International Hotel, Bray, Lunch and Dinner Menu, October 1949

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International Hotel, Bray, Menu, St Patrick\u27s Day, 1950

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THE ACTIVITY OF ORDER TAKER IN HOUSEKEEPING DEPARTMENT AT AGAS INTERNATIONAL HOTEL SOLO

One of the important elements for the Hotel’s operational activities, is Housekeeping Department. Housekeeping Department in Agas International Hotel Solo which has a vital function in providing service to the guests especially those related to sophisticated service, attractiveness, completeness, cleaning service and other public services in order to guarantee satisfaction and comfort for all guests and employees. This final project report was written based on the job training in Agas International Hotel Solo. The objectives of this final reports is to describe the activity of order taker in Housekeeping Department at Agas International Hotel Solo. And the benefits of this final reports is the writer can get supporting point in the hotel industry, add more experience and knowledge about the hotel field as a skill to enter the field work. The data for this report were taken from the interview with Housekeeping crews at Agas International Hotel Solo and from the observation of the activities of the Order Taker at Agas International Hotel Solo. The duties of Order Taker is reporting the most actual condition of room status to Front Office department, making the “housekeeping report” then reporting them to related section, informing to room attendant if there is any room check in or check out, and handling the housekeeping administration. This final project report also has purpose to describe the problems and the solution for problems that are faced by Housekeeping Department in Agas International Hotel Solo

Determinants of environmental management in the red sea hotels: Personal and organizational values and contextual variables

What motivates firms to adopt environmental management practices is one of the most significant aspects in the contemporary academic debate in which the review of the existing literature yields, with an obvious contextual bias toward developed world, contested theories and inconclusive findings. Providing a unique model that brings together the individual and organizational levels of analysis on firms' adoption of environmental management practices, this study aims to provide a new insight from the context of developing world. Data from 158 Red Sea hotels reveal two identifiable dimensions of environmental management-planning and organization, and operations-that can be explained as originating from different values. Whereas organizational altruism is a powerful predictor of both dimensions, managers' personal values and organizational competitive orientation are only relevant to environmental operations. The evidence also indicates that contextual variables such as chain affiliation, hotel star rating, and size are important to explain hotels' environmental management behaviors. © 2012 ICHRIE

An overview of franchising in the hospitality industry of Turkey

Tourism is regarded as one of the fastest growing industries of our time. International hotel chains seem to contribute this development to a great amount. These hotels invest in Turkey since 1950s. Recently, these investments seem to be made majorly as franchises. Today, franchising seems to be one of the major strategies to enter global markets. And the system is popular because of its organisational and financial advantages. Although Franchising is adopted and frequently used in tourism industry, there are not (if any) any studies investigating facts and figures of the subject. In this regard, herein it is aimed to overview the current state of franchising in the Turkish tourism industry. Therefore, international hotel chains operating through Franchising in the hospitality industry of Turkey are reviewed in this study. Findings of the study suggest that international hotel chains aiming to expand in the market of Turkey prefer franchising as the major growth strategy to any other

The international hotel development in the 1960s : a cooperation perspective

The objectives of multinational firms expanding overseas in search of new markets and new resources, or risks spreading and overcoming competition are widely cited. On the other hand, without the host governments’ incentives given, such as tax exemptions and economic liberalisation, expansions into foreign countries would not be an easy or possible move. Host governments normally seek cooperation from multinational firms to invest locally in order to improve the countries’ infrastructure, employment levels, knowledge exchange and technological advancement. This paper aims to examine the international hotel industry development to illuminate the governments’ and multinational firms’ interdependent relationships. It explores the international hotel expansions of the Intercontinental Hotels Corporation and the Hilton Hotel International in the 1960s. This decade is critical to international hotel development attributing to two major environmental changes. First, the economies of several countries were stabilising after the end of World War II. Secondly, the technological improvement in the airline industry stimulated higher demand for air travel. Multinational hotel firms not only helped to generate economic growth for host countries, they also stimulated competition within the hotel industry, and arguably, created a more effective and rapid growth vehicle – management contract – particularly for the upscale hotel sector.Peer reviewe

Strategic human resource management: insights from the international hotel industry

In the strategic human resource management (SHRM) field three approaches have dominated, namely, the universal or best-practice, best-fit or contingency and resource-based view (RBV). This study investigates evidence for the simultaneous or mixed adoption of these approaches by eight case study firms in the international hotel industry. Findings suggest there is considerable evidence of the combined use of the first two approaches but that the SHRM RBV approach was difficult to achieve by all companies. Overall, gaining differentiation through SHRM practices was found to be challenging due to specific industry forces. The study identifies that where companies derive some competitive advantage from their human resources and HRM practices they have closely aligned their managers’ expertise with their corporate market entry mode expertise and developed some distinctive, complex and integrated HRM interventions, which have a mutually reinforcing effect