Managing Employee Attitudes and Behaviors in the Tourism and Hospitality Industry

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Nova Publishers, 2003 - Business & Economics - 841 pages
The tourism industry, of which the hospitality industry is the core element, is one of the largest and the fastest growing industries world-wide. According to World Tourism Organisation forecasts, the industry will continue to grow and employ more people in the twenty-first century. In parallel with the growth of the tourism and hospitality industry world-wide, consumer expectations and demands for quality are rising while consumer tastes are varying on the one hand, and competition among the firms, both nationally and internationally, is intensifying on the other. In this business environment of heightened consumer expectations, distinct market segments that demand unique products and services, and stiff competition, tourism and hospitality organisations are looking for ways to excel in service quality, customer satisfaction, competition and performance. This book takes the view that employees are one of the most, if not the most, important resources or assets for tourism and hospitality organisations in their endeavour to provide excellent service, meet and exceed consumer expectations, achieve competitive advantage and exceptional organisational performance. The purpose of this book is to emphasise the critical role of employees for tourism and hospitality organisations and to examine the ways and means of managing their attitudes and behaviours for the mutual benefit of both parties: tourism and hospitality organisations and their employees.
 

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Dear Author, Dear Readers:
In Page 237, the Culture part, there is a line which speaks about Muslim women should not smile to men because this is considered a sexual interest...
I am a Muslim
women, and on the contrary; Islam encourages people to smile in the face of each others, weither men or women, it is not about Islam, it is more a cultural and social thing in the Arab region, and has nothing to do with Islam,
I would appreciate if next time such information will be listed in such books, to be reviewed by trustworthy people in order to write and reflect the correct image, especially when it comes to religions.
Thanks,
Rasha Abdel Latif
rashalatif@gmail.com
 

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read chap 12 emotional labour

Contents

Characteristics of Employment and Human Resource Management in the Tourism and Hospitality Industry
3
Employee Attitudes and Behaviors and their Roles for Tourism and Hospitality Businesses
25
Attitudes of the Potential Entrants to the Tourism and Hospitality Industry
51
The Status of Tourism Employment
53
Attitudes of the Young to Careers in Hospitality and Tourism Review and Recommendations
67
Perceptions and Attitudes of Undergraduate Tourism Students towards Working in the Tourism and Hospitality Industry in a Developing Economy
77
Why Dont Hospitality Students Keep the Faith? A Research Report on Hospitality Students Commitment to Careers in the Industry
99
Undergraduate Tourism Students Satisfaction with Student Work Experience and its Impact on their Future Career Intentions A Case Study
135
Effective Communication with Employees
395
Managing the Visitors Experience through Internal Marketing
415
Employee Service Quality Issues Meeting the Needs of Our Internal Customers
433
Organizational Culture and Its Impacts on Employee Attitudes and Behaviors in Tourism and Hospitality Organizations
453
Constructing a Climate and Culture for Service in the Tourism Industry
487
Managing Employee Crosscultural Attitudes and Behaviours in Australias Tourism Industry
505
Organizational Commitment in Tourism and Hospitality Organizations
523
Managing Labour Turnover in the Tourism Industry
545

Managing Students as a Flexible Labour Resource in Hospitality and Tourism in Central and Eastern Europe and the UK
153
Managing Employee Attitudes and Behaviors at Work in Tourism and Hospitality Organizations
171
Managing the Service Encounters in Tourism
173
Service Behaviors and Customer Satisfaction
201
The Role of Nonverbal Communication in Service Encounters
209
Emotional Labor in the Hospitality and Tourism Industry
223
Organizational Citizenship Behavior in the Hospitality and Tourism Industry
247
The Quintessential Relationship Service Predispositions and Quality Assurance
263
The First Step to Service Excellence in the Global Tourism and Hospitality Environment Selecting ServiceOriented Personnel
277
Organizational Socialization Messages Meanings and Making Sense
289
Training and Development in Tourism Organizations
309
Motivation Research in Hospitality between 1990 and 2001 A Prescriptive Review of the Literature1
339
Managing Job Satisfaction in the Russian Lodging Industry Cultural Analysis and Implications
357
Job Stress in Hospitality and Tourism Organizations Sources Consequences and Management
377
Developing an Organizational Service Orientation among Employees
559
Effective Performance Appraisal Practices to Enhance Organizational Effectiveness in Hospitality and Tourism
581
Effective Leadership in Tourism and Hospitality Organisations in the 21st Century
599
DecisionMaking in Tourism and Hospitality Organizations
631
Employee Involvement in Tourism and Related Services
651
The Philosophy Practice and Promise of Empowerment in the Hospitality Industry
671
Groups Teams and Teamwork in Tourism and Hospitality
693
Developing Innovation in Tourism and Hospitality Companies Motivation + Organisational Culture + Knowledge Transfer Innovation
721
Conflict and Affective Reactions in Tourism Organizations
761
Innovations in Hospitality Human Resources Cases from the US Lodging Industry
787
Human Resource Development for Competitiveness and Sustainability A Case Study of Indian Tourism
805
Index
833
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Page xxvii - Man is the measure of all things, of the things that are that they are, and of the things that are not that they are not" (quoted in Plato, Theaetetus, 152a).
Page 12 - Human resource management is a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques (Storey 1995, p.

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