Change has become continuous, and innovation is a primary approach for hospitality, i.e., hotel companies, to become or remain economically viable and sustainable. An increasing number of management researchers are paying more attention to workplace rather than technological innovation. This study investigates workplace innovation in the Dutch hotel industry, in three- and four-star hotels in the Netherlands, by comparing them to other industries. Two samples were questioned using the Workplace Innovation survey created by the Dutch Network of Social Innovation (NSI). The first was conducted in the hospitality industry, and these data were compared with data collected in a sample of other industries. Results suggest that greater strategic orientation on workplace innovation and talent development has a positive influence on four factors of organizational performance. Greater internal rates of change, the ability to self-organize, and investment in knowledge also had positive influences on three of the factors—growth in revenue, sustainability, and absenteeism. Results also suggest that the hospitality industry has lower workplace innovation than other industries. However, no recent research has assessed to what degree the hospitality industry fosters workplace innovation, especially in the Netherlands. Next to that, only few studies have examined management in the Dutch hotel industry, how workplace innovation is used there, and whether it improves practices.
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Purpose – The hospitality industry creates a distinctive context in which learning takes place. The industry’s international perspective and large globalisation play an important role in learning, as well as the operational and structural features that give meaning to learning and development in the hospitality industry. This explorative research therefore studies the relation between workplace learning and organisational performance in the Dutch hospitality industry. Design/methodology/approach – The qualitative research is done through 15 in-depth interviews with general managers and HR managers of Dutch hotels with three or more stars and at least ten employees. Findings – It can be concluded that there is a relation between workplace learning and organisational performance in the hospitality industry, as the participants in this research and the literature both mention workplace learning enhances organisational performance. Originality/value – Little research has been done on learning and organisational performance specifically, in the (Western) hospitality industry. This research therefore focusses on HRD and studies the influence of workplace learning on organisational performance in the Dutch hospitality industry.
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This study investigates factors predicting hospitality management students’ intention to enter employment in the hospitality industry upon graduation. Survey data were collected from 591 hospitality management students in a hotel management school in the Netherlands. Results of multiple regression analyses showed that study progress negatively predicted, while preferences for large organisations, engaging work content and growth opportunities positively predicted students’ intention to enter the hospitality industry. Supplementary analyses further revealed that among higher study year students, growth opportunity was the most crucial predictor for intention to enter the industry. Theoretical and practical implications were discussed.
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Frequent claims are made for the importance of the hospitality industry, and wider tourism sector, as potential and actual creators of employment. Many of these claims emanate from industry representative and advocacy organizations, often as part of their legitimate efforts to lobby governments for favourable treatment of their sectors. Good quality universal statistical data on employment in hospitality are noticeable by their absence, although information collected by bodies such as the International Labour Organization is extensive. This paper reviews the current state of data availability on global hospitality employment (with a primary focus on commercial hospitality operations) and seeks to employ these secondary sources in investigating the question as to whether we can in fact make plausible statements about the extent of such employment. This exercise is important both to contextualizing claims made for the employment generating capacity of the hospitality industry and to shedding light on the degree of seriousness with which data might be treated in wider policy contexts. The paper concludes, with cautious optimism, that commercial hospitality is a significant global employer and that the claims made for this employment by representative and advocacy organizations are plausible if treated with circumspection.
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Purpose As a step toward more firmly establishing factors to promote retention among younger employees in the hospitality industry, this study aims to focuses on fun in the workplace (fun activities, manager support for fun and coworker socializing) and training climate (organizational support, manager support and job support) as potential antecedents of turnover in a European context. Design/methodology/approach Logistic regression was used to analyze the impact of fun and training climate on turnover with a sample of 902 employees from Belgium, Germany and The Netherlands. Data on fun and training climate were obtained through surveys, which were paired with turnover data from organizational records. Findings With respect to fun in the workplace, group-level manager support for fun and coworker socializing were significantly related to turnover, but not fun activities. With respect to training climate, individual-level job support was significantly related to turnover, but not organizational support and manager support. Research limitations/implications As the data were obtained from employees from one organization, further research would be valuable with additional samples to substantiate the generalizability of the results. Practical implications Given the challenge of turnover, organizations should foster informal aspects of fun in the workplace and learning opportunities to promote retention. Originality/value The study examined the fun–turnover relationship in a context outside of the USA where previous fun–turnover research has been conducted, and it examined fun relative to training climate, which has not been studied heretofore. This study also investigated group- and individual-level effects of both fun and training climate on turnover.
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Drawing on club theory, this study examines the challenges and opportunities facing a sustainability certification program, the Green Key scheme, in terms of its recruitment and retention of members within the Dutch tourism and hospitality industry. Extant literature on sustainability certification in this industry tends to focus narrowly on motivations and retention problems at the firm level, or else on drivers of or barriers to the adoption of sustainability certification schemes. The links between scheme design characteristics and scheme effectiveness and their implications for recruitment and retention thus have remained relatively unexamined. To address this gap, this study proposes a theoretical framework that highlights how different design features of sustainability certification schemes might inform the recruitment and retention challenges that scheme managers often face.
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This article critically reappraises a key concept in hospitality management (and specifically food and beverage management) - that of the meal experience. Focusing primarily on the commercial sense and applications of the concept, while recognising the many other contexts that provide a basis for much wider study of the phenomenon, the discussion questions the status of the meal experience as part of the 'received wisdom' of hospitality management on the grounds that empirical support for the concept, as represented in the published research literature, is limited both in quantity and evidential persuasiveness.
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Purpose – The purpose of this paper is to provide an overview of the evolution of “folk” understandings of quality in higher hospitality education and the consequent implications of these understandings for current quality concerns in the field. Design/methodology/approach – The paper combines a historical survey of the stated topic together with an analysis of how the evolution of higher hospitality education provides insight into current issues and problems in the subject area. Findings – The paper suggests that only by thoroughly comprehending the past development of higher hospitality education is it possible to accurately map the field’s current travails and diagnose likely future trends. Practical implications – The paper outlines the implications of current understandings of quality in hospitality education for its future development and provision. Originality/value – The originality and value of this paper lie in its identification of the principal trends that contribute to understanding of current perceptions of the quality of higher hospitality education.
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This chapter will provide information on what Blockchain is and why it is used. It describes the basic concepts underlying Blockchain technology, such as distributed ledgers, consensus mechanisms, mining, smart contracts, P2P, and the classification of existing Blockchain systems. Next, it explores Blockchain applications in general, in businesses and society. Blockchain maybe used e.g., for fundraising, in education, and for provenance and authenticity registration. The last part of the chapter is devoted to application of Blockchain in general to applications in the hospitality and tourism industry. It considers how Blockchain makes it possible to create new types of platforms where transactions take place and the delivery of 'digital assets ', such as a hotel room booking, is not dependent on an intermediary. Other topics covered are tokenization, and the use of Blockchain in tracking baggage, loyalty programs, rating and reviews, payments, and digital identity.Barkel, C., Kurgun, H., & Groen, B. (2021). Blockchain in the Hospitality and Tourism Industry. In C. Cobanoglu, S. Dogan, K. Berezina, & G. Collins (Eds.), Hospitality & Tourism Information Technology (pp. 1–26). USF M3 Publishing. https://www.doi.org/10.5038/9781732127593
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