Dining out is one of the most popular leisure activities in developed countries. A review of the studies on consumer satisfaction and dissatisfaction (CS/D) in restaurant dining indicates that the majority of restaurant management literature deals with the product/service dimension of restaurant dining and that the leisure dimension of restaurant dining has not been explored. This study was approached with a desire to combine the knowledge from leisure, tourism, marketing, and service management in order to add to the body of knowledge in restaurant management. An analysis of an empirical test of the satisfaction disconfirmation model in an upscale restaurant was conducted. The emphasis was on the impact of perceived product/service and leisure disconfirmations on CS/D with upscale restaurant dining. Initially, thirteen product/service attributes were identified through in-depth literature review and consequently nine leisure attributes were adapted from Beard and Ragheb's leisure motivation scale (1983). A self-administered questionnaire was given to 443 customers in an upscale restaurant and 217 questionnaires were returned by mail. It was found that respondents had significantly higher perceived product/service disconfirmation than perceived leisure disconfirmation. Five factors were identified by factor analysis of the 22 attributes. The results of multiple regression analysis indicated that all the 13 product/service attributes which separated into three factors--food and beverage (F&B), price/quantity, and physical/service--had significant impacts on consumer satisfaction. The nine leisure attributes were identified as two factors--factor leisure one and factor leisure two. Factor leisure one was found to have no significant impact on CS/D. Factor leisure two which includes discover new things, avoid the hustle & bustle of daily activities, and interact with others, was found to relate significantly to consumer satisfaction. Among the four significant factors, F&B had the highest effect on consumer satisfaction with upscale restaurant dining followed by price/quantity. Compared with the physical/service factor, factor leisure two had a slightly higher effect on consumer satisfaction for upscale restaurant dining. / Ph. D.

The primary objective of this study was to investigate the relationship between perceived environmental uncertainty, business strategy, and financial performance in the lodging Industry. Using a contingency framework, this study investigated the match between strategy content and environmental uncertainty which, from previous research, appear to distinguish between high and low performing organizations (Miles 8 Snow, 1978; Bourgeois, 1978; Schaffer, 1986). The key question that forms the basis of this research is whether the empirical evidence supports previous theory relating to the environment, strategy, and performance relationship. The findings of this study indicate that a "match" between the state of the environment facing an organization and its business strategy is required for high performance. Hotels employing a defender strategy In a stable environment tend to perform better than hotels that employing other strategies. Similarly, hotels employing an analyzer strategy in a volatile environment tend to perform better than hotels that employing other strategies. Furthermore, irrespective of the environment faced, smaller hotels do better than larger hotels in terms of profit, while larger properties tend to fare better in terms of revenue. From an Industry application perspective, this study provides the strategy planner in the lodging industry with empirical information relating to: 1. A means to assess the state of the business environment perceived by individual unit general managers, 2. A repertoire of business strategies that emphasize different competitive postures, and 3. A "decision rule" to apply in appropriately matching their strategy to an environmental state for maximal performance outcome reflected in revenues and earnings. The results obtained provide an invaluable planning and analysis tool for all levels of management involved in charting a firm’s future. / Ph. D.

The purpose of this study was to describe senior-level hospitality programs and assess hospitality administrators' opinions concerning specialized accreditation during the 1990-91 academic year. Overall, administrators characterized the typical full-time faculty member as: being in a small program (1-3 members); being a non-ethnic minority; having a minimum four years industry work experience; having attained a doctoral degree; and holding the rank of associate professor. Part-time faculty members were described as: being in a small program (1-3 members); being a non-ethnic minority; having at leas one to three years industry work experience; having attained a master's degree; and holding the rank of instructor. Administrators characterized their programs as: located at public institutions; beginning after 1970; requiring graduates to acquire work experience; expecting increased enrollments; having placement services available; and not offering continuing education courses. Administrators indicated they were seeking accreditation or were accredited currently. They agreed slightly that accreditation would improve program image, help them meet their programs' missions and objectives, and provide assistance in planning.

The purpose of this study is to determine the personal values systems of senior restaurant managers and what differences there are among the following values; gender, marital status, level of education, country awarding the highest degree, major field of study, income and size of organization.

The history and use of tests of intellectual ability, personality, and vocational interest is briefly discussed as background for an exploratory study in the use of these instruments in predicting successful restaurant manager performance. Most previous research regarding managerial potential has focused on perceptions of managerial ability rather than on performance issues. Sixty-eight restaurant managers were tested in order to assess general intellectual ability, personality traits, and vocational interests as predictors of performance criteria. Based on previous research, it was hypothesized that general intellectual ability, vocational match, masculinity, ascendance, and sociability would be positively correlated with effective job performance ratings. Results of the study did not confirm these predictions.

by Cheung Fung-yan, Grace, Chui Lai-ming, Dawn. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaves 102-104). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.v / PREFACE --- p.vii / ACKNOWLEDGEMENTS --- p.viii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Objectives --- p.2 / Report Organization --- p.3 / Chapter II. --- MARKET PROFILE: OPPORTUNITIES AND THREATS --- p.5 / Macro-environment Analysis --- p.6 / Micro-environment Analysis --- p.20 / A General Overview of the Opportunities and Threats for the Restaurant Business --- p.28 / Chapter III. --- CUSTOMER PROFILE --- p.31 / Needs --- p.31 / Market Segmentation --- p.34 / Summary --- p.38 / Chapter IV. --- METHODOLOGY --- p.40 / Secondary Data Collection --- p.40 / Primary Data Collection --- p.41 / Chapter V. --- FINDINGS AND ANALYSIS --- p.43 / Focus Groups Interviews --- p.43 / In-depth Interviews --- p.44 / Consumers' Attitudes About the Setting up of a Health Food Restaurant --- p.51 / Marketing Strategies for the Existing Restaurants --- p.52 / Chapter VI. --- MARKETING PLAN AND STRATEGY --- p.57 / Key Elements to Construct a Restaurant Marketing Plan --- p.57 / Product --- p.59 / Price --- p.65 / Promotion --- p.67 / Sales Force --- p.70 / Distribution --- p.72 / Summary --- p.74 / Chapter VII. --- BUSINESS PLAN --- p.75 / Initial Capital Requirement --- p.75 / Financing --- p.81 / Control --- p.82 / Summary --- p.88 / Chapter VIII. --- CONCLUSION --- p.89 / APPENDIX --- p.92 / BIBLIOGRAPHY --- p.102

This creative project involved the plan and design of a historical theme concept tableservice restaurant influenced by nineteenth-century Hoosier farm, home-life, and tavern-keeping traditions. Many areas of subject matter were examined in the background study preliminary to the creative plan and design. These were: early Indiana and Colonial history--traditions relating to food preparation and service, farm and home life, travel and tavern-keeping, furniture styles and home interiors; the restaurant industry--economic indicators, customer and service trends, market analysis, and menu planning; restaurant business procedures--ownership, finance, leasing, accounting, and insurance; regulatory (law) considerations--wage and hour, tips, employee meal credit, uniforms, sanitation, alcoholic beverage, copyright, and zoning; principles of restaurant layout, space requirements, atmosphere, service, work area analysis and equipment selection.The completed project consisted of a scaled schematic drawing of the restaurant interior with individual room enlargements and corresponding, sequentially-numbered furnishings guide. In addition, an artist's sketch of the exterior was provided. / Department of Home Economics

The purpose of this study was to investigate the opinions of leaders in the hospitality industry about the contributions which had been made by the hospitality schools. These contributions were specified in the topics of accounting, finance, merketing, merchandising, planning, supervising, system analysis, architecture, engineering, and interior design. Fifty-six questionnaires were sent to the personnel of hotel and food service companies. A high percentage of respondents believed that the schools had made no contribution in accounting, finance, marketing, merchandising, planning, and supervising. The major problems were that the schools did not provide enough emphasis on the subjects and students' practical experience. In addition, there were a low percentage of responses to the topics of architecture, engineering, and interior design. Consequently, those contributions could not be difined because of lack of information.

The purpose of this study was to find out the impact of field experience in hospitality education and whether such field experience and others such as semi-practicum, the cooperative, and the work study programs will not play an important role of a closer alliance between the academic and the hospitality industry. II. If it is justifiable to say that it is possible to provide field experience which will enhance the professionally oriented course work, while educators and employers strive to design curriculum that is needed to meet the educational and the industry demands and goals.

The objectives of this study is two-fold: First, is to explore the nature of human resource management (HRM) functional activities in the multiunit restaurant firms, focusing at the unit restaurant managers level. The second objective is to investigate the relationship between the firm's business strategy and its HRM practices. This study addresses the critical need for empirical research that examines HRM practices in restaurant firms, and presents a possible solution to the acute management shortage problem in the industry. Data are collected from 14 publicly-traded multiunit restaurant firms. A case study approach is taken to provide an in-depth examination of each firm. Primary data are derived via interviews and structured mailed questionnaires. Information is also collected through published sources. The results indicate that restaurant firms do have similar HRM functional activities' emphasis. Some of those activities were found to support the firm's business strategy. An analysis of the qualitative data indicate that although the HRM executives are involved in the firms' strategic planning process, the current acute labor shortage and high turnover problems demand them to focus on administrative issues instead. The study provides exploratory evidence for the effectiveness of a positive link between HRM practices and business strategy. It has contributed to a deeper understanding of the issues and functions of the HRM divisions in the multiunit restaurant firms. / Ph. D.