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- Balanced score card (1)
- Balanced scorecard (1)
- Budgeting (1)
- Career (1)
- Career Development (1)
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- Commitment (1)
- Customer satisfaction (1)
- Executive compensation (1)
- Higher Education (1)
- Hospitality (1)
- Hospitality accounting (1)
- Hospitality industry (1)
- Hotel management (1)
- Incentive plans (1)
- Management-Development (1)
- Nonfinancial performance measures (1)
- Performance evaluation (1)
- Restaurant management (1)
- Satisfaction (1)
- Uniform System of Accounts (1)
- Publication
Articles 1 - 3 of 3
Full-Text Articles in Human Resources Management
Effects Of Management-Development Practices On Hospitality Management Graduates' Job Satisfaction And Intention To Stay, Edwin Torres, Howard Adler
Effects Of Management-Development Practices On Hospitality Management Graduates' Job Satisfaction And Intention To Stay, Edwin Torres, Howard Adler
Edwin Torres
Companies have long recognized the importance of training and developing their managers to prepare them for their short- and long-term careers. Formal management-development programs and other less formal means of management development abound in the hospitality industry. Therefore, one may ask whether the entry-level managers for whom these programs are designed perceive them to be effective. The present study explores management-development practices, procedures, and techniques, and their effects on job satisfaction and organizational commitment
Accounting Research In The Cornell Quarterly: A Review With Suggestions For Future Research, James W. Hesford, Gordon S. Potter
Accounting Research In The Cornell Quarterly: A Review With Suggestions For Future Research, James W. Hesford, Gordon S. Potter
Gordon Potter
An analysis of accounting-related articles published in the Cornell Hospitality Quarterly shows a shift from prescription to description, with an increasing use of scientific research methods. The authors found that the literature has examined the industry’s use of the Uniform System of Accounts, cost management, and management control systems, including the effects of nonfinancial measures and the balanced scorecard. Although a uniform system of accounts offers consistency, it may limit a hotel manager’s ability to match costs with departmental revenues. Budgeting and capital budgeting are particularly difficult issues for the hospitality industry, due to the fact that most hotels involve …
Association Of Nonfinancial Performance Measures With The Financial Performance Of A Lodging Chain, Rajiv D. Banker, Gordon S. Potter, Dhinu Srinivasan
Association Of Nonfinancial Performance Measures With The Financial Performance Of A Lodging Chain, Rajiv D. Banker, Gordon S. Potter, Dhinu Srinivasan
Gordon Potter
A test of nonfinancial measures used as part of a management-incentive program by a U.S.-based, full-service hotel chain found that improvements in the nonfinancial measures were followed shortly by increases in revenue and profit. The two nonfinancial measures are customer satisfaction as measured by guests’ comment card indications of likelihood to return and level of complaints. The lag between the nonfinancial measures and changes in revenue and operating profit was six months in this case. While the test applies directly to that one chain, the lesson is important to the rest of the hotel industry.