O trabalho apresenta uma retrospectiva histórica dos cursos superiores de hotelaria no mundo e no Brasil, e analisa pesquisas recentes que contemplam habilidades e competências inseridas nos currículos dos cursos superiores e sua valorização pelo empregador (mercado de trabalho). Busca identificar quais as habilidades e competências devem ser desenvolvidas nos alunos a partir do ponto de vista de três grupos distintos: coordenadores de curso, representantes das áreas de recursos humanos e representantes de empresas hoteleiras. A comparação dos resultados é então exposta às orientações oficiais constantes nas Diretrizes Curriculares Nacionais, a fim de verificar a possibilidade de aproximação entre os anseios do mercado e da academia na estruturação de um curso superior de Hotelaria. / This essay presents an historical retrospective of Hotel Management courses throughout the world and in Brazil, and analyzes recent researches that deal with skills and knowledge inserted in the course curricula and its valorization by the employer. It aims to identify which skills and knowledge must be developed in students by the point of view of three different groups: course coordinators, human resources representatives and hotel companies representatives. The results are compared, and then are exposed to the orientation of the official document Diretrizes Curriculares Nacionais, as to verify the possibility of approximation between university and employers expectations in structuring an Hotel Management course.

O turismo é uma atividade em ampla expansão nas suas mais variadas formas, seja por motivos de lazer ou de negócios apresenta estatísticas de crescimento por vezes maiores que o percentual de crescimento da economia. O foco desse estudo são as viagens por motivos de negócios, as quais têm grande importância para o desenvolvimento da atividade turística e hoteleira mesmo em localidades com atrativos turísticos naturais e culturais, como é caso da cidade de São Luís-MA. Dessa forma, o objetivo é estudar as estratégias de segmentação utilizadas pelos hotéis para o desenvolvimento do Marketing Business to Business. Para tanto, realiza-se um estudo de casos múltiplos em dois grandes hotéis da cidade pertencentes a redes hoteleiras Pestana São Luís Resort Hotel e Quality Grand São Luís Hotel por meio de uma pesquisa qualitativa de caráter exploratório. Primeiramente, faz-se um levantamento de publicações e trabalhos relativos ao tema, no qual se observa a escassez de estudos voltados à temática escolhida, bem como é realizado um levantamento de dados estatísticos de órgãos e entidades oficiais do setor. A coleta dos dados primários ocorre por meio de entrevistas com os gerentes de vendas dos respectivos hotéis e com as empresas locais clientes desses hotéis. A análise dos casos baseia-se em quatro pontos principais: a estrutura de marketing dos hotéis, as formas de segmentação utilizadas, as ações voltadas ao público de negócios, e a política de compra de hospedagem das empresas pesquisadas. Observa-se que os hotéis não possuem um setor com a denominação de gerência de marketing e sim gerência de vendas a qual atende às atividades de marketing, possuindo certa autonomia em relação à rede para efetuar suas ações, contudo existe uma gerência de marketing da rede que dá suporte aos hotéis. Sobre a segmentação, nota-se que os casos fazem uso dela utilizando como principais variáveis o volume de vendas atual, potencial de vendas futuro e o canal de vendas. Em relação às ações específicas voltadas ao público de negócios, observa-se que esse mercado é de grande importância para os dois casos possuindo alta representatividade no faturamento dos hotéis, contudo não existem ações pontuais específicas para esse público, segue-se a mesma lógica da segmentação do mercado turístico como um todo, a diferenciação é feita pelo volume de compras. Finalmente, sobre o processo de compra dos clientes empresariais pesquisados nota-se que as compras são feitas diretamente entre empresa e hotel, sem intermediários. Os fatores principais considerados nessa compra são os serviços oferecidos e a localização, além disso, observa-se a importância do usuário, pois este possui certa autonomia na escolha do meio de hospedagem, embora não seja considerado no processo de segmentação. Conclui-se, ressaltando que as estratégias de segmentação para o público BtoB ainda são incipientes, pois considera um número muito reduzido de variáveis o que termina dificultando, entre outras coisas, uma política de relacionamento mais robusta. / Tourism is an activity in high expansion in its more varied forms, either for leisure reason or business-oriented it presents statistics of growth sometimes bigger than the percentage of growth in economy. The focus of this study is the business-oriented trips, which has great importance for the development of tourism and hotel management activity even in localities with natural and cultural attractions like São Luis-MA. This way, the objective is to study the strategies of segmentation used by the hotels for the development of Marketing Business to Business. Therefore, it is fulfilled a study of multiple cases in two large hotels of the city pertaining of hotels nets: Pestana São Luis Resort Hotel and Quality Grand São Luis Hotel through a qualitative research of exploratory character. First an inquiry of what has been published about the subject, where it is observed scarcity of studies directed to the thematic, as well as a statistical data-collecting from agencies and official entities of the sector. The collection of the primary data occurs trough interviews with the sales managers of the respective hotels, and with the local companies which are customers of these hotels. The analysis of the cases is based on four main points: the structure of marketing in the hotels, the used forms of segmentation, business-oriented actions directed to the public, and the policies of purchase of lodging of the searched companies. It observes that the hotels do not have a sector denominated as marketing management but sales management which takes care of the marketing possess and it has a certain autonomy to fulfill its actions of marketing related to the net, however there is a management of marketing in the net that gives support to the hotels. About segmentation it is noticed that the cases make use of it using as main variable the current volume of sales, potential of future and the structure of sales. In relation to business-oriented specific actions to the public it is observed that this market is of great importance for the two cases possessing high representation in the invoicing of the hotels, however there are not specific prompt actions for this public, follows the same logic of the segmentation of the tourist market as a whole, the differentiation is made by the volume of purchases. Finally on process of purchase of the searched enterprise customers it is noticed that the purchases are made directly between company and hotel, without intermediate, the considered main factors in this process are the offered services and the location, moreover, observes the importance of the user, therefore this possess certain autonomy in the choice of the hotel, although he is not considered in the segmentation process. It is concluded, standing out that the strategies of segmentation for the BtoB public still are incipient, therefore considers a very reduced number of variables what it finishes making difficult, among others things, a relationship politicy more robust.

Abstract not available

This study gathered data from 14 four to five-star hotels in South-East Queensland, Australia, in an attempt to examine the nature and degree of influence organisational climate has upon the performance of hotels. Employee perception of customer satisfaction was studied both as an index of performance and as an intervening variable between organisational climate and financial performance as indexed by revenue per available room (REVPAR). The data provided a description of a young, relatively gender balanced, well educated and trained work force which received relatively low levels of financial remuneration and displayed very high levels of turnover. A new instrument was used to measure the dimensions of organisational climate across the hotels. This instrument represented a modification of that presented by Ryder and Southey (1990), which itself was a modification of the 145 item psychological climate questionnaire of Jones and James (1979). The instrument represented a subset of 70 items of the Ryder and Southey instrument. Responses to all items within the instrument were on a 7 point anchored scale. Principal components analysis (PCA) produced results consistent with earlier versions of the instrument, which had been reported elsewhere. This analysis described organisational climate within the sample to be composed of 7 underlying dimensions; Leader facilitation and support, Professional and organisational esprit, Conflict and ambiguity, Regulations, organisation and pressure, Job variety, challenge and autonomy, Workgroup co-operation, friendliness and warmth, and Job standards. These dimensions were judged to be consistent with those reported earlier by Jones and James, and by Ryder and Southey. Poor support was found for the first structural model that proposed that employee demographic variables would affect organisational climate and that organisational climate would affect customer satisfaction (although the latter link was quite strong). The most important finding of the study was the support for a second structural model when it was found that variation in the 7 dimensions of organisational climate accounted for 30% of the variation in Employee Perception of Customer Satisfaction. Furthermore, that Employee Perception of Customer Satisfaction accounted for 23% of the variation in REVPAR between the hotels. Possible extensions of this study using direct measures of customer satisfaction and expanding it to include hotels of different star ratings are discussed.

<p>A hotel stands for comfort and a high stand of living. This could mean a high per capita consumption of energy, water and other resource, as well as creating a large amount of waste and pollution due to the necessity of having a high standard of hygiene and a high turnover of guests.</p><p>This thesis is about the hotel environmental management. After surveys of hotels and interviews with hotel managers as to their environmental management, a case study of a small hotel was carried out, namely the Bastedalen Herrgård and Kina Park.</p><p>The case Bastedalen Herrgård told us that its guests have expressed some requirement to hotel environmental management given the fact that the answer rate was very low. When the guests were asked to provide answers to environmental questions, the dominant answers were positive. But these answers are not necessary leading to the positive behavior. This implies that more in-depth study towards customer’s environmental behavior is needed.</p><p>It was true in Bastedalen that the hotels owner is playing an important roll in the process toward better environmental management and will decide whether or not to do this and in which direction. It was also true that the hotel owner in this case had not enough resources to follow the example of big hotels. A micro-hotel and other SMEs were obviously in need of financial and technical support to be more “green”. They are also short of relevant information and knowledge.</p>

published_or_final_version / abstract / toc / Education / Master / Master of Education

Research Project (M.B.A.) - Simon Fraser University, 2005. / Theses (Faculty of Business Administration) / Simon Fraser University.

Thesis (M. Sc.)--University of Hong Kong, 1996. / Includes bibliographical references.

Thesis (MTech (Quality (Faculty of Engineering)))--Cape Peninsula University of Technology, 2009. / Includes bibliographical references (leaves 95-106). Also available online.

Since the early 1990s, the rapid growth of international hotel chains and its effects on managerial work have drawn the attention of researchers (Gilbert & Guerrier, 1997 and Ladkin & Juwaheer 2000). There is a current need to investigate how management in hotels is adapting to the significant change in the last decade (McKenney, 2016). The contemporary Hotel General Manager’s (HGM’s) role, responsibility, and ultimately autonomy, are seen to be largely influenced by the owners, management companies or the franchise the hotel is operating under. “Understanding the scope and limits of HGMs decision autonomy is an understudied yet important topic for hospitality research” Hodari & Sturman, 2014 p.434 How management is practiced at the highest level in the hotel is the research problem to be investigated. Kotter (2010), Whitley (1989) and Hales (1986) emphasised how the nature of managerial work is closely linked to its organisational context. Accepting that managerial work is shaped and exercised in context (Dierdorff et al, 2009; Akrivos, Ladkin and Reklitis 2007), the aim of this research is to explore and understand the way in which contemporary HGMs manage and what influences how they manage. This work aims to shed light on hotel general management across three contemporary business models in the operating environment of Aberdeen city and Aberdeenshire. The research strategy will be interpretivist, with a qualitative approach taken to elicit HGMs’ experiences about their working life and chosen activity to understand the influences on their management practice. Dann (1990), credits Hales (1987) with providing a methodology, which allows the conduct of managerial work to be placed within the context of the management process. On account of this Hale’s five broad questions are built into the interview schedule. Semi-structured face-to-face interviews are held with HGMs who were members of the Aberdeen City and Shire Hotel Association. This Association has a membership of thirty-eight hotels operating through private, chain and franchise models. In total 21 HGMs are interviewed. From this data a profile of the HGM is provided, as found in each of the three ownership/business models (private, chain and franchise). The data were analysed by the constant comparison method. This study contributes to the body of research through looking at what HGM’s actually do, and how these individuals practice management. This work provides new knowledge in the form of a model, which maps out the identified management context (characteristics) that influence HGM behaviour/activity and the consequences for management across business models surveyed. The business model under which the HGM manages is found to be the primary influence on HGM activity and behaviour. The work sheds light on the meaning of work, and why it is the way it is. At the first level of analysis management context across three business models is identified. These then map onto the second level of analysis, which explains how these influences shape management behaviour and activity. The model identifies consequences for management across the business models. The proposition in the study is that HGMs have not been de-skilled; they have instead prioritised skills and activity in line with the demands of the business model and the ownership style under which they manage. In effect new skills have been learnt, and behaviour and activity tailored to meet the contemporary demands in context of the business model. This research has found that although HGMs have the same title, they are found to be very different managers that are managing different things. Not only do the HGMs manage differently the priorities of management are also quite different. The contribution to knowledge is considered at theoretical and practical levels. At the theoretical level a modern take on Taylorism shows that specialisation is relevant to contemporary hotel management. Silos are created on account of the business models, with markedly different ways of hotel services being delivered. The priorities of HGMs, dictated by the business model, are different. The extreme cases being the people centric, long term focus of the private sector manager juxtaposed with the short financial term focus by the chain HGMs. At the practical level, accepting that hotel general management is not homogeneous, and driven by the business model, hotel organisations need to develop their own organisationspecific competency framework for their HGMs. Success across the business models is measured differently; for chain and franchise HGMs there is a need to generate higher gross profits and for results to reported frequently, and for the private sector HGMs success is linked to long term sustainability, serving the community and providing a personal service. A challenge for each HGM in each of the models is managing stakeholders. These stakeholders vary with the model; managing the owners and operating company superiors are vital in chains, while the customers and staff are more important to HGMs in private model. For HGMs in both chain and franchise business models activity and behaviour is influenced by the need to ensure brand compliance through standard operating procedures.