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Articles 1 - 4 of 4
Full-Text Articles in Food and Beverage Management
School Of Culinary Arts & Food Technology Autumn Newsletter 2016, James Peter Murphy
School Of Culinary Arts & Food Technology Autumn Newsletter 2016, James Peter Murphy
Other resources
The School of Culinary Arts & Food Technology - Autumn Newsletter captured the many events, research, awards, significant contributions and special activities which the students and staff members of the school have successfully completed leading up to the Autumn period of 2016.
Overcoming Fraud & Dishonesty In The Hospitality Industry, James Peter Murphy
Overcoming Fraud & Dishonesty In The Hospitality Industry, James Peter Murphy
Conference papers
The licensed industry is an increasingly competitive market place, many bars have responded by empowering staff and undertaking structural and management reforms in recent years. Undoubtedly, these changes have significantly raised the levels of customer service and enhanced customer satisfaction. Paradoxically these changes, combined with the responsibilities allocated to bar staff and management to supervise and manage bars with autonomous control have created more fertile conditions, scope and opportunity for dishonest actions by staff members.
The way licensed premises approach the issue of staff fraud is changing in response to the increased risk. Many bars have historically been anxious to …
2016 Tacoma Eats - Minimum Wage, Joe Lawless
2016 Tacoma Eats - Minimum Wage, Joe Lawless
MICCSR Case Studies
No abstract provided.
Hotel Managers' Motivational Strategies For Enhancing Employee Performance, Vanessa Lizzette Barbosa-Mccoy
Hotel Managers' Motivational Strategies For Enhancing Employee Performance, Vanessa Lizzette Barbosa-Mccoy
Walden Dissertations and Doctoral Studies
More than 600,000 employees depart the hospitality industry for a variety of reasons such as lack of motivational strategies (MS) of hotel general managers (GMs). The purpose of this multiple case study using census sampling was to explore what MS hotel GMs used to enhance employee performance. The 3 GMs of 3 full-service branded hotels with a guest capacity of 160-699 were randomly selected in South Florida. Data were collected from face-to-face interviews with the hotel GMs, employee performance evaluations, and results of guest and employee satisfaction surveys from the hotel GMs. Data analysis involved methodological triangulation to determine how …