Background Factors of First-Time Beginning Students at Two-Year Colleges……… 111 2. Psychological ... more Background Factors of First-Time Beginning Students at Two-Year Colleges……… 111 2. Psychological Factors of First-Time Beginning Students at Two-Year Colleges …… 112 3. Financial Factors of First-Time Beginning Students at Two-Year Colleges…………. 113 4. Social Integration Index of First-Time Beginning Students at Two-Year Colleges...... 114 5. Academic Factors (GPA) of First-Time Beginning Students at Two-Year Colleges… 115 6. Academic Integration Index of First-Time Beginning Students at Two-Year Colleges 116 7. Parental Factors of First-Time Beginning Students at Two-Year Colleges……………116 8. Retention Rates of First-time Beginning Students at Two-Year Colleges …………… 118 9. Logistic Regression Result for the Model of Student Persistence (Public)…………….119 10. Logistic Regression Result for the Model of Student Persistence (For-Profit)………...121
The researchers examined responses from 862 faculty members at 38 institutions nationwide using t... more The researchers examined responses from 862 faculty members at 38 institutions nationwide using the blackboard Learning Management System (LMS) to supplement their face-to-face instruction. The four research questions addressed the primary uses that faculty make of blackboard, perceptions that faculty have of how certain blackboard features enhance or elevate (or might enhance or elevate) their assessment of student work and instructional capabilities, and how faculty use of blackboard might positively affect the psychosocial climate within the face-to-face classroom setting. Additional analysis sought to identify the factors that predict use and positive perception of blackboard as a supplement to face-to-face teaching activities. The results indicate that faculty primarily used blackboard as a course management/administration tool to make course documents available to students and manage course grades. Few faculty used blackboard for instructional or assessment purposes, and even fewer utilized blackboard to foster a more positive sense of community within their face-to-face classes. Faculty attitudes, on the whole, were positive when it came to the classroom management functions of blackboard, but neutral or otherwise undecided in terms of its instructional or psychosocial benefits. The main factor in determining blackboard usage-whether for course administration or instructional purposes-was experience with the tool. In addition, women had more positive attitudes than men did in terms of blackboard's potential to enhance classroom management and foster a
Cornell Hotel and Restaurant Administration Quarterly
This 2003 study repeats and extends a 1997 investigation of how students perceive hospitality org... more This 2003 study repeats and extends a 1997 investigation of how students perceive hospitality organizations as prospective employers. Using structural equation modeling, the study confirmed five factors to examine the relationship between the factors and the likelihood of employment in eight industry segments. The greatest difference between the 1997 findings and those of 2003 is the rise of the Internet in guiding students’ attitudes toward various industry segments. With regard to quick-service restaurants (QSRs) and private clubs, company-sponsored events particularly improve the likelihood of that a student will accept employment in those segments. Word of mouth and experience as a customer, on the other hand, can decrease a student’s interest in working in economy hotels and QSRs (even though direct work experience improves notice for those two segments). Ironically, the personal recruiting visit seems to have less influence on employment decisions than one might expect.
The Cornell Hotel and Restaurant Administration Quarterly, 1994
This article reports on a 1992 research study that explored perceptions of gender discrimination ... more This article reports on a 1992 research study that explored perceptions of gender discrimination and sexual harassment directed towards managers in the US hospitality industry. Of the 613 responses (of which 58% were women), it was found that 80% of the male respondents ...
Cornell Hotel and Restaurant Administration Quarterly, 1989
ABSTRACT Today's growing, innovative hospitality firms share a common formula—namely, ada... more ABSTRACT Today's growing, innovative hospitality firms share a common formula—namely, adaptability
Cornell Hotel and Restaurant Administration Quarterly, 1992
This article and the one that follows report on the issues and implications of the Americans with... more This article and the one that follows report on the issues and implications of the Americans with Disabilities Act (ADA). Part I focuses on how the ADA affects workers, employers, and the public. Jobs must be analyzed to determine their "essential functions," and whether there's a "reasonable accommodation" that will allow a disabled person to perform those essential functions without imposing an "undue hardship" on the employer. To prepare for the ADA, employers should: completely review all job descriptions; establish and maintain a record of their handicapped employees; develop an "ADA expert" in the human-resources department; revamp hiring practices; begin a review of their health-insurance and benefits plans; and plan or implement training programs designed to educate managers about compliance and how to deal effectively with handicapped employees in the workplace. This article includes sources of additional information.
Cornell Hotel and Restaurant Administration Quarterly, 1994
ABSTRACT Although the number of four-year hospitality programs in the United States increased fou... more ABSTRACT Although the number of four-year hospitality programs in the United States increased fourfold in the ten years between 1982 and 1992, the overall description of the people teaching hospitality management has not changed radically in that period. The notable shifts include the growth in the proportion of female faculty members to a stillmeager one-third, the increased incidence of professors holding business degrees and a decline in liberal-arts majors, and the substantial retirement of the pre-babyboom generation of educators. The picture of hospitality educators comprises a large group in their 40s, many professors who have had fairly high-level experience in the industry before turning to teaching, and an academy with a smaller proportion of tenured faculty than ten years ago. Ironically, the percentage of doctoral-degree holders has not increased substantially, and the ethnic profile of hospitality educators remains overwhelmingly Caucasian. The demographic profile of educators in this survey casts doubt on the current belief that hospitality programs will need to hire many new doctoral candidates.
Cornell Hotel and Restaurant Administration Quarterly, 1997
A survey of 574 members, managers, and board members of U.S. private clubs found agreement among ... more A survey of 574 members, managers, and board members of U.S. private clubs found agreement among those groups regarding the factors that promote the success of a club. Foremost were the following factors: Club managers must be committed to help the club attain its goals; the board allows managers to make day-to-day decisions; and club management must represent the "best interests" of the club. At the bottom of the scale were such factors as: The club seeks revenue sources from outside the membership; the club has reciprocity with other clubs; and the club serves as a selling vehicle for real estate. The factors proposed on the survey had been prescreened by a panel of club managers, yielding a list of 38 success factors. The prescreening undoubtedly contributed to the level of agreement found among the three groups regarding these factors.
The Cornell Hotel and Restaurant Administration Quarterly, 1995
ABSTRACT A human-resources strategy that embraces diversity will likely assist a food-service cha... more ABSTRACT A human-resources strategy that embraces diversity will likely assist a food-service chain in maintaining a workplace that attracts and keeps a variety of employees. A limited study of 16 companies, however, indicates that diversity management may not be a high priority.
Cornell Hotel and Restaurant Administration Quarterly, 1996
This study reports the results of a survey of 300 CHRIE members designed to determine which publi... more This study reports the results of a survey of 300 CHRIE members designed to determine which publications are most useful to hospitality educators for five purposes: (1) for publishing their own articles, (2) as a researchinformation source, (3) as information for lectures, (4) for students' reading assignments, and (5) as general reading for professional or personal development. Results from this study indicate that the Cornell Hotel and RestaurantAdministration Quarterly is consistently rated by CHRIE educators as the most useful periodical overall. Nation's Restaurant News was rated the second most useful followed by the Hospitality and Tourism Educator, Restaurants & Institutions, the Wall Street Journal, and the Hospitality Research Journal. The HRJwas rated as the top publication overall for CHRIE members' writings while the Cornell Quarterlywas rated highest in the remaining four categories.
Cornell Hotel and Restaurant Administration Quarterly, 1989
1 Robert H. Woods, Ph.D., is an assistant professor in the hospitality-management program of Walk... more 1 Robert H. Woods, Ph.D., is an assistant professor in the hospitality-management program of Walker College of Business at Appalachian State University in North Carolina. 2 Florence Berger, Ph.D., is an associate professor at the Cornell School of Hotel Administration.
Cornell Hotel and Restaurant Administration Quarterly, 1997
ABSTRACT From a preselected list of 20 items that may influence students' impressions of ... more ABSTRACT From a preselected list of 20 items that may influence students' impressions of potential employers, 550 U.S. hospitality students from 19 schools ranked those factors and assigned those involving personal interaction the highest ratings. The most influential factors were (1) Experience with the company as a consumer; (2) Word of mouth from faculty members; (3) Word of mouth from alumni; (4) Company representative's personality; (5) Word of mouth from students; (6) Guest lecturers in class; (7) Company representative's appearance; (8) Company participation in job fair; (9) Three-month work experience, internships; and (10) Companysponsored tours. Least influential were company-sponsored scholarships, company videos, company-sponsored social events, and company information on the internet or worldwide web.
Cornell Hotel and Restaurant Administration Quarterly, 1998
A study of general managers of 389 United States hotels found that 87 percent of the respondents ... more A study of general managers of 389 United States hotels found that 87 percent of the respondents conducted regular performance appraisals for all of their employees. This percentage is similar to that found in other industries. The most frequent interval for performance appraisals by lodging managers is once per year, also echoing the findings for other industries. Most managers used more than one type of appraisal and used their appraisals for more than one purpose. Nearly half used a management-by-objectives approach for their appraisals (49 percent), followed by behaviorally anchored rating scales (41 percent), narrative essays (37 percent), and graphic rating scales (28 percent). One negative note is that nearly 15 percent of the managers do not follow their appraisals with feedback sessions to review those appraisals. The most frequent application of performance appraisals was for compensation decisions (86 percent), followed by assessing whether objectives had been met (78 per...
Cornell Hotel and Restaurant Administration Quarterly, 1998
A survey of 77 general managers in large hotels (over 500 rooms) in the United States shows that ... more A survey of 77 general managers in large hotels (over 500 rooms) in the United States shows that the general manager is primarily focused on basic business considerations, most particularly revenue measures. The study also indicates that the career track to reach general manager has changed as a result of what appears to be a flattening of the hotel organization (fewer middle managers) and the diminishing importance of food and beverage management. Asked what topics should be added to hospitality-education programs, the respondents suggested that personnel-related topics (e.g., human-resources management, leadership) should be emphasized, along with the more general need for additional hands-on learning. The study also unearthed an intriguing undercurrent of distrust for currently popular management theories. The GMs in this study reported a dim view of the effectiveness of total quality management, even though they consider it important that GMs master TQM-related techniques, such ...
Cornell Hotel and Restaurant Administration Quarterly, 1995
A pilot study of 16 food-service companies found mostly ill-defined goals for diversity-managemen... more A pilot study of 16 food-service companies found mostly ill-defined goals for diversity-management programs, if such programs existed at all. Seven of the ten chains that have or will start a diversity program aim simply to improve employees' awareness of diversity issues. Only two ...
Cornell Hotel and Restaurant Administration Quarterly, 1994
This overview of the restaurant industry explains the attributes of each restaurant type from the... more This overview of the restaurant industry explains the attributes of each restaurant type from the point of view of management and customers. The traditional three-part typology of quick service, midscale, and upscale has been augmented to include moderate upscale and business dining. An examination of different segments' attributes shows why quick-service restaurants have put such pressure on midscale operations (they have many attributes in common), and why even fine-dining restaurants are susceptible to competition from chains (certain attributes that can be standardized substitute for other attributes that cannot).
Background Factors of First-Time Beginning Students at Two-Year Colleges……… 111 2. Psychological ... more Background Factors of First-Time Beginning Students at Two-Year Colleges……… 111 2. Psychological Factors of First-Time Beginning Students at Two-Year Colleges …… 112 3. Financial Factors of First-Time Beginning Students at Two-Year Colleges…………. 113 4. Social Integration Index of First-Time Beginning Students at Two-Year Colleges...... 114 5. Academic Factors (GPA) of First-Time Beginning Students at Two-Year Colleges… 115 6. Academic Integration Index of First-Time Beginning Students at Two-Year Colleges 116 7. Parental Factors of First-Time Beginning Students at Two-Year Colleges……………116 8. Retention Rates of First-time Beginning Students at Two-Year Colleges …………… 118 9. Logistic Regression Result for the Model of Student Persistence (Public)…………….119 10. Logistic Regression Result for the Model of Student Persistence (For-Profit)………...121
The researchers examined responses from 862 faculty members at 38 institutions nationwide using t... more The researchers examined responses from 862 faculty members at 38 institutions nationwide using the blackboard Learning Management System (LMS) to supplement their face-to-face instruction. The four research questions addressed the primary uses that faculty make of blackboard, perceptions that faculty have of how certain blackboard features enhance or elevate (or might enhance or elevate) their assessment of student work and instructional capabilities, and how faculty use of blackboard might positively affect the psychosocial climate within the face-to-face classroom setting. Additional analysis sought to identify the factors that predict use and positive perception of blackboard as a supplement to face-to-face teaching activities. The results indicate that faculty primarily used blackboard as a course management/administration tool to make course documents available to students and manage course grades. Few faculty used blackboard for instructional or assessment purposes, and even fewer utilized blackboard to foster a more positive sense of community within their face-to-face classes. Faculty attitudes, on the whole, were positive when it came to the classroom management functions of blackboard, but neutral or otherwise undecided in terms of its instructional or psychosocial benefits. The main factor in determining blackboard usage-whether for course administration or instructional purposes-was experience with the tool. In addition, women had more positive attitudes than men did in terms of blackboard's potential to enhance classroom management and foster a
Cornell Hotel and Restaurant Administration Quarterly
This 2003 study repeats and extends a 1997 investigation of how students perceive hospitality org... more This 2003 study repeats and extends a 1997 investigation of how students perceive hospitality organizations as prospective employers. Using structural equation modeling, the study confirmed five factors to examine the relationship between the factors and the likelihood of employment in eight industry segments. The greatest difference between the 1997 findings and those of 2003 is the rise of the Internet in guiding students’ attitudes toward various industry segments. With regard to quick-service restaurants (QSRs) and private clubs, company-sponsored events particularly improve the likelihood of that a student will accept employment in those segments. Word of mouth and experience as a customer, on the other hand, can decrease a student’s interest in working in economy hotels and QSRs (even though direct work experience improves notice for those two segments). Ironically, the personal recruiting visit seems to have less influence on employment decisions than one might expect.
The Cornell Hotel and Restaurant Administration Quarterly, 1994
This article reports on a 1992 research study that explored perceptions of gender discrimination ... more This article reports on a 1992 research study that explored perceptions of gender discrimination and sexual harassment directed towards managers in the US hospitality industry. Of the 613 responses (of which 58% were women), it was found that 80% of the male respondents ...
Cornell Hotel and Restaurant Administration Quarterly, 1989
ABSTRACT Today's growing, innovative hospitality firms share a common formula—namely, ada... more ABSTRACT Today's growing, innovative hospitality firms share a common formula—namely, adaptability
Cornell Hotel and Restaurant Administration Quarterly, 1992
This article and the one that follows report on the issues and implications of the Americans with... more This article and the one that follows report on the issues and implications of the Americans with Disabilities Act (ADA). Part I focuses on how the ADA affects workers, employers, and the public. Jobs must be analyzed to determine their "essential functions," and whether there's a "reasonable accommodation" that will allow a disabled person to perform those essential functions without imposing an "undue hardship" on the employer. To prepare for the ADA, employers should: completely review all job descriptions; establish and maintain a record of their handicapped employees; develop an "ADA expert" in the human-resources department; revamp hiring practices; begin a review of their health-insurance and benefits plans; and plan or implement training programs designed to educate managers about compliance and how to deal effectively with handicapped employees in the workplace. This article includes sources of additional information.
Cornell Hotel and Restaurant Administration Quarterly, 1994
ABSTRACT Although the number of four-year hospitality programs in the United States increased fou... more ABSTRACT Although the number of four-year hospitality programs in the United States increased fourfold in the ten years between 1982 and 1992, the overall description of the people teaching hospitality management has not changed radically in that period. The notable shifts include the growth in the proportion of female faculty members to a stillmeager one-third, the increased incidence of professors holding business degrees and a decline in liberal-arts majors, and the substantial retirement of the pre-babyboom generation of educators. The picture of hospitality educators comprises a large group in their 40s, many professors who have had fairly high-level experience in the industry before turning to teaching, and an academy with a smaller proportion of tenured faculty than ten years ago. Ironically, the percentage of doctoral-degree holders has not increased substantially, and the ethnic profile of hospitality educators remains overwhelmingly Caucasian. The demographic profile of educators in this survey casts doubt on the current belief that hospitality programs will need to hire many new doctoral candidates.
Cornell Hotel and Restaurant Administration Quarterly, 1997
A survey of 574 members, managers, and board members of U.S. private clubs found agreement among ... more A survey of 574 members, managers, and board members of U.S. private clubs found agreement among those groups regarding the factors that promote the success of a club. Foremost were the following factors: Club managers must be committed to help the club attain its goals; the board allows managers to make day-to-day decisions; and club management must represent the "best interests" of the club. At the bottom of the scale were such factors as: The club seeks revenue sources from outside the membership; the club has reciprocity with other clubs; and the club serves as a selling vehicle for real estate. The factors proposed on the survey had been prescreened by a panel of club managers, yielding a list of 38 success factors. The prescreening undoubtedly contributed to the level of agreement found among the three groups regarding these factors.
The Cornell Hotel and Restaurant Administration Quarterly, 1995
ABSTRACT A human-resources strategy that embraces diversity will likely assist a food-service cha... more ABSTRACT A human-resources strategy that embraces diversity will likely assist a food-service chain in maintaining a workplace that attracts and keeps a variety of employees. A limited study of 16 companies, however, indicates that diversity management may not be a high priority.
Cornell Hotel and Restaurant Administration Quarterly, 1996
This study reports the results of a survey of 300 CHRIE members designed to determine which publi... more This study reports the results of a survey of 300 CHRIE members designed to determine which publications are most useful to hospitality educators for five purposes: (1) for publishing their own articles, (2) as a researchinformation source, (3) as information for lectures, (4) for students' reading assignments, and (5) as general reading for professional or personal development. Results from this study indicate that the Cornell Hotel and RestaurantAdministration Quarterly is consistently rated by CHRIE educators as the most useful periodical overall. Nation's Restaurant News was rated the second most useful followed by the Hospitality and Tourism Educator, Restaurants & Institutions, the Wall Street Journal, and the Hospitality Research Journal. The HRJwas rated as the top publication overall for CHRIE members' writings while the Cornell Quarterlywas rated highest in the remaining four categories.
Cornell Hotel and Restaurant Administration Quarterly, 1989
1 Robert H. Woods, Ph.D., is an assistant professor in the hospitality-management program of Walk... more 1 Robert H. Woods, Ph.D., is an assistant professor in the hospitality-management program of Walker College of Business at Appalachian State University in North Carolina. 2 Florence Berger, Ph.D., is an associate professor at the Cornell School of Hotel Administration.
Cornell Hotel and Restaurant Administration Quarterly, 1997
ABSTRACT From a preselected list of 20 items that may influence students' impressions of ... more ABSTRACT From a preselected list of 20 items that may influence students' impressions of potential employers, 550 U.S. hospitality students from 19 schools ranked those factors and assigned those involving personal interaction the highest ratings. The most influential factors were (1) Experience with the company as a consumer; (2) Word of mouth from faculty members; (3) Word of mouth from alumni; (4) Company representative's personality; (5) Word of mouth from students; (6) Guest lecturers in class; (7) Company representative's appearance; (8) Company participation in job fair; (9) Three-month work experience, internships; and (10) Companysponsored tours. Least influential were company-sponsored scholarships, company videos, company-sponsored social events, and company information on the internet or worldwide web.
Cornell Hotel and Restaurant Administration Quarterly, 1998
A study of general managers of 389 United States hotels found that 87 percent of the respondents ... more A study of general managers of 389 United States hotels found that 87 percent of the respondents conducted regular performance appraisals for all of their employees. This percentage is similar to that found in other industries. The most frequent interval for performance appraisals by lodging managers is once per year, also echoing the findings for other industries. Most managers used more than one type of appraisal and used their appraisals for more than one purpose. Nearly half used a management-by-objectives approach for their appraisals (49 percent), followed by behaviorally anchored rating scales (41 percent), narrative essays (37 percent), and graphic rating scales (28 percent). One negative note is that nearly 15 percent of the managers do not follow their appraisals with feedback sessions to review those appraisals. The most frequent application of performance appraisals was for compensation decisions (86 percent), followed by assessing whether objectives had been met (78 per...
Cornell Hotel and Restaurant Administration Quarterly, 1998
A survey of 77 general managers in large hotels (over 500 rooms) in the United States shows that ... more A survey of 77 general managers in large hotels (over 500 rooms) in the United States shows that the general manager is primarily focused on basic business considerations, most particularly revenue measures. The study also indicates that the career track to reach general manager has changed as a result of what appears to be a flattening of the hotel organization (fewer middle managers) and the diminishing importance of food and beverage management. Asked what topics should be added to hospitality-education programs, the respondents suggested that personnel-related topics (e.g., human-resources management, leadership) should be emphasized, along with the more general need for additional hands-on learning. The study also unearthed an intriguing undercurrent of distrust for currently popular management theories. The GMs in this study reported a dim view of the effectiveness of total quality management, even though they consider it important that GMs master TQM-related techniques, such ...
Cornell Hotel and Restaurant Administration Quarterly, 1995
A pilot study of 16 food-service companies found mostly ill-defined goals for diversity-managemen... more A pilot study of 16 food-service companies found mostly ill-defined goals for diversity-management programs, if such programs existed at all. Seven of the ten chains that have or will start a diversity program aim simply to improve employees' awareness of diversity issues. Only two ...
Cornell Hotel and Restaurant Administration Quarterly, 1994
This overview of the restaurant industry explains the attributes of each restaurant type from the... more This overview of the restaurant industry explains the attributes of each restaurant type from the point of view of management and customers. The traditional three-part typology of quick service, midscale, and upscale has been augmented to include moderate upscale and business dining. An examination of different segments' attributes shows why quick-service restaurants have put such pressure on midscale operations (they have many attributes in common), and why even fine-dining restaurants are susceptible to competition from chains (certain attributes that can be standardized substitute for other attributes that cannot).
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