Thesis (MTech (Tourism and Hospitality Management)--Cape Technikon, Cape Town, 2004 / The problem of managing discipline in the hotel industry ranges from senior managers failing to manage discipline correctly, to junior/middle managers having insufficient practical experience and confidence to discipline effectively and justify the decisions they have made. Senior managers therefore lack confidence in junior/middle management's ability to manage discipline. The objective of this study is to provide senior management with simple, workable solutions to manage discipline correctly. This will enable senior management to delegate the management of discipline to junior/middle management correctly; to improve the confidence of junior/middle management in the management of practical discipline; to improve the confidence level of senior management in the ability of junior/middle management to manage discipline; and to .improve the ability of junior/middle management to correctly and confidently justify disciplinary decisions they have made. The study recommends that: senior management should take the lead and initiative to allocate time with junior/middle management to plan how to manage discipline effectively; the success of senior management's performance should be measured by how well junior/middle management achieve the performance competence to formally and practically manage discipline; senior management should provide structured feedback, coaching and counselling to junior/middle management on their performance; and senior management should coach junior/middle management on how to justify disciplinary decisions. The cost of this change, namely, coaching and influencing people, is not monetary, but one of commitment. It is the choice senior management should make. The choice is to want control or to coach, namely, to use power to change or influence change, to compel or develop people to take responsibility and ownership for what they were employed to do.

The purpose of this study is to develop a better understanding of the industry employment intentions of the undergraduate freshmen majoring in tourism and hospitality management, their motivation for choosing these programs, and the relationship between their industry employment intentions and their motivation as well as demographic profiles. The 1140 undergraduate freshmen who were enrolled in the tourism and hospitality management programs at Shanghai's 13 higher educational institutions in the fall of 2013 were recruited to participate in the study. In the pilot study, 244 students among 250 recruited completed the survey developed by the researcher using Self-determination Theory as the theoretic framework. In the formal study, 685 out of 890 students completed the modified survey. Data analysis techniques included descriptive statistics, one-way between-subjects factor ANOVA, and multiple regression. Results of the study showed that: (1) on average, students' motivations for choosing a tourism and hospitality program were slightly above a moderate level of autonomy; (2) students' intentions to find job placements in the tourism and hospitality industry after graduation were at a moderate level; (3) there were significant differences among students majoring in tourism and hospitality management from the three different tiers of higher educational institutions regarding their family SES, motivations for choosing tourism and hospitality programs, and industry employment intentions; (4) among students' demographics, gender, family SES, and tier of higher educational institutions were significant predictors of their industry employment intentions, though only explaining 4.0% of the variance in students' industry employment intentions; (5) degree of autonomy of students' motivation for choosing their academic programs was a significant predictor of their industry employment intentions, explaining 15.3% of the variance in students' industry employment intentions; (6) degree of autonomy of students' motivation in choosing their academic programs was still a significant predictor of their industry employment intentions after controlling for demographics, leading to a 15.2% increase in explained variance; and (7) the degree of autonomy of students' motivation in choosing their academic programs and their demographics combined predicted 19.2% of their industry employment intentions. Implications for researchers, educators, policy makers and industry, as well as recommendations for further study, were discussed.