Hospitality and Tourism

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The notion of "excellence" introduced by Peters and Waterman in the early 1980s was derived from a study of successful firms, some of whom were unable to sustain their achievements in the longer term. Caruana et al.[1] evaluate the concept of business excellence using a modelling technique known as EXCEL and a sample of large UK service firms.


He concludes that there is no one "correct" definition of good job performance as the working environment, the type of operation and the type of manager influence how the job components are defined and the criteria for successfully achieving them.
Managers depend on an array of tools to gauge workplace success and it can be argued that a balanced set of measurements are needed. Brander Brown and McDonnell[3] investigate whether the balanced score-card performance measurement method provides a practical solution. They found that hotel general managers saw benefits in preparing a detailed score-card for each of the areas or departments controlled by senior managers within an individual hotel, providing the score-cards are reviewed and updated regularly. Yasin and Zimmerer[4] link the application of benchmarking to the hotel's ability to achieve its goals in the area of quality improvement. They present a practical framework for this which defines both the operating and service subsystems of the hotel and propose specific methods for quality improvement in each.
Information technology provides a feasible way of harnessing full operational capability and Donaghy et al.[5] review the application of yield management to profit maximization. A common use is to compute market sensitive pricing of fixed hotel room capacity for specific market segments. ...
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