training and employers within the hospitality industry. / Thesis (MBA)-University of KwaZulu-Natal, Durban, 2011.