Employee turnover does more than reduce service quality and damage employee morale—it hits a hotel's pocketbook.

The cost of turnover: Putting a price on the learning curve

The Role of Management Games and Simulations in Education and Research

Research and development in hospitality accounting and financial management

This study reviews and evaluates the use of a business simulation, specifically the hotel operational training simulation (HOTS) as it applies to tourism and hospitality education. An extensive self‐report survey was used to examine the participant’s experience. The questions were categorized into three dimensions: learning experience, alternative method of instruction; and critical and analytical thinking ability. In addition, there were questions relating to the participant’s overall satisfaction with the learning experience, and a further evaluation based on the participant’s level of involvement in the simulation. The simulation as an alternative form of instruction, the learning experience outcomes and critical and analytical thinking were found to be significant predictors of participant’s satisfaction. Further, the results suggested that there was a significant difference between the responses of those who felt they were highly involved and those who felt they were less involved in the simulation.

Business simulations: a balanced approach to tourism education.

Purpose – This paper seeks to describe how the results of the qualitative research method of focus groups may be used as conceptual data at the onset of a research study to inform researchers regarding relevant issues for future more in‐depth quantitative study.Design/methodology/approach – Seven focus group sessions with a total of 50 participants were conducted, each focus group with six to eight participants. All focus groups included the homogeneous participants of new entrants to the hospitality industry. Focus group questions were inductive and naturalistic and centered on career expectations and work‐life issues. Sessions averaged 1 hour and 15 minutes and were conducted by trained graduate students.Findings – The paper suggests that long, unpredictable hours create both work‐related and non‐work stress. Further, there is general agreement regarding the stressors and benefits associated with working in the hospitality industry.Research limitations/implications – Limitations include the use of senio...

Using focus groups as a tool to develop a hospitality work‐life research study

year. The faculty has used, and will use, this instructional mode as a vehicle to pull together the diverse concepts, ideas, and theories developed in the students’ previous years in the program. While the case method has been the traditional method of achieving this focus, the management game&mdash;in this case CRASE&mdash;takes this curricular summary one step further. By virtue of its replication of reality, and by the influence the participants exert on the outcome, the management game provides a

The Management Game

Exercise (CRASE) is a competitive game, processed by computer, in which participants make executive decisions governing restaurant operations in the same marketing area. The game can be played in one session of two to three hours, or scheduled as an exercise requiring short periods over several days or weeks, which is the case in classroom instruction when opportunity is needed for discussion between plays. Written in FORTRAN IV, the game can be played on any computer with card reader, line printer, and card punch utilities. At Cornell, the university’s IBM 360-65 computer can process a play in 5 seconds. Minimum storage requirement is about 32,000 bytes of memory. CRASE involves decision-making in three major categories common to restaurant operation (see Figure 1 ) :

CRASE The Restaurant Game

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The Management Game

CRASE The Restaurant Game