Effect of Strategic Orientation on Performance of Star-Rated Hotels in Ghana

The study used the resource dependency theory to determine the strategic orientation that star-rated hotels in Ghana should adopt to realize both financial and non- financial performance. Out of a population of 680 star-rated hotel managers, a sample of 248 were chosen, using the stratified random sampling technique. Self- administered questionnaires were used to solicit the views of managers of the selected star-rated hotels. In all, a total of 178 responses were retrieved and analysed, using descriptive and partial least squares in structural equation modeling. Findings of the study indicate that none of the strategic orientation types influenced financial performance. However, aggressiveness, analytic, defensiveness, futuristic and riskiness were found to rather influence non-financial performance of star-rated hotels. The study, therefore, confirms the resource dependency theory and concludes that when star-rated hotels tend to be aggressive, analytic, futuristic and risky, it influences non-financial performance. The study, therefore, recommends that managers of star-rated hotels use analytic, defensiveness, futuristic and riskiness strategic orientation to enhance non-financial performance

Menu planners’ adherence to nutritional guidelines in menu planning in Osu, Ghana: Menu planners’ adherence to nutritional guidelines in menu planning in Osu, Ghana

Nutrition is a critical element in menu planning. Despite its important role, few empirical studies have attempted to link nutrition to menu planning. This paper explores the extent to which nutritional issues are considered in menu planning and menu planners’ adherence to nutritional guidelines. The study adopted an exploratory approach, using in-depth interviews to explore and collect qualitative data for the study. Four main themes were identified from the analysis: nutrition principles in menu planning, customers’ nutritional needs, the pyramid and the 3 food steps, and the adherence to requirements in nutritional guidelines. The menu planners’ knowledge on nutrition was mostly based on past experiences and learning on-the-job rather than the recommendation given in nutrition books or by expert. The study revealed that adherence to nutritional guidelines is almost overlooked when planning restaurant menus. This is as a result of the deficiency in nutrition awareness. This study, therefore, suggests that restaurant operators should create avenues for their kitchen staff to upgrade their knowledge in food and nutrition. There is also the need for dietitians to work closely together with foodservice operators to create and modify recipes that meet dietary guidelines