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Articles 1 - 5 of 5
Full-Text Articles in Business
What Makes It So Great? An Analysis Of Human Resources Practices Among Fortune’S Best Companies To Work For, Timothy R. Hinkin, J. Bruce Tracey
What Makes It So Great? An Analysis Of Human Resources Practices Among Fortune’S Best Companies To Work For, Timothy R. Hinkin, J. Bruce Tracey
Timothy R. Hinkin
Although few hospitality organizations are listed in the annual survey of Fortune magazine’s one hundred best companies to work for, an analysis of companies with similar operating challenges provides clear direction for hospitality and service companies’ human resource practices. This study examined twenty-one companies, including one food-service firm (Starbucks) and three hotel chains (Four Seasons, Kimpton, and Marriott). The remainder of the companies analyzed were grocery and health care organizations, both of which share human resources issues with the hospitality industry, such as long operating hours, relatively high turnover, and relatively low pay. The innovative human resources practices isolated in …
Contextual Factors And Cost Profiles Associated With Employee Turnover, J. Bruce Tracey, Timothy R. Hinkin
Contextual Factors And Cost Profiles Associated With Employee Turnover, J. Bruce Tracey, Timothy R. Hinkin
Timothy R. Hinkin
[Excerpt] Employee turnover has long plagued the hospitality industry. In the lodging segment, turnover rates have been shown to average about 60 percent annually for line-level employees (Woods, Heck, and Sciarini 1998) and about 25 percent for managerial positions (Smith Travel Research, Tracey, and Tews 2002). This concern is even greater in other hospitality contexts, such as quick-service restaurants, where mean employee turnover runs in excess of 120 percent. Employee turnover has been and continues to be a particularly prolific area of research, with many publications on the topic. Evidence suggests that turnover is triggered by dissatisfaction with such factors …
Continued Relevance Of “Factors Driving Meeting Effectiveness”, Timothy R. Hinkin, J. Bruce Tracey
Continued Relevance Of “Factors Driving Meeting Effectiveness”, Timothy R. Hinkin, J. Bruce Tracey
Timothy R. Hinkin
[Excerpt] In 1997 we were approached by the directors of the International Association of Conference Centers (IACC) who asked us to conduct a study to determine whether conference centers were better than hotels for conducting meetings and similar activities (e.g., formal training programs). We told IACC that we could not do this type of research, but would instead try to identify the key property attributes that contribute to meeting or program effectiveness. The association agreed with this approach and provided funding for the project. The study coincided with the beginning of the substantial growth in the conference-center industry that continues …
“If You Don’T Hear From Me You Know You Are Doing Fine”: The Effects Of Management Nonresponse To Employee Performance, Timothy R. Hinkin, Chester A. Schriesheim
“If You Don’T Hear From Me You Know You Are Doing Fine”: The Effects Of Management Nonresponse To Employee Performance, Timothy R. Hinkin, Chester A. Schriesheim
Timothy R. Hinkin
A study of 243 employees of two different hospitality organizations compared the effects of managers’ giving feedback with no comments at all (favorable or unfavorable). The study found that feedback, formally known as contingent reinforcement, improves performance even when that feedback involves negative or corrective comments. Echoing previous studies, this research found a positive relationship between contingent rewards and workers’ effectiveness and satisfaction. Moreover, contingent punishment also had a small positive relationship with effectiveness and satisfaction. Going beyond previous work, however, this study found that managers’ omission of any commentary on good performance has a direct, albeit moderate, negative relationship …
The Service Imperative: Factors Driving Meeting Effectiveness, Timothy R. Hinkin, J. Bruce Tracey
The Service Imperative: Factors Driving Meeting Effectiveness, Timothy R. Hinkin, J. Bruce Tracey
Timothy R. Hinkin
[Excerpt] American businesses spent over $100 billion in 1997 on business meetings, conferences, and training programs. To meet this demand, hotels and conference centers have made large investments in developing and enhancing meeting space. Competition for the meeting and convention business has tightened, particularly with the emergence of such markets as Las Vegas, Atlanta, and Orlando as viable alternatives to the traditional major-city locations. The meeting business is further pressed by technologies such as distance learning and interactive multimedia. In addition, customers are becoming more concerned with the effectiveness of meetings, and are taking steps to ensure that the money …