Thesis (M.S.)--Rochester Institute of Technology, 2009. / Typescript. Includes bibliographical references (leaves 29-31).

Thesis (MIHM) -- AUT University, 2008. / Includes bibliographical references. Also held in print (144 leaves ; 30 cm.) in City Campus Theses Collection (T 647.94068 GOO)

Thesis (Ph. D.)--Auburn University, 2008. / Abstract. Vita. Includes bibliographical references.

Thesis (M.S.)--University of Missouri-Columbia, 2008. / The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file (viewed on August 17, 2009) Includes bibliographical references.

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

Typescript. Includes bibliographical references (leaves 40-45).

M.Comm. / The South African hotel industry is a labour intensive industry, with high staff turnover and a shortage of skilled labour. The introduction of the national grading system and an increase in tourists, both local and foreign, placed more pressure on hotels to improve the quality of their services. Improvement of quality service is linked to well qualified personnel. The question : "Does the country have the required labour force" thus arises. The answer is obviously In order to solve the above mentioned labour problem, management training and management development programmes are of cardinal importance. Top management in hotels must show more interest in and commitment towards management training and development. Training at colleges, technikons and universities is placed under the microscope to ascertain whether it meets the requirements of the industry. Most students have the necessary theoretical training, but practical training (in-service training) has to be improved. ix Affirmative action is implemented to satisfy the needs of the majority in the work force. The necessity of affirmative action and its implementation is investigated with the aim of affording the majority of the labour force the opportunity to be trained. The main aim of this study is to highlight the necessity of management training in a changing environment. It is important that hotel management identify these changes and take action accordingly in order to remain competitive.

As a result of the perfect storm of 2008-2009 (an intensely competitive environment and extremely harsh economic conditions), hotel properties around the world are more dependent upon revenue management strategies today. Furthermore, hotel revenue management has become a core strategic element for both domestic and international major brand name hotels within today's worldwide lodging industry. Accordingly, this study examined any potential linkage between revenue management resources, management approach, working knowledge of the external environment, and overall revenue management performance of international hotel properties. In this context, revenue management resources speak to management information systems, technology, and human capital. Furthermore, management's approach to how the external environment is taken into consideration is also addressed. Consequently, this study identifies which specific outside variables management considers relevant to the revenue management decision-making process. As such, this study contributes to the discipline of revenue management by addressing the following: (a) How are revenue management decisions for hotel properties influenced by external factors if at all? (b) How significant are internal resources, such as human capital and technology, to the success of hotel revenue management programs and systems as well as overall firm performance in a cross-border, premier international tourist destination? The results of this study help to augment and expand revenue management theory as well as provide hotel managers with a deeper understanding as to how revenue management decisions are influenced by external environmental factors as well as the importance of internal resources on hotel revenue management performance.

Purpose: The purpose of this study is to gauge the effects of challenge and hindrance stressors as well as three high-performance work practices (HPWPs) such as training, empowerment and rewards on work engagement (WE) and turnover intentions (TI). This study also tests customer orientation (COR) as a moderator of these relationships. Design/methodology/approach: Data gathered from frontline hotel employees in Northern Cyprus in two time periods with a time lag of two weeks were used to test the relationships. Findings: The results suggest that both challenge and hindrance stressors heighten TI and empowerment fosters WE. Rewards alleviate TI. More importantly, COR acts as a moderator of the effects of challenge and hindrance stressors as well as training, empowerment and rewards on WE and TI. Practical implications: Management needs to hire employees high on COR and develop training programs that boost employees’ customer-oriented behaviors. Employees should also be allowed to craft the level of job demands and resources as long as the work is congruent with management expectations. Originality/value: This study contributes to the extant hospitality knowledge by testing COR as a moderator of the effects of challenge and hindrance stressors and HPWPs on WE and TI.

by Mok Mo-Yin. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1996. / Includes bibliographical references (leaves 51). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF TABLES --- p.iv / ACKNOWLEDGEMENTS --- p.v / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Background --- p.2 / Literature Review --- p.10 / Chapter II. --- METHODOLOGY --- p.13 / Time of Measurement / Area Of Measurement --- p.13 / Measurement Tool and Sample --- p.15 / Design of Questionnaire --- p.15 / Chapter III. --- FINDINGS AND DISCUSSIONS --- p.17 / Response Rate --- p.17 / Characteristics Of The Survey Respondents --- p.17 / General Analysis Of The Results --- p.19 / Detailed Discussion Of Survey Results --- p.25 / Chapter IV. --- RECOMMENDATIONS --- p.30 / Chapter V. --- CONCLUSION --- p.33 / APPENDIX --- p.35 / REFERENCES --- p.50 / BIBLOGRAPHY --- p.51