...Tasmanian Hospitality Industry Skills Plan June 2012 Contents Foreword Skills Plan Overview Background & Consultation Hospitality Industry Skills Plan Focus Area #1 Recruitment Induction & Retention Focus Area #2 Customer Service Focus Area #3 Career Pathways Focus Area #4 Fostering a Training Culture Detailed Action Plan 3 4 6 9 10 11 12 13 15 Definitions THA VET Tasmanian Hospitality Association Vocational Education and Training RTOs Registered Training Organisations AACs Australian Apprenticeship Centres 2 Hospitality Industry Skills Plan – June 2012 Foreword The hospitality industry employs approximately 20 000 people1, which is equal to approximately 11% of the Tasmanian workforce. The industry is heavily reliant on casual labour with part-time and casual employees making up almost three quarters of the hospitality workforce in Tasmania2. The role and contribution of the industry to both the economy and community is largely unrecognised. This is reflected in the fact that only a small proportion of employees perceive hospitality as a long term career choice. As hospitality is a service based industry, a skilled workforce is a key requirement to ensure quality service delivery to both local and visitor markets. In order to provide quality service employees require access to training which delivers the essential skills and knowledge. Access to training is only one element of the equation. Also essential is venue owners and operators placing more value...
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...within the hospitality industry for many reasons, including: examining job satisfaction of general managers (Frye & Mount, 2007), determining factors on a resume that may lead to being contacted for an interview (Countryman & Horton, 2006), and determining the causes of management turnover and what could be done to increase retention (Stalcup & Pearson, 2001; Walsh & Taylor, 2007). In addition, research has been done examining graduates from specific institutions (Walsh & Taylor, 2007) as well as perceptions of current students and what they expect when they graduate (Richardson, 2009). Blomme, Van Rheede, and Tromp (2009) found differences between pre- and post-entry expectations of hospitality management graduates in the hospitality industry. However, no past research has examined differences in hospitality graduates with respect to experiences, importance, and turnover in the hospitality industry. Researchers have found many hospitality graduates either never entered the industry, or left the industry with no intent to return (Blomme et al., 2009; King, McKercher, & Waryszak, 2003; Stalcup & Pearson, 2001; Walsh & Taylor, 2007). In addition, Blomme et al. found significant differences in pre- and post-entry expectations of hospitality graduates. If hospitality graduates are entering the industry without an accurate understanding of the industry, this could be the cause of many leaving the hospitality industry. With hospitality management...
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...“Challenges Faced by the Hospitality Trainees” Business Research Submitted to: Ms. Aurora Juico Submitted by: Lazara, Alyhanna Jake Rodriguez, Betina Marie Ramirez, Patricia Line Arguelles, Christian BSHRM-4B Challenges faced by the Hospitality Industry trainees Statement of the Problem: * What are the difficulties that Hospitality students experience during their internship? Independent Variable: Hospitality Students Dependent Variable: Difficulties * Do students with training experience have greater career advancement opportunities than students who do not have training experience? Independent Variable: Students Dependent Variable: Career advancement opportunities Discuss further literature study: Local Literature Internship Performance of Tourism and Hospitality Students: Inputs to improve Internship Program (Arroyo, 2010) This study aimed to assess the level of performance of the interns as a result of the evaluation by the manager or immediate supervisors of the different establishments were the College of International Tourism and Hospitality Management (CITHM) Lyceum of the Philippines University, Batangas City Philippines This study aim to bridge the gap between the industry need and the knowledge and skills provided by the educational institution. Foreign Literature The Benefits and Challenges Hospitality Management student experience by working in conjunction with completing their studies (Schoffstall, 2013) This study...
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...countries,so hospitality sector needs to be expanded globally. Indeed, tourism has become the world¹s largest export industry. The hospitality industry is one of the world¹s largest employers and arguably one of the largest traders of foreign currency and is clearly at the center of the transfer of ideas and the cross fertilization of cultures. those countries suffering from trade imbalances due to high imports frequently look to tourism and hospitality to close the gap. The main challenge to the hospitality industry relates to the human resources issue and also Shortages of skilled employees at all hierarchical levels including management have been reported throughout the hotel industry in many areas of the world. One reason may also be a lack of effectiveness in the way the hotel industry plans and implements training, thus leading to a failure to develop existing employees to master the skills needed today and tomorrow. The hospitality sector needs a lot of well-trained employees and managers.. According to the International Hotel and Restaurant Association (IHRA), the greatest challenge facing the hospitality industry today in the area of human resources is the investment in and delivery of training (International Hotel and Restaurant Association, White Paper 2003). At its heart, the hospitality industry plays an important part physically in bringing people together in a global community International Hospitality Business: Management and Operations will introduce hospitality...
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...Hospitality and Tourism Education and Training A Case Study of Scotland. Geno Trapaidze The Department of Hospitality and Tourism Management University of Strathclyde A thesis submitted in part of the requirements for the degree of MSc in International Hospitality Management September, 2007. ABSTRACT 1 The purpose of this study is to examine the role of education and training and its impact on labour supply to the Scotland hospitality and tourism industry; what are the current issues are there? And how those issues can be minimised? Its also seeks to identify the relation between the customer satisfaction and the service employees via service quality for maintain the growth of the hospitality and tourism industry. It also tries to identify the current labour market issues of the hospitality and tourism sector in Scotland, and how these issues can be minimised. Research will be conducted through five individual interviews. This research should help the hospitality and tourism managers/employers understand the importance of retaining staff. Also it will aim to make educational institutions aware of the gap between the content and the design of their hospitality and tourism courses/degree programmes in relation to industry demand, as highlighted in relation to current labour market issues such as staff turnover rate, retention problems, and the image of the hospitality and tourism industry in Scotland. Key words: Service quality, staff turnover, poor image...
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...Contenporary Contemporary Hospitality Industry Understand the current structure of hospitality industry. Analyse current scale, scope and diversity of hospitality industry. The hospitality industry employs seven percent of the working population. In terms of gross value added (GVA) the sector contributed £40.6bn to the UK economy in 2011 or 4.2 percent of the country’s total GVA. In 2012 there were 181,500 individual business sites operating across UK. Hospitality and tourism is one of the UK’s most diverse sectors all connected to service sector. Besides different size of operations and customers, there are different sub-sectors of the industry: * Pubs, bars and night clubs * Hotels, Hostels and B&B * Restaurants, Bistros, Cafes and Coffee shops * Casinos and Gambling * Take-Always and Mobile catering * Travel services * Tourist Services * Membership clubs * Contract catering * Hospitality services * Events * Visitor attractions According to State of the Nation Report 2013, in 2012 most of the hospitality businesses were private companies (59 %). Following 20 % were sole traders and remaining were mostly partnerships (15 %). Restaurants, hotels, pubs, bars and nightclubs represent the greatest number of businesses and equal 70% GVA. When measured by the number of employees, industry is predominately made up of small businesses; almost half employ less than five people and only one percent of businesses employ 100...
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...business, then there will not be a market, services, or any financial system at all. The economy of the country is dependent upon employment provided by big and small businesses. These industries also produce the goods and provide the services on which we rely in our everyday lives. Because businesses pay a percentage of their profits as taxes to the government, the government can function and provide services for the population. Hence, business is a fundamental part of the economy. We have a capitalistic economy, one wherein independently-owned companies provide the basic capital, employment, goods, and services for the country. Therefore, business is the cornerstone of all aspects of the market and the economy. Without business, life as we know it would become primitive and chaotic. Citizens would have to completely fend for themselves for all the basics of life. Without supermarkets, food processing and distribution, transportation, and packaging, humans would have to hunt, kill, and cook their own food every single day. Fruits and vegetables, normally provided by the farming industries, would no longer be easily accessible. Individuals would have to forage for these items and then prepare their own gardens with salvaged seeds. As there would be no garment or fashion industries, cotton...
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...ISSN 0976 - 4089 www.soeagra.com/ijert/ijert.htm © Society of Education, India IJERT Original Article Marriott India: Managing Its Hospitality through Gearing Service Quality Shikha Singh, Dinesh Kumar, Nilosha Sharma Bahadur Shastri Institute of Management, Delhi Nurture Education Solutions Private Limited, MBA College, Gujarat University, Ahmedabad Email: shikhabirsingh@gmail.com , dineshkumar.kumar02@gmail.com, niloshasharma05@gmail.com 3i1,2Lal ABSTRACT The Marriot group of Hotels launched back in 1983 are one of the largest brand and the world’s 12th largest lodging chain.1 The Marriott had around 8,000 hotels worldwide. The company operated and have franchisees under the brand names Marriott, JW Marriott, The Ritz-Carlton, Renaissance, Residence Inn, Courtyard, TownePlace Suites, Fairfield Inn, SpringHill Suites and Bulgari. The Marriott group in India has being focusing on its quality of service delivered and the various other factors like customer satisfaction. The case highlights the journey of Marriott group and the various services provided by Mariott. The case also discusses the various challenges upcoming for Marriott group in India related to customer service and customer satisfaction. Pedagogical Objectives The case study helps to understand and analyse: 1. The dynamics of Indian service Industry/Hospitality Industry 2. Challenges and Opportunities for Marriott in India Mariott Group: An Overview "When you take good care of your people, they'll take...
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...commonly understood strategy for the Hydrate business post acquisition | ABL is a listed company focus is on creating shareholder value and it intends to extend products in the food industry. However hydrate is likely to maintain its strong private background and focus on domestic non-alcoholic market, maintained by private ownership.ABLs key requirement was improved financial performance and use of Hydrate as a basis for expansion into the bottled water industry. | It should have been communicated to all levels of business through cascading communication. This would have ensured all ABL employee understood the future direction of the business and the changes that would be needed.An explanation to existing company employees is required to make sure they fully understand the strategy changes. | StructureDecentralized organization structure in ABL Vs relatively centralized structure in HydrateSystemStrict financial processes are seen by the existing Hydrate mgmt. as cumbersome and inflexibleMgmt and staff are not happy with the new performance management and reward policies that have been implemented and there is a real problem with motivation towards the achievement of goalsDifferent functional system would be applied.StyleStaff | ABL is the second largest company in non-alcoholic beverage industry. The size has required a decentralized structure in the organization. However, Hydrate water is a private owned company.ABL governance requirements have forced strict financial controls...
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...cultural diversity in hospitality industry Yi Gong University of Nevada, Las Vegas Follow this and additional works at: http://digitalscholarship.unlv.edu/thesesdissertations Part of the Hospitality Administration and Management Commons Repository Citation Gong, Yi, "Managing cultural diversity in hospitality industry" (2008). UNLV Theses/Dissertations/Professional Papers/Capstones. Paper 480. This Professional Paper is brought to you for free and open access by Digital Scholarship@UNLV. It has been accepted for inclusion in UNLV Theses/ Dissertations/Professional Papers/Capstones by an authorized administrator of Digital Scholarship@UNLV. For more information, please contact digitalscholarship@unlv.nevada.edu. 1 MANAGING CULTURAL DIVERSITY IN HOSPITALITY INDUSTRY by Yi Gong Bachelor of Science China Chongqing University 1998 A professional paper submitted in partial fulfillment of the requirements for the Master of Science in Hotel Administration William F. Harrah College of Hotel Administration Graduate College University of Nevada, Las Vegas December 2008 2 ABSTRACT Managing Cultural Diversity in Hospitality Industry By Yi Gong Gail Sammons, Committee Chair Professor of Hotel Management University of Nevada, Las Vegas Cultural diversity has become a major issue in the hospitality industry of the United States. This paper focuses on analyzing the change faces and current status of the cultural diversity in the hospitality workplaces, discussing...
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...ABOUT THE GROUP The organization, under the stewardship of Mr. Harshavardhan Neotia has been in charge of point of interest undertakings in and around Kolkata, for example, Udayan, Kolkata's first Condoville made around the Public Private Partnership model, City Center, the shopping center that went ahead to re-compose a few retail controls, Ffort Raichak, Kolkata's first extravagance weekend getaway and the peaceful village by the Ganges, Ganga Kutir amongst numerous others. The Group additionally championed the reason for lady and tyke medicinal services by setting up Bhagiarthi Neotia Woman & Child Care Center in Kolkata. In every one of its anticipates, Ambuja Neotia is profoundly aware of its natural obligation and making spaces that offer a superior and greener life. It is considering this view, that Ambuja Neotia thought of Ecospace, its first business stop in New Town which is a Green Building confirmed by LEED. Its recreation properties like Ffort Raichak and Ganga Kutir are settled in the lap of nature maintaining its each guideline and all their lodging and townships offerings have commended components of nature from the origination to the completing stage. Ambuja Neotia is known not extraordinary accentuation to plan and feel in a manner that their tasks are continuing and engaging and additionally maintainable and suitable for what's to come. In their quest for making enjoyment through spaces, it has additionally cooperated with a bunch of expert draftsmen...
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...Rochester Institute of Technology RIT Scholar Works Theses Thesis/Dissertation Collections 1999 Assessing career value of hospitality management curriculum from program alumni James Reid Follow this and additional works at: http://scholarworks.rit.edu/theses Recommended Citation Reid, James, "Assessing career value of hospitality management curriculum from program alumni" (1999). Thesis. Rochester Institute of Technology. Accessed from This Thesis is brought to you for free and open access by the Thesis/Dissertation Collections at RIT Scholar Works. It has been accepted for inclusion in Theses by an authorized administrator of RIT Scholar Works. For more information, please contact ritscholarworks@rit.edu. ASSESSING CAREER VALUE OF FROM HOSPITALITY MANAGEMENT CURRICULUM PROGRAM ALUMNI by James A Faculty of thesis the Food, Re id R. submitted Hotel to the Travel and Management at Rochester in partial Institute fulfillment for the of of Technology the degree of Master of August Science 1999 requirements FORM I ROCHESTER INSTITUTE OF TECHNOLOGY School of Food, Hotel and Travel Management Department or Graduate Studies M.S. Hospitality-Tourism Management Presentation or ThesislProject Findin2S Name: J_am_e_s_R_e_id Title of Research: Date: 7/21/99 SS#: Assessing. Career Value of _ Hospitality Management Curriculum From Program Alumni Specific Recommendations: (Use other side if necessary.) Thesis ~ommittee: (I} _D_r_...
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...Introduction The success of an organization depends on its ability to find people with the right skills who would occupy key and top leadership positions. Years ago, companies maintain highly-structured and secretive schemes which aim to identify internal successors for key posts. In the same manner, there are also those companies who resort to the aid of headhunters in order to fill in vacated positions in the top management level. Whilst the aforesaid succession strategies were relatively successful, the need to plan ahead has rendered them ineffectual (Cannell, 2009). The nineties marked the period of growing uncertainty, of increasing sped of change in the business environment and flatter structures (Mowtani et al., 2006; Cappelli, 2008; Cannell, 2009). Without a doubt, it was difficult to ascertain as to whether or not the job one has will still exist after one year. It is because of this then that succession planning has increased its importance. Succession planning is defined as the process of identifying and developing internal people who possess the potential to fill key leadership positions in the company (Whitmore, 2006). In view thereof, many scholars believe that it is through succession planning that the company is assured that more people who are experienced and capable in assuming leadership positions are available. Whitmore (2006) further adds that it is because of the abovementioned that the so-called replacement planning for key roles is at the core...
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...submission of assignments Please complete all of the following details and then make this sheet the first page of each file of your assignment – do not send it as a separate document. Your assignments must be submitted as either Word documents, text documents with .rtf extension or as .pdf documents. If you wish to submit in any other file format please discuss this with your lecturer well before the assignment submission date. |Student Name: |Samara James | |Student ID No.: |22078393 | |Unit Name: |Tourism and Hospitality Research and Analysis | |Unit Code: |MNG00415 | |Tutor’s name: |Martin Young | |Assignment No.: |2 | |Assignment Title: |Research Proposal and Literature Review | |Due date: |April 11th 2014 | |Date submitted: ...
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...multi-beverage business. It commenced operation in 1937 with its first manufacturing plant opened in Sydney in 1938. After a series of market expansions, ABL is currently the second largest company in Australia non-alcoholic beverage industry. The company is run by Tom Dwyer, the current managing director, who has been appointed since 2005. b. What industry, product segments/markets does ABL operate in? ABL is currently the second largest company in Australian non-alcoholic beverage industry. With the exception of bottled water, ABL operates in almost all product segments of non-alcoholic beverage market, that is, carbonated soft drinks (CSD), fruit and milk-based drinks, etc. It has also moved into snack food market through acquisition of several small businesses. Its core activities include manufacturing, distribution and marketing. c. What is the current life-cycle position of the industry? Non-alcoholic industry ➢ The non-alcoholic beverage industry is at the growth stage of its life cycle. This is evidenced by: (1) Consumption of non-alcoholic beverage in Australia increased form 179.7 liters per capita in 2005 to 228.5 liters per capita in 2009, representing a 27% increase. (2) As Australian per capita consumption follows US pattern, Australian’s current level of 63% of US per capita consumption indicates significant opportunities for growth. (3) According to Table 4: revenue for non-alcoholic beverage has increased from $7199m to $10449m between 2003 and 2009, and is projected...
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