School of Hospitality and Tourism

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https://hdl.handle.net/10292/686

Research in the AUT School of Hospitality and Tourism not only informs the global academic community, they also focus on developing practical research outcomes. Their research is targeted at improving the tourism industry and the people that depend on its success.

The School also works closely with the New Zealand Tourism Research Institute to develop funding to support research initiatives and to provide graduate students with opportunities in research activities.

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Out for the count: some methodological questions in 'publications counting' literature
(Elsevier, 2001-09) Losekoot, E; Verginis, CS; Wood, RC
Comments on the use of 'publications counting', i.e. the number of items published by academics and their institutions, in making financial and tenure decisions, and criticizes the methods used in terms of the choice and relative status of the journals included in such counts, the timeframe for analysis relative to journal selection, and the arithmetic procedures employed, offering named examples from the field of hospitality and tourism. Contends that a fairer and more worthwhile benchmarking process is necessary, taking the example of the UK's research assessment exercise and advocating a more holistic approach than that currently pursued.
Ethics in commercial hospitality
(University of Queensland, 2004) Poulston, JM; Cooper, C; Arcodia, C; Solnet, D; Whitford, M
Anecdotally, hospitality has a reputation for poor ethical standards, and it is anticipated that this research will provide a basis for that reputation. Several themes are being explored, such as the causes of poor ethical standards in hospitality, and in particular, management’s role in encouraging and preserving these standards. Unethical behaviour in hospitality is investigated, in order to measure tolerance according to different demographic attributes. It is hypothesised that hospitality managers both passively and actively support unethical behaviour, by providing inadequate financial, physical and human resources to meet profit targets by ethical means. Managers may be aware of unacceptable behaviour, but do not take preventative action, perhaps because the behaviour helps them meet short term goals. Preliminary research included a review of literature relating to moral philosophy, business and hospitality ethics, and the origins of hospitality. Studies influencing the direction of the research are reviewed in this paper, with an outline of the research design and some preliminary results. This study is expected to make a significant contribution to improving ethical standards in hospitality workplaces by identifying the existence and scope of ethical problems, as well as their major causes. Staff and managers have conflicting views about what is fair and unfair, and by identifying these, a common understanding can be established. The ability to predict functional areas in which ethical problems will occur, as well as the kinds of incidents likely to generate unethical behaviour, is likely to help hospitality managers incorporate preventative techniques into training programmes. Furthermore, if unethical behaviour is tolerated in specific areas of hospitality, it is possible that causes of unwanted behaviour can be identified and minimised.
Sacking, staffing and supervision in commercial hospitality
(Sociological Association of Aotearoa N.Z. (SAANZ), 2004-11-26) Poulston, J; Crothers, C
Anecdotally, hospitality has a reputation for poor ethical standards, and preliminary results from this doctoral study indicate such a reputation is well founded. However, the expected crimes of sexual harassment, theft, the service of alcohol to minors, and poor food hygiene, do not appear to be the main concerns. Instead, staff complain of persistent unfair treatment by supervisors, and the struggle to provide service in an environment of poor training and critical under-staffing. This paper investigates the incidence of constructive dismissals and harsh treatment by supervisors in the Auckland hospitality industry, and the under-staffing and high turnover rates currently being experienced. Initial quantitative and qualitative analyses from 453 questionnaires are presented, in an attempt to shed light on some disturbing trends in this industry. Hospitality has a crucial role in tourism, which accounted for 14% of New Zealand’s export earnings in 2002 (Provisional Tourism Satellite Account 2000-2002, 2003). Understanding the cause and extent of unethical behaviour is a significant step towards protecting the New Zealand industry from the traditions of opportunism and moral insensitivity prevalent in the hospitality industry in some countries.
Constructive dismissals in hospitality: perceived incidence and acceptance
(Department of Tourism, University of Otago, 2006) Poulston, J
Constructive dismissal and ad hoc disciplinary procedures are common in hospitality and many employees feel they are treated poorly by their immediate supervisors. This study identifies the perceived incidence and acceptance of constructive dismissals in the New Zealand hospitality industry, and the characteristics of those strongly associated with constructive dismissal. Quantitative data from 534 Auckland hospitality workers are analysed as part of a wider doctoral study, and results relating to constructive dismissal presented in this paper. The study expected to reveal management ’s passive support for constructive dismissal, but instead showed managers are substantially unaware of the levels of bullying and harassment reported by staff and supervisors. High incidence levels of constructive dismissals are associated with supervisors and casual employees, and low levels with older employees, higher salaries, and managers. Responses on perceived incidence of constructive dismissals from supervisors and full-time employees implicate them as the primary cause, and casual employees as the primary victims. Constructive dismissal is strongly associated with high staff turnover, and is therefore considered a likely cause. Supervisor training and improvement of selection and induction techniques are recommended as solutions for both staff turnover and constructive dismissal.
The benefits of training
(Euro-CHRIE Congress, 2006) Poulston, J; Tsartas, P; Christou, E; Sigala, M
This study assesses whether hospitality employees consider workplace training is adequate and identifies management’s view on the importance of training. Links between inadequate training and problems such as sexual harassment, unfair dismissals, under-staffing, poor food hygiene, and theft are also identified. Results indicate that hospitality employees are commonly required to work without sufficient training, and that training has a positive effect on employee relations by reducing workplace problems and improving staff retention.
Metamorphosis in hospitality: from prostitution to harassment
(Department of Tourism, University of Otago, New Zealand, 2006) Poulston, J
Sexual harassment is significantly more common in hospitality than in other industries, and has a negative impact on both individuals and workplaces where it occurs. The New Zealand Human Rights Commission ’s 2001 report on sexual harassment found that 60% of those harassed subsequently leave their place of work, indicating a significant cause of staff turnover, and a considerable expense to employers. The objectives of this study were therefore to identify the incidence and causes of sexual harassment in hospitality, so recommendations for prevention could be made to industry practitioners. As part of a wider doctoral study, quantitative and qualitative data from 534 Auckland hospitality workers were analysed, and results relating to sexual harassment identified. Of valid responses to questions on the incidence of sexual harassment, 24% reported they had been harassed, a proportion consistent with that found in Hoel ’s 2002 British doctoral study. Customer contact was identified as a strong predictor of harassment, especially for young European women and those working in food and beverages service. Harassment was notably less prevalent where respondents had their own codes of ethics, and where training was perceived as satisfactory. High tolerance of harassment evident in written comments was associated with enjoyment and the nature of the industry, implying a sense of duty and behavioural norm extending well beyond limits accepted outside hospitality. Recommendations include the discouragement of behaviours and appearances associated with harassment by guests, such as the use of sexuality in employee – customer relationships. Training employees to reject sexual advances skilfully and professionally is also recommended, as is promoting harassment-free workplaces to both guests and staff using codes of ethics, pamphlets, or posters. However, as the root causes of sexual harassment are may be outside the reach of such prevention strategies, the discussion also addresses the implications of working in commercial hospitality. The tradition of sexual behaviour in hospitality is therefore addressed, and its relationship to the sexual favours provided in pre-Christian taverns, where barmaids were also prostitutes. The study concludes that sexual harassment is pervasive in hospitality, in part, because it is perceived as integral to the industry by both staff and customers.
Critical issues in food and beverage productivity: A review
(AUT University, 2006) Poulston, J; Luo, Y; Milne, S; Mohsin, A; Lockyer, T; Zahra, A
Developing employment relations teaching in New Zealand
(University of South Australia: Division of Arts, Education & Social Science, 2006-02-01) Rasmussen, E; Lamm, F; Williamson, D; Pocock, B; Provis, C; Willis, E
Recent changes in New Zealand’s employment relations framework has made the topic vital for many students but its multi-disciplinary foundation and its particular historical and cultural setting have proved difficult for student learning. This paper overviews our development of employment relations teaching materials and it shows how this development has been driven by specific shortfalls in the available teaching materials and by changing student needs. It is also emphasised how the teaching and research processes are interlinked and this provides an avenue for making research-driven teaching obtainable. In order to facilitate the students’ understanding of and interest in the research process we have developed a number of case studies and a CD-ROM design has been trialled in 2005. The paper overviews two of the case studies and it also details the development logic of the CD-ROM design.
Food and beverage service sector productivity study
(AUT University, 2007) Milne, S; Harris, C; Clark, V; Poulston, J; Luo, Y
Employee theft in hospitality: causes and excuses
(AUT University, 2007) Poulston, J
The end of the affair: exit interview efficacy in a New Zealand Hotel chain
(University of Technology, Sydney Sydney, Australia, 2007) Parker, J; Harris, C; Williamson, D
This paper presents findings from data analysis of formal exit interviews conducted in two hotel brands. One covers 2004 and 2005 and is a large New Zealand hotel chain with 15 sites. The quantitative data for this brand was collected nationally at multiple sites and is further illuminated by qualitative data focusing on a single site case study. The other brand represents a single site, with data gathered from 2001 to 2005. The theoretical foundations of employee turnover and exit interview efficacy are discussed in the literature review. Particular focus is placed on the antecedents of turnover in the organisational entry phase of the employment relationship, with questions being raised around the importance of socialisation. In an industry that has traditionally high employee turnover, the efficacy of exit interviews in providing feedback on organisational entry is of crucial importance. Findings raise discussion questions regarding the effectiveness of information provided by both hotel chain’s exit interview process, and furthermore lead the authors to ask how organisational improvement be directed if there is a process in place that fails to provide applicable employee feedback?
I love you - goodbye: exit interviews and turnover in the New Zealand hotel industry [Online]
(ER Publishing Ltd, 2008) Williamson, D; Harris, C; Parker, J
Given the very tight labour market, skill shortages and staff retention have become major issues in the hotel industry. Furthermore, voluntary turnover incurs considerable expense as it is a labour intense service industry. This paper presents findings from data analysis of formal exit interviews conducted in two hotel chains. The first sample covers a large New Zealand hotel chain with 15 sites, with interviews conducted in 2004 and 2005. The quantitative data for this brand was collected nationally at multiple sites and is further illuminated by qualitative data focusing on a single site case study. The second set of interviews represents a single site, with data gathered from 2001 to 2005. The literature review discusses the theoretical foundations of employee turnover and exit interview efficacy. Particular focus is placed on the antecedents of turnover in the organisational entry phase of the employment relationship, with questions being raised around the importance of socialisation. In an industry that has traditionally high employee turnover, the efficacy of exit interviews in providing feedback on organisational entry is of crucial importance. Our findings raise questions regarding the effectiveness of information provided by the exit interview processes at both hotel chains. This leads the authors to ask how organisational improvement be directed if there is a process in place that fails to provide applicable employee feedback.
Sexual behaviour and harassment in hospitality: 'just good fun - nothing serious'
(AUT University, 2008) Poulston, J; Richardson, S; Fredline, L; Ternel, M
This study examines hospitality workers’ comments about sexual behaviour in hospitality to help understand the relationship between their attitudes to sexual behaviour and the nature of harassment. The traditions of sexual behaviours are discussed, along with the nature of hospitality work, workers’ characteristics, the customer’s role and the preoccupation with meeting customer’s needs. Customer contact is found to be a firm predictor of sexual harassment, but the characteristics of staff and the traditions of the industry are also considered important causes.
I love you – goodbye: Exit interviews and turnover in the New Zealand hotel industry
(Association of Industrial Relations Academics of Australia and New Zealand (AIRAANZ), 2008) Williamson, D; Harris, C; Gent, S
This paper presents findings from data analysis of exit interviews conducted in two hotel brands. One covers 2004 and 2005 and is a large New Zealand hotel chain with 15 sites. The quantitative data for this brand was collected nationally at multiple sites and is further illuminated by qualitative data focusing on a single site case study. The other brand represents a single site, with data gathered from 2001 to 2005. The object of the paper is to discuss the efficacy of the exit interview process in these organisations. The paper is placed in the context of high turnover rates in Australia and New Zealand, and the strategic challenges that these rates of turnover bring to the hospitality and tourism industry. Consequently the theoretical foundations of employee turnover and exit interview efficacy are discussed in the literature review. Findings raise discussion questions regarding the effectiveness of information provided by the exit interview process, and furthermore lead the authors to ask how organisational improvement can be directed if there is a process in place that fails to provide applicable employee feedback?
Holding out for a hero: female management role models in hotels
(AUT University; ANZAM, 2008) Mooney, S
This paper investigates what barriers are present for female managers in the organisational structure of Australian and New Zealand hotels that may delay their progress to senior management positions. Research was carried out in an international group represented by more than 30 hotels in two countries. The methodology included a survey of the hotel group‟s female supervisors and managers with 18 follow up interviews. One major issue that arose from the research was the absence of role models for women. Women managers found that the many women who have „made it to the top‟ were “childless superwomen” (Liff and Ward, 2001) and as such, unrealistic role models. These findings provide implications for hospitality management practice.
Sweet as: notes on the kumara or New Zealand sweet potato as a taonga or treasure
(AUT University, 2008) McVinnie, Ray
From hospitality work to hospitable working: a hotel case study on increasing productivity and decreasing staff turnover
(Griffith University, 2008-02-11) Harris, C; Williamson, D; Richardson, S; Fredline, L; Ternel, M; Patiar, A
This paper presents the case study of the James Cook Hotel Grand Chancellor, a New Zealand hotel that has reduced staff turnover through focusing on two particular drivers of productivity - Creating a Productive Workplace Culture and Measuring What Matters. The theoretical foundations of employee turnover and productivity in hospitality are discussed in the literature review. Particular focus is placed on the importance of congruence between individuals' specific job wants and organisational climate to retain employees. Interviews with a range of the hotel's managers were conducted in 2007, to develop a single site case study. In an industry described as having a 'culture of turnover', learning from a hotel that has successfully reduced staff turnover and created an organisational culture which encourages and rewards productivity is of crucial importance.
Creating sustainable employment in hospitality?
(Promaco Conventions Pty Ltd, 2008-12-03) Harris, C; Williamson, D; Rasmussen, E; Wilkinson, H; Wilson, M
Voluntary staff turnover has been a major problem in hospitality and many hospitality employers are concerned how staff retention can be improved in an industry which is characterised by narrow profit margins, fluctuating customer demand, low pay, unsocial hours and a predominantly young, transient workforce. One New Zealand hotel has recently improved its overall turnover rates, has many long-tenure staff and has been regarded as one of the ‘Best Places to Work’. Besides presenting survey findings on management strategies to enhance workplace culture and communication, it is also discussed whether this workplace example may illustrate a possible way forward in the quest to embedding sustainable employment practices in the hospitality industry.
Getting on in hospitality: a preview
(University of Waikato, 2009) Poulston, J; Jenkins, A; Zahra, A; Lockyer, T; Aksonnit, P
Although ageism is an acknowledged form of discrimination in employment (Snape & Redman, 2003; Taylor & Walker, 1998), compared to other discriminatory behaviours such as racism and sexism, relatively little research has been undertaken in this area. However, age discrimination in employment is not uncommon. A report on ageism by Age Concern England revealed that more people (29%) had suffered from age discrimination, than any other form of discrimination (Tasiopoulou & Abrams, 2006). Age discrimination is also prevalent in New Zealand (McGregor, 2001; Wilson, Parker, & Kan, 2007), and increases with increased numbers of older workers in the labour force (Wilson et al.). While some business managers appear positive about older workers (Davey, 2008), the views of New Zealand hospitality managers on ageism are not yet known. Older workers appear to be particularly disadvantaged in the labour force due to stereotypical views (Harris, 1990). Hospitality businesses are reliant on a young workforce (McNair, Flynn, & Dutton, 2007; Whiteford & Nolan, 2007) and much of the industry is style obsessed, particularly designer bars, boutique hotels and celebrity-chef restaurants. Aesthetic labour (work that values the way employees look) is a common feature of hospitality work (Nickson, Warhurst, Cullen, & Watt, 2003), and working hours are often long and unsociable. It therefore seems no surprise that the industry prefers young workers (McNair et al., 2007; Slonaker, Wendt, & Baker, 2007). This study aims to identify attitudes to the employment of older people, defined as those aged 50 and over, in the British and New Zealand hospitality industry. This paper presents a preliminary analysis of the New Zealand interviews, summarising industry’s views on employing older workers from both managers’ and employees’ perspectives. Early indications are that personality, team fit, and attitude are significantly greater influences on recruitment than age.
Taking feng shui seriously
(AUT University, 2009) Poulston, J
Feng shui is a form a geomancy (divination) based on the landscape, and was initially used to select burial sites in China to ensure the spirits of the dead were protected from evil spirits. According to Eastern traditions, landscape feng shui principles can be applied to many aspects of life, such as the placement of buildings and the design of interior spaces to bring success to their inhabitants. Feng shui crosses cultural beliefs, psychology, and architecture, so is difficult to investigate scientifically. However, many hotel operators appear to follow feng shui practices to improve profitability, although there is little scholarly evidence of this, and none to suggest that it works. This paper therefore explores scholarly interest in feng shui and the use of feng shui in hotels, to determine whether or not the topic warrants serious research. A pilot study is outlined to determine whether a relationship exists between hotels with good feng shui and the number of times these hotels have changed their name, being an arbitrary indicator of the hotels’ economic stability. If the pilot study suggests a relationship, further study will be undertaken on a larger scale, using profit and loss statements where available, to more accurately determine the relationship between the use of feng shui principles in hospitality, and success.

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