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University of Massachusetts Amherst

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Full-Text Articles in Finance and Financial Management

Food And Beverage Staffing Changes In Nevada Resorts After The Great Recession, Toni Repetti, Liheng Zhang Jan 2020

Food And Beverage Staffing Changes In Nevada Resorts After The Great Recession, Toni Repetti, Liheng Zhang

Journal of Hospitality Financial Management

With profit margins averagins 5-7% and labor costs of 30-55% of revenue, restaurant managers need to carefully monitor expenses to maintain these already low profit margins. This study evaluates food and beverage departments within Nevada casinos from 2000 to 2018 to see if managers exhibited expense preference behavior prior to the Great Recession. Three models were tested: number of employees, salaries and wages, and total payroll. Results show that in all three models, there is a significant decrease postrecession versus prerecession, with a decrease of 12.8% in employees, 4.5% in salaries and wages, and 9.1% in total payroll. Only the …

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International Association Of Hospitality Financial Management Educators (Iahfme) Academic Member 2019 Total Annual Earnings, Raymond S. Schmidgall Jan 2020

International Association Of Hospitality Financial Management Educators (Iahfme) Academic Member 2019 Total Annual Earnings, Raymond S. Schmidgall

Journal of Hospitality Financial Management

This study uses survey research to determine the 2019 annual earnings of hospitality financial management educators. Forty percent of iAHFME members affiliated with educational institutions responded. Survey results show that for 2019, annual base salaries of iAHFME members ranged from $72,000 to $200,000. The lowest-paid member was an assistant professor and the highest-paid member, a full professor. Many respondents supplemented their base salaries by teaching during summer school or consulting or both. The total annual earnings of iAHFME members ranged from $82,000 to $250,000. Survey results also show that hospitality financial management educators appear to be more highly compensated than …

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Are We Keeping Our Cash In Our Hotels?, Agnes L. Defranco, Raymond S. Schmidgall Jan 2020

Are We Keeping Our Cash In Our Hotels?, Agnes L. Defranco, Raymond S. Schmidgall

Journal of Hospitality Financial Management

Cash is often known as the most important asset of any business. Without cash, it is very difficult to sustain a business, let alone to grow it. This study therefore investigated the compilation and usage of the statement of cash flows and the cash budget in hotels. The former is a historical document recording how cash was accumulated and used in the previous accounting period while the latter is a forecast to plan for the use of cash in the future. Other cash management practices, ranging from deposits, cancellations, and penalties to a list of accounts receivable and accounts payable …

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The Monitoring Effects Of Debt In The U.S. Restaurant Industry, Lan Jiang, Michael Dalbor Jan 2020

The Monitoring Effects Of Debt In The U.S. Restaurant Industry, Lan Jiang, Michael Dalbor

Journal of Hospitality Financial Management

The issuance of debt is a monitoring mechanism. Whether the debt is from a private lender or is in the form of publicly traded bonds, both types of lenders expecct a return on their money (Jensen, 1986). Thus, while finding ways to increase sales is important, the control of expenses is paramount to the success of the firm and to be able to borrow more funds in the future. Using data from 111 restaurant companies is an effective monitoring agent and if it helps firm performance. Results reveal a significant relationship between a restaurant firm's expense ratio and its short-term, …

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Cash In Hotels And Clubs: 2020 And Beyond, Agnes L. Defranco, Raymond S. Schmidgall Jan 2020

Cash In Hotels And Clubs: 2020 And Beyond, Agnes L. Defranco, Raymond S. Schmidgall

Journal of Hospitality Financial Management

Cash is the lifeblood of any business. Even if a business has cash but is not properly managed, the operation will suffer. One hundred and sixty clubs and hotels shared their accounts receivable and accounts payable practices. In addition, for the users and usage of the statement of cash flows and cash budgets, how often such statements are prepared are documented as points of comparison. It is found that both clubs and hotels view the cash budget more favorably than the statement of cash flows, and hotels are more vigilant, employing more practices to collect their accounts receivable. Managing the …

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Hotel Industry Performance In 2018-2019 And The Jhfm Index, Atul Sheel Jan 2019

Hotel Industry Performance In 2018-2019 And The Jhfm Index, Atul Sheel

Journal of Hospitality Financial Management

No abstract provided.

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Intangible Assets Valuation In The Hospitality Industry, Ruixue Du, Yuan Li, Manisha Singal Jan 2019

Intangible Assets Valuation In The Hospitality Industry, Ruixue Du, Yuan Li, Manisha Singal

Journal of Hospitality Financial Management

In publicly traded firms, there is usually a discrepancy between the market value and the book value of the firm, often due to the valuation of intangible assets. Understanding this discrepancy is import- ant for investors, especially in the service industries like hospitality, where there is considerable industry disruption and consolidation. In this study we examine the effect of four intangible asset investments—research and development (R&D), training, advertising, and pension—on the market premium of restaurant firms. Using a longitudinal sample of 1,421 firm-year observations, the results of our analyses show that R&D, training, advertising, and pension are all important valuation …

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Hotel Asset And Equity Risk Before, During, And After The Global Financial Crisis, Marilyn F. Johnson, Mark S. Johnson, Antoinette C. Tessmer Jan 2019

Hotel Asset And Equity Risk Before, During, And After The Global Financial Crisis, Marilyn F. Johnson, Mark S. Johnson, Antoinette C. Tessmer

Journal of Hospitality Financial Management

In this paper, we use asset betas and equity betas over the period January 2000 through December 2015 to investigate the operating and financial risk of hotel industry REITs and C-Corps. We conclude that, on average over our sample period, the operating risk of C-Corps exceeds that of REITs. One interpretation of this result is that management contracts between REITs and C-Corps allocate more operating risk to C-Corps than to REITs. We also find that, on average, during our sample period, the equity betas of C-Corps exceed those of REITs. However, the difference between the average equity risk of the …

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Liquidity Effects On Travel And Tourism Stocks Following Global Financial Crises, Andros Gregoriou, Sotiroula Liasidou Jan 2019

Liquidity Effects On Travel And Tourism Stocks Following Global Financial Crises, Andros Gregoriou, Sotiroula Liasidou

Journal of Hospitality Financial Management

This paper explores liquidity effects following the global financial crises between 2007 and 2009 for 26 stocks listed on the Dow Jones Travel and Tourism Index. We find evidence of a sustained increase in the liquidity of the stocks as a result of the financial crises. The empirical findings are consistent with the information cost/liquidity hypothesis, which states that investors demand a lower premium for holding stocks with relatively more available information. Our results suggest that the travel and tourism industry is no longer considered a luxury item. On the contrary, it appears to be more of a necessity to …

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The Tendency Of Hotel Rooms Division Managers To Create Budgetary Slack, Collin Ramdeen, Marcia Taylor, Scott Lee Jan 2019

The Tendency Of Hotel Rooms Division Managers To Create Budgetary Slack, Collin Ramdeen, Marcia Taylor, Scott Lee

Journal of Hospitality Financial Management

This study explores how the budgeting system impacts rooms department managers’ tendency to create budgetary slack. The results provide support for four hypotheses, specifically indicating that rooms department managers’ tendency to create budgetary slack does change with the setting and the way the budgeting system is implemented. The major practical implication of this study is that allowing rooms department managers to participate actively in the budgeting process seems to reduce their tendencies to create budgetary slack.

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International Association Of Hospitality Financial Management Educators (IAhfme) Academic Member 2018 Total Annual Earnings, Raymond S. Schmidgall Jan 2019

International Association Of Hospitality Financial Management Educators (IAhfme) Academic Member 2018 Total Annual Earnings, Raymond S. Schmidgall

Journal of Hospitality Financial Management

This study uses survey research to determine the 2018 annual earnings of hospitality financial man- agement educators. Forty-two percent of iAHFME members affiliated with educational institutions responded. Survey results show that for 2018, annual base salaries of iAHFME members ranged from $71,250 to $285,000. The lowest-paid member was an assistant professor and the highest-paid mem- ber, a full professor. Many respondents supplemented their base salaries by teaching during summer school or consulting or both. The total annual earnings of iAHFME members ranged from $80,000 to $285,000. Survey results also show that hospitality financial management educators appear to be more highly …

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Abstracts Of Presentations At The 2018 Annual IAhfme Research Symposium Jan 2019

Abstracts Of Presentations At The 2018 Annual IAhfme Research Symposium

Journal of Hospitality Financial Management

No abstract provided.

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