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The Oxford School of Hospitality Management
Oxford Brookes Business School
The purpose of this study is to examine whether base employee earnings in the leisure and hospitality industry are competitive compared to other sectors of the economy. To these ends, we analyzed the extent to which changes in base employee earnings in the leisure and hospitality industry are economically and industrially driven in the United States. The results show that employees in these industries have the lowest earnings in the U.S. economy. Additionally, the results indicate that (1) base employee earnings in the leisure and hospitality industry and its subsectors are mainly driven by economic factors and (2) base employee earnings have not grown in accordance with overall earnings. Specifically, a one-dollar increase in overall earnings leads to only an eighty-one-cent increase for leisure and hospitality workers, suggesting that the industry is at a disadvantage in the contemporary labor market. The theoretical and managerial implications of these findings are discussed.
More than 18 years ago, scholars from Pennsylvania State University captured the structure of undergraduate hospitality course offerings in 16 leading U.S. schools (Bartlett, Upneja, & Lubetkin, 1998). Considerable time has elapsed since the publication of that original article. This study serves as a useful update to the original study and adds incremental value by comparing current course offerings to those discussed in the previous research while also attempting to identify changes that have occurred in response to and as a result of new trends. Our selection process resulted in a final sample of 21 schools to pinpoint relevant trends under the applied criteria. This article aims to offer guidance and insight to curriculum developers about how to improve hospitality curricula. The information offers guidance to curriculum developers and can serve as a benchmark for future studies.
This study examines single commercial exchanges in a tourism destination. Using the restaurant industry in Budapest, Hungary as the study context, the goal of this study was to identify the key variables affecting transactional trust forming in tourist-service provider interfaces. The qualitative analysis is based on semi-structured in-depth interviews with 25 local restaurant operators. This study contributes to tourism service marketing literature in multiple ways. First, this study argues that transactional trust is a more salient notion than relational trust in the context of an unfamiliar tourism destination. Second, trustee- and trustor-induced factors that may trigger tourists' lack of trust are identified. Thirdly, the study shows that various macro- and micro-level environmental factors are linked to the formation of transactional trust and thus reduce the vulnerability and uncertainty tourist experience. Implications and suggestions for future research are also discussed.
This case study is about James DiSabatino an entrepreneur and food truck owner in Boston, Massachusetts. Students explore operational challenges and act in the role of the food truck owner. An owner’s assessment of their current situation is presented and students are expected to analyze root causes of existing issues and recommend actions. To reinforce basic tools of operations management in a food truck setting, the purpose of the case is to introduce students to the concepts of process analysis and decision making related to food truck design and equipment placement.
Service blueprinting has been an important tool in operations analysis for several decades as a primary method for outlining service processes. The current form of the service blueprint, however, is deficient in its incomplete depiction of the complete service process. This article proposes revisions to the service blueprint, specifically regarding the depth of the blueprint and of its pairing with service decomposition, which will enable its more effective use in service process analysis.
Considered as one of the most modern and luxurious hotels in New England at the time, The Chatham Hotel opened in 1890. The hotel opened on June 20, 1890 by four wealthy businessmen from New England. Frances Hammons recalled this time as the “Elegant Era” of New England where a number of testimonials have recounted this time in US history (Wilder, 1969). The hotel was managed by William Bates, who had been known to the public as having many years of hotel experience and worked with some of the most prominent hotels in the United States, both on the east and west coast. Mr. Bates wondered if he should be concerned about any aspect of the Chatham Hotel operations. Due to Mr. Bates’ vast experience managing hotels, he determines that an organization assessment be conducted on The Chatham Hotel. Let’s assume that Mr. Bates uses ADR and RevPar to quantify the hotel’s financial value, a qualitative approach, known asSCORE is also used for the hotel. SCORE attempts to measure either a qualitative or quantitative assessment before and after applying a given strategy – which determines if the strategy actually worked. Since the hotel used brochures to market the features, the marketing mix needs to be examined which will need to include a 5th consideration of “people” into the mix to examine the hotel’s overall performance.
Dr. Peter Szende has over 25 years years of management experience in the hospitality industry in both Europe and North America. He is currently the Programme Lead in Hospitality Management at Oxford Brookes Business School. He was formerly a Professor of the Practice in the School of Hospitality Adminsitration at Boston University, where he also served as the Associate Dean for Academic Affairs.
Dr. Szende’s European management experience includes a variety of organizations, such as management training (with Mövenpick in Switzerland and Accor in the UK), public relations management (with Hilton International in Hungary), banquet management and hotel management (with the InterContinental group in Hungary), and hotel and sales management (with an independent Château Hotel in France). For more than eight years, he was employed by Four Seasons Hotels & Resorts and served in various food and beverage management positions in Toronto, Dallas, and Boston.
Peter has been awarded a Fulbright Scholar grant in 2014. He was the recipient of the 2017 Chef Herman Breithaupt Award by CHRIE.