Academic literature on the topic 'Auckland hotel industry'

i te kore nga putake e mākukungia e kore te rakau e tupu ('If the roots of the tree are not watered the tree will never grow') New Zealand is in the middle of the most dramatic and sustained boom in tourism and hospitality in its history. The hotel sector that underpins our tourism growth stands utterly transformed from its humble beginnings. Yet the history of the Tourist Hotel Corporation (THC) and its role as the ‘roots’ of the modern hotel industry still tends to be told only as a minor part of our wider tourism story. Recent PhD research [1], based on extensive archive sources and interviews with senior practitioners, argues that the time has come for the THC story to be told in full. While there have been histories of the tourism and hospitality sector that cover the THC [2–7], they have not included in-depth discussion of the origins, structure and legacies of the organisation. Established in 1955 and sold in 1991, the THC dominated the New Zealand tourist hotel sector for 35 years, running around 10 resort-style properties and setting the standard for service. However, the current dominance of neo-liberal ideology has resulted in the achievements of the Government-owned THC being somewhat dismissed and the role of massive Government investment in the development of our hotel sector often being ‘conveniently’ forgotten. It is common for the THC to be depicted as rather archaic. Burdened with political interference and gross underfunding, the THC is sometimes depicted as a prime example of what happens when the state tries to run a business. However, this research argues there is a more heroic telling of the THC story, one that celebrates the THC as the fundamental ‘roots’ of the modern hotel sector. The THC was a key player in transforming post-war New Zealand hospitality, raising the bar for service, food and beverage and accommodation significantly. The THC invested heavily in improving buildings, vehicles, equipment and machinery, developing the skills and careers of its staff, and innovating menus. Staff from the THC were seen as ‘A grade’ and many of today’s most successful General Managers learnt their trade in THC properties. Many THC staff also went on to set up influential restaurants outside of hotels during this period. The THC managed significant tourism development even while showing a profit from 1974 till the late 1980s, posting a 2.7 million dollar surplus in 1986. However, a combination of perceived indebtedness, the 1987 recession and free-market Government ideology resulted in the sale of the THC to the Southern Pacific Hotel Corporation in 1991. The story of the THC involves drama, intrigue, politics, high finance, rapid growth and equally rapid collapse. But most importantly, this is the story of the origins of our hotel industry, showing the huge contribution this state funded group made to the modern industry. Surely it is time this story was told in full, on its own terms and in glorious technicolour. If you would like to read the PhD thesis this research is based on you can access it here: https://aut.researchgateway.ac.nz/handle/10292/10412 Corresponding author David is Senior Lecturer at the School of Hospitality and Tourism, Auckland University of Technology. He spent 18 years working in the hospitality industry as a hotel manager and restaurateur. His research includes work, employment and labour market issues in hospitality and tourism. David completed his PhD in 2017 – a history of employment relations in the New Zealand hotel sector, 1955–2000. David Williamson can be contacted at: david.williamson@aut.ac.nz References (1) Williamson, D. In Search of Consensus: A History of Employment Relations in the New Zealand Hotel Sector – 1955 to 2000; Ph.D. Thesis, Auckland University of Technology, 2017. (2) Brien, A. 100 Years of Hospitality in New Zealand: The People, the Politics, the Passion; Wellington Museums Trust in association with the Hospitality Association of NZ: Wellington, New Zealand, 2003. (3) McClure, M. The Wonder Country: Making New Zealand Tourism; Auckland University Press: Auckland, New Zealand, 2004. (4) Medlik, S. The Business of Hotels, 4th ed.; Butterworth-Heinemann: Oxford, U.K., 2000. (5) Slattery, P. The Economic Ascent of the Hotel Business; Goodfellow Publishers: Oxford, U.K., 2009. (6) Watkins, L. Billion Dollar Miracle: The Authentic Story of the Birth and Amazing Growth of the Tourism Industry in New Zealand; Travel Agents Association of New Zealand: Auckland, New Zealand, 1987. (7) Yu, L. The International Hospitality Business: Management and Operations; Haworth Press: New York, 1999.

To our valued hospitality community, welcome to this thought-provoking second issue of 2020. It has been a challenging, tumultuous and difficult year, especially for hospitality artisans, business owners and employees. At times, it seemed that offering hospitality to tourists, local guests and even close family members became instantaneously inaccessible, rather than being a fundamental right. Yet, with creativity and resilience, throughout 2020, hospitality professionals surmounted the challenges and adapted to new times with new ways. This issue takes a hopeful view of a post-pandemic future beginning with an inspiring opinion piece, 2021 dreams of a hospitable society, from Paul Lynch (AUT Adjunct Professor) writing from Scotland. It is followed by an original philosophical reflection that views COVID-19 as an “intruder”. Other topics include the importance of communicating effectively online about accessibility in hotel restaurants, how to extend hospitality to customers with epilepsy, an industry interview with a hotel General Manager in Auckland on what makes New Zealand hospitality unique and finally, the far reaching effects of the Covid-19 crisis on women working in the hospitality industry. The journal provides free, open access to the key implications of hospitality research for a wider readership along with opinion pieces of topical interest. We thus welcome your contributions to future editions of Hospitality Insights on the impact of COVID-19, as well as other issues currently testing the sustainable future of the hospitality industry and communities. He waka eke noa. We are all in this together.

The co-creation process within the New Zealand luxury accommodation sector has, until recently, been under researched. However, in 2016, a doctoral thesis was completed [1] with the key question, ‘how is the luxury accommodation experience created?’ Following an interpretivist paradigm, data were collected that included 81 interviews (of 27 guests, 27 employees and 27 managers) within six luxury properties (three luxury hotels and three luxury lodges) which were selected via purposive sampling. Drawing from the findings of the thesis, this article aims to show that co-creation is a valuable tool for hoteliers. Co-creation is about customers creating value for themselves through an interactive relationship with a company. The hospitality industry is a complete veteran at this; for example, the use of à-la-carte menus, whereby a customer has the ability to compose a meal that has value specifically for them. The possible scope of the co-creation process, beyond à-la-carte menus, is now being recognised by the luxury accommodation sector. Co-creation can be described as a joint process that involves a customer and an organisation resulting in an output of value [2]. Co-creation permits and indeed encourages a more active involvement from the customer [1], and is important to organisations as it can ensure that any personal interaction that their customers have adds value to their experience [3]. If co-creation is used to its full potential, it can give an organisation a competitive advantage due to increased customer satisfaction resulting in a positive impact on customer loyalty [4]. Co-creation can also provide continual feedback for improving existing services, presenting a business with constant opportunities to increase their revenue and success [5]. In summary, the main finding of the doctoral research was the consensus among guests, employees and managers that the luxury accommodation experience is materialised through a process of co-creation, involving the many different forms of interaction happening between guests, employees and managers, as well as with external contributors outside of the properties [1]. The practical implications of co-creation cannot be determined without luxury properties first identifying what makes their accommodation a luxury experience. When this has been defined, more interaction between guests, employees and managers should be encouraged to ensure that this particular brand of luxury accommodation experience is created. This could include having staff members dedicated to interacting with guests, and having certain ‘touch points’ throughout the guests’ stay that ensure the type and the amount of engagement that is required happens. External co-creation should also be encouraged; for example, staff visiting the local producers of food and wine, which in turn would enable them to talk more informatively to guests about these products when they are interacting with them during their stay. Another example would be to build relationships with external agents who offer activities to the guests, to enable the continuation of the experience when guests are away from the property. Luxury properties also need to apply co-creation strategies that would enable guests to innovate new products and services. One such strategy is in the form of a digital customer relationship management tool; an example of this being HGRM – Happy Guest Relationship Management, although this technology is still quite innovative. Hotels and lodges need to make sure that they are using Web 2.0 applications such as videos, blogs, fora, wiki, podcasts, chat rooms, YouTube, Twitter and Facebook to encourage communication and social interaction, which is the customer engagement that enables co-creation. For any business that is involved in customer experience, especially hospitality, there is every good reason to go down the route of co-creation, especially when it can give that business a competitive advantage. If you would like to read the PhD thesis this research is based on you can access it here: http://aut.researchgateway.ac.nz/bitstream/handle/10292/9925/HarkisonT.pdf?sequence=3 Corresponding author Tracy is a Senior Lecturer in Hospitality at Auckland University of Technology, New Zealand. Her research passions are hospitality education and the co-creation of luxury accommodation experiences. This has resulted in the completion of her PhD thesis on how the luxury accommodation experience is created. Tracy Harkison can be contacted at: tracy.harkison@aut.ac.nz References (1) Harkison, T. How is the Luxury Accommodation Experience Created? Case Studies from New Zealand; Ph.D. Thesis, Auckland University of Technology, 2016. (2) Prahalad, C. K.; Ramaswamy, V. Co-creation Experiences: The Next Practice in Value Creation. Journal of Interactive Marketing 2004, 18(3), 5–14. https://doi.org/10.1002/dir.20015 (3) Chathoth, P. K.; Ungson, G. R.; Harrington, R. J.; Chan, E. S. Co-creation and Higher Order Customer Engagement in Hospitality and Tourism Services: A Critical Review. International Journal of Contemporary Hospitality Management 2016, 28(2), 222–245. (4) Oyner, O.; Korelina, A. The Influence of Customer Engagement in Value Co-creation on Customer Satisfaction: Searching for New Forms of Co-creation in the Russian Hotel Industry. Worldwide Hospitality and Tourism Themes 2016, 8(3), 327–345. (5) Thomas, A. K.; James, P. S.; Vivek, N. Co-creating Luxury Hotel Services: A Framework Development. Life Sciences Journal 2013, 10(7s), 1005–1012. http://www.lifesciencesite.com 162

Independent restaurants face multiple challenges to their survival, including low entry barriers that create intense competition, industry norms of low pay, long working hours and a hard-working environment that can render it hard to recruit suitable employees, and a lack of support from the industry to the restaurateurs. Evidence shows that independent restaurants suffer from higher failure rates when compared to franchise restaurants [1, 2]. This has been attributed to a lack of resources, especially when compared to the chained or franchised restaurants that have financial, technical and marketing support [3]. These challenges increase the failure rate for independent restaurants. The aim of this research was to consider the notion of ‘success’ among Auckland’s restaurateurs, and to gauge how the restaurant industry perceive their own definition of success and the main factors influencing restaurant ‘success’ [4]. Previous studies have predominantly measured the success of restaurant businesses by their profitable financial rewards [5, 6]. However, this measure ignores other important aspects of restaurant operation such as the longevity of operation, customers’ satisfaction levels, relationships with employees and society, and restaurateurs’ own personal achievements. The research adopted a qualitative approach involving in-depth interviews with eleven independent restaurateurs to explore the underlying factors they perceived as affecting restaurant success. A qualitative research approach helps the researcher understand people and the social and cultural contexts in which they live and work [7]. The independent restaurateurs were selected through purposeful sampling to select information-rich cases [8]. The participants were owner-operators of independent restaurants in Auckland city, and the restaurants they owned were either casual/formal-dining or styles in between. The study findings suggested different measures of success among restaurateurs, which have implications for how the industry comes to understand and gauge business success or failure. Notably, instead of the commonly reported financial criteria, restaurateurs in this study related success to their personal achievements and satisfaction; for instance, reaching their own personal goal(s) of opening and operating a restaurant, receiving culinary related awards, and gaining media attention. The study revealed three main factors as the important influencing factors of a restaurant’s success: the operational environment; stakeholders; and management factors. Firstly, the operational environment of restaurants included intense competition, a constantly changing environment and changing consumer trends. In particular, the intense competition was considered to have a significant impact on the success of restaurants. Secondly, the positive association between stakeholders and a restaurant’s performance was also acknowledged. Four key stakeholders – restaurateurs, customers, suppliers and employees – were identified as influential in restaurant success. A good relationship with stakeholders was seen as beneficial to a restaurant’s operation. A successful restaurant was perceived to have loyal customers, trustworthy suppliers, and employees with good skills and knowledge. Out of these stakeholders, the restaurateurs were considered the foundation of the success of restaurants, as they control the management factors. Because of this key role, restaurateurs are required to have an in-depth understanding of the restaurant industry and the ability to manage and operate the restaurant. At the same time, restaurateurs need to find a balance between their work and personal lives. Thirdly, management factors were also felt to have an impact on independent restaurant success. This typically included decisions about the restaurant’s location, purchasing and ordering, hiring and training staff, price and quality of products, and marketing and financial control. The study provided a number of recommendations for how to successfully manage a restaurant. Firstly, thorough pre-entry research and a careful decision-making process will provide a good foundation for the business. Secondly, during the operation, tight financial control and effective marketing should be applied. Finally, a management system is needed in order to stay viable in the long term. A management system consisting of a standard operation manual and an extensive training programme can allow efficient restaurant operation without the restaurateur’s continued presence. In conclusion, this study found that restaurateurs in Auckland related the ‘success’ of their restaurants to factors other than just financial performance including personal success such as personal progression and the satisfaction gained during the operation. The operating environment, stakeholders and management factors were found to be important influences affecting restaurant success. The research recommends that a well-designed management system is vital for the long-term success of an independent restaurant business. The full research project can be accessed here: http://aut.researchgateway.ac.nz/handle/10292/8431 Corresponding author Beverly (Shih-Yun) Chen can be contacted at beverlyc@ais.ac.nz References (1) Camillo, A. A.; Connolly, D. J.; Kim, W. G. Success and Failure in Northern California: Critical Success Factors for Independent Restaurants. Cornell Hospitality Quarterly 2008, 49(4), 364–380. https://doi.org/10.1177/1938965508317712 (2) Parsa, H. G.; Self, J. T.; Njite, D.; King, T. Why Restaurants Fail. Cornell Hotel and Restaurant Administration Quarterly 2005, 46(3), 304–322. (3) Parsa, H. G.; Self, J.; Sydnor-Busso, S.; Yoon, H. J. Why Restaurants Fail? Part II – The Impact of Affiliation, Location, and Size on Restaurant Failures: Results from a Survival Analysis. Journal of Foodservice Business Research 2011, 14(4), 360–379. https://doi.org/10.1080/15378020.2011.625824 (4) Chen, Shih-Y. Lessons Learned: A Qualitative Case Study of Restaurant Success in Auckland, New Zealand; Master’s Thesis, Auckland University of Technology, New Zealand, 2014. (5) Gu, Z. Analyzing Bankruptcy in the Restaurant Industry: A Multiple Discriminant Model. International Journal of Hospitality Management 2002, 21(1), 25–42. https://doi.org/10.1016/S0278-4319(01)00013-5 (6) Kim, H.; Gu, Z. Predicting Restaurant Bankruptcy: A Logit Model in Comparison with a Discriminant Model. Journal of Hospitality & Tourism Research 2006, 30(4), 474–493. https://doi.org/10.1177/1096348006290114 (7) Merriam, S. B. Qualitative Research: A Guide to Design and Implementation. San Francisco, CA: Jossey-Bass, 2009. (8) Goldman, K. L. Concept Selection for Independent Restaurants. Cornell Hotel and Restaurant Administration Quarterly 1993, 34(6), 59–72.

The New Zealand hospitality workforce is young; most are between 18 and 24 years old and attracted by the ease with which they can get work in a bar or restaurant. The work suits them; it is dynamic and easy to find, but many have no intention of staying in the industry. Hence, staff shortages and turnover are a constant problem for employers. However, the solution is not as difficult as one might imagine. This study identified why there are so few older workers in the New Zealand hotel industry after interviewing 44 managers and older workers in New Zealand hotels and looking at Human Resources (HR) policies, recruitment methods, and selection criteria. The hotel industry was found to be discriminatory towards older job seekers in both principle and practice, even though some companies’ policies appeared to address age discrimination. Interview data from the HR managers suggested older workers had the characteristics they were looking for, yet they were not specifically recruiting them. Recommendations arising from the study focus around changing attitudes at senior level so older workers are perceived as potential employees. Recruitment processes need to be checked to make sure they do not disadvantage older job seekers, and senior managers need to be objective and consider the skills, abilities, and attitudes of older job seekers. Either of these simple changes could be made through training or well-supported policy and would positively affect the age profile and turnover of the industry’s workforce. Practical suggestions also include using older workers to mentor younger workers to promote communication across an age diverse workforce and allowing older workers to demonstrate and share their knowledge and experience. Combining older and younger workers in work teams may also help remove barriers by allowing older workers to impart some of their values through frequent interactions and working towards a common work goal. In-house training programmes may also help educate staff at all levels about the benefits of diverse workgroups. Data from this and prior studies show that older people are ideal employees where good work attitudes [1] and well-developed soft skills [2] are important. Interestingly, prior research also shows that policy does not prevent discrimination, as it is too easily ignored. Recruitment methods such as ‘Seek’, Twitter, MyJobSpace.co.nz and word-of-mouth recruitment are discriminatory because they favour young people and act as barriers against the employment of older workers. Older recruits have much to offer, but in practice, their potential for employment is being restricted by recruiters’ attitudes, as managers’ views are more influential than policy. The challenge, therefore, is not so much in what needs to change, but how to make changes to reduce or eliminate discrimination in hotels against older job seekers. More information about this study is in the original article [3], which can be obtained from the authors. Corresponding author Jill is an Associate Professor at the Auckland University of Technology, where she studies a wide range of ethical issues in hospitality, such as sexual harassment, discrimination, and ethical food consumption. Prior to this, she worked in hospitality management, which included two roles as a General Manager. She currently teaches leadership to postgraduate students, and supervises student research projects. Jill Poulston can be contacted at: jill.poulston@aut.ac.nz References (1) Ng, T. W. H.; Feldman, D. C. The Relationships of Age with Job Attitudes: A Meta-analysis. Personnel Psychology 2010, 63(3), 677–718. https://doi.org/10.1111/j.1744-6570.2010.01184.x (2) Sissons, P.; Jones, K. Lost in Transition?; The Work Foundation: Lancaster, U.K., 2012. (3) Poulston, J.; Jenkins, A. Barriers to the Employment of Older Hotel Workers in New Zealand. Journal of Human Resources in Hospitality & Tourism 2016, 15(1), 45–68.

New Zealand is considered a nation of pet lovers, with 64 percent of households owning at least one pet [1]. The aim of this study [2] was to explore what the main considerations were for hospitality operators in Auckland with regards to offering pet-friendly services. To answer this question, several key aspects were considered: pet tourism trends; market expansion of pet-friendly accommodations; the profitability of allowing pets; and operational implications, such as additional investment and labour costs. This explorative research interviewed ten accommodation providers in Auckland: five pet-friendly and five non-pet-friendly. These operators represented owners or managers of hotels, motels, lodges and apartments spread across Auckland and Waiheke Island. Research on operators’ perspectives on pet tourism is unexplored, with previous literature focusing on tourists’ perceptions [3–5]. This study hopes to provide practical implications for the industry, especially for the New Zealand context. New Zealand’s pet tourism market is considered small and mainly domestic. According to popular global dog travel directory Bring Fido [6], in 2017 there were a mere fifteen pet-friendly accommodations in Auckland, in stark contrast to other cities such as New York (367), London (96) and Paris (643). Interviewees’ opinions on the profitability of accommodating pet tourists varied. Non-pet operators rejected the idea of allowing pets due to an abundance of non-pet customers and were reluctant to accept perceived pet-related risks. Their pre-conceptions were likely formed by operating in silos without conducting any research on pet tourism and its market landscape. There was a genuine fear of negative online reviews which cannot be easily amended and can have significant longevity. Their key perceived risks were related to hygiene and allergy concerns for other customers. Preventative measures were believed to involve significant investment into property renovation. Pet friendly operators, who mainly accommodated dogs, shared a different perspective through their own experiences. They expressed high trust and optimism for pet tourists and had rarely experienced any major pet-related incidents. From a hygiene and allergy point of view, the risks were considered minimal and customers bore the responsibility when stating their allergies. Pet-friendly operators stated that no additional workload or costs were incurred through accommodating pets. Significant renovations were not deemed necessary, instead relying on what they already had. However, in the unlikely event of a major pet-related incident, the interviewees expressed that their trust towards accommodating pets would waver, meaning their tolerance of risk was not resilient. At the time of the research, pet-friendly operators were relaxed about pet policies and had not formalised them. The majority were conveying rules to pet tourists through word of mouth, such as that pets must be on a leash in public areas, instead of through written and signed agreements. Tellingly, pet-friendly operators did not perceive New Zealand’s pet tourism market as lucrative. They were allowing pets as an extension of service and lacked motivation to expand or to cater for more pets. The study highlights the potential for growth in the domestic pet tourism market despite the current stalemate, where those who allowed pets were supportive and vice versa. Improving this situation might require unified pet-friendly associations and certain levels of government intervention. In parallel, all operators should break out of silos and socialise more with their pet-friendly peers to gain knowledge and validate assumptions. Pet-friendly operators could improve engagement with pet tourists through standardised policies and formal agreements. With guidance and support from their peers, more accommodations may be capable of handling pets. Pet owners could look forward to a day when travelling with pets becomes much more accessible due to abundant pet-friendly accommodation. Corresponding author Heike Schänzel can be contacted at: heike.schanzel@aut.ac.nz References (1) New Zealand Petfood Manufacturers Association Homepage. https://www.petfoodnz.co.nz/ (accessed Aug 13, 2017). (2) Chen, Y. Accommodating Travellers with Pets: Is Auckland Ready? Master’s Thesis, Auckland University of Technology, July 2018. http://hdl.handle.net/10292/11867 (accessed 19 June 2019). (3) Chen, A. H.; Peng, N.; Hung, K. Developing a Pet Owners' Tourism Constraints Scale – the Constraints to Take Dogs to Tourism Activities. International Journal of Tourism Research 2014, 16 (4), 315–324. https://doi.org/10.1002/jtr.1959 (4) Kirillova, K.; Lee, S.; Lehto, X. Willingness to Travel with Pets: A U.S. Consumer Perspective. Journal of Quality Assurance in Hospitality & Tourism 2015, 16 (1), 24–44. https://doi.org/10.1080/1528008X.2015.966296 (5) Zhang, Y. People's Attitudes towards Dogs in Hotel Settings. Master’s thesis, Purdue University, May 2012. https://search.proquest.com/docview/1242132630 (accessed 19 June 2019). (6) Bring Fido Homepage. https://www.bringfido.com/ (accessed Aug 13, 2017).

The following is a reflection from two Auckland University of Technology (AUT) academics seconded as visiting professors to teach events and human resource management at a Vietnamese university. As this may be an ongoing project for AUT, they have provided these insights to guide other academics venturing to teach in Vietnam. It was a humbling experience and we recommend all academics make teaching overseas and entering into global classrooms part of their journey. Although others with experience of overseas teaching have recommended co-teaching with a translator/interpreter [1], interpreters are not always available when required. And when surprised by their absence, what do you do? Ten lessons were drawn from our experiences for you to include in your overseas teaching survival kit: Lesson #1. Expect the unexpected. Lesson #2. Brace yourself for culture shock – the first day you will feel like a fish out of water, which really makes you reset yourself to becoming a better teacher. Imagine you are without an interpreter and the students can only understand half of your slides. Lesson #3. Adapt your materials and revise your notes to include local examples. This will involve thinking on your feet; your assessment format may undergo many changes. Try to blend in your students’ local and pop-cultural interests. Lesson #4. Find your allies; the class monitor and the interpreter rule! Identify the ‘leaders of the pack’ – those who can help lead and manage the class. Lesson #5. Use language carefully. Remember that English words can have more than one meaning and that you will spend most of your time rephrasing sentences. Lesson #6. Co-teaching with an interpreter means half the time is spent translating your lessons. Be realistic about your learning outcomes. Lesson #7. There are no international standards in Vietnam, only regional standards. For example, the international hotel accreditation is not the same as Vietnam’s hotel quality standards. Lesson #8. Be prepared with multiple, fun teaching tools to engage your students in group activities. Team building is always welcome. Lesson #9. Bring small souvenirs from New Zealand as little treats and rewards to encourage participation from students. Lesson #10. Always travel in pairs and be prepared to ‘rough it’. Vietnam has transformed us into instructors with a global perspective. We went to impart knowledge, but we have had returned to us many times what we gave. We stepped outside of our comfort zones and this has certainly stretched our personal and professional limits in ways conventional teaching could never achieve. Like Stachowski and Sparks [2], we now know what it is to be cultural outsiders looking in, and how to find ways to gain acceptance as ‘foreign teachers’. Now that we are back on campus comfortably teaching in English, we should still consider the students we have in our classrooms. In a university that promotes the presence of a global community, we need to be mindful that some international students in our classrooms may need help to orientate them to what, for them, is an alien learning and teaching platform in a foreign language. This teaching reflection was supposed to be written upon our return from Vietnam in November 2019. However, at the time of writing, COVID-19 has brought about unprecedented changes that are transforming the way universities are teaching – bringing their lessons online to students from all over the world. Although this article is not focused on COVID-19, the unusual times have triggered questions for academics and industry trainers planning on teaching overseas in the future, to consider beyond the above lessons, particularly about the accessibility of technology. Considerations include the availability of hardware and software to students in other countries. We did not have access to WIFI in the classrooms in Vietnam; students were dependent on their phones for the additional information they needed for our group activities. Corresponding author Tracy Harkison can be contacted at: tracy.harkison@aut.ac.nz References (1) Herman, W. E.; Bailey, M. P. Recommendations for Teaching Overseas. College Teaching 1991, 39 (3), 117–121. https://doi.org/10.1080/87567555.1991.10532443 (2) Stachowski, L. L.; Sparks, T. Thirty Years and 2,000 Student Teachers Later: An Overseas Student Teaching Project that is Popular, Successful, and Replicable. Teacher Education Quarterly 2007, 34 (1), 115–132. https://files.eric.ed.gov/fulltext/EJ795147.pdf (accessed May 4, 2020).

With the development of technology, self-service kiosks (kiosks) are increasingly being adopted by service providers such as hotels, restaurants, airports and banks [1, 2]. However, with the increasing search for more efficiency, calculability and control by replacing people with non-human technology, service quality and a sense of hospitality can be adversely impacted [3]. Nevertheless, many seem willing to use kiosks in fast-food restaurants [4], suggesting that these provide considerable value for some segments of the hospitality industry. Consequently, this study [5] explores young people’s customer experiences of and views on using kiosks in McDonald’s restaurants. The study was carried out in Auckland, New Zealand, where interviews were conducted with 16 young people (18 to 24 years old; Gen Z)1 originating from seven countries (2 Indian, 3 Chinese, 2 Korean, 2 Vietnamese, 1 Filipino, 1 Moroccan and 5 New Zealanders). The findings suggest that kiosks provide improved customer satisfaction but can also result in reduced perceptions of hospitableness. The respondents felt that kiosks improved efficiency by eliminating the need to queue to place an order and provided more relaxed time for making their menu selections. Therefore, although using a kiosk did not necessarily speed up the service process, it allowed time for contemplation of choices and less time waiting to be served. The kiosks also provided clear food categories with pictures, simple English language instructions, and generally simple ordering and payment processes. Compared with the amount of information provided at the service counter, the kiosks provided more detailed and clearer information about menus, ingredients, discounts and promotions. Furthermore, when using kiosks, respondents felt a sense of empowerment and control over their ordering process. Kiosks provided the ability to customise meals, discuss menu choices and change orders without feeling as if they were annoying an employee or holding up other customers. This sense of empowerment and control provided relief from the pressure to place quick orders at the service counter or delay other customers. Many respondents were afraid of annoying employees or becoming an annoying customer in public. They cared about the perception of counter staff, while at the same time, they also cared about their personal image in public. The fast-paced restaurant environment and the need to be decisive with their menu selection added to the pressure and stress when purchasing takeaways. Additionally, those who spoke English as a second language faced increased stress while trying to select the right words and communicate with employees in front of others. These pressures increased their fear of public humiliation. Many respondents indicated there was no pressure when using kiosks as the kiosks offered more time and a judgment-free environment for customers. The number of kiosks available and the freedom from employee and other customer expectations had a significant impact on them by releasing them from any pressure to make a quick decision. Reduced pressure also brought enough time for discussion of food choices among friends. Using the self-order kiosk provided respondents with a judgment-free environment away from other customers and busy employees. The time-space provided by kiosks also provided respondents with a sense of safety and privacy in situations where, for example, they were upset or not confident speaking in English. Their emotions (e.g. happy, sad), skills (e.g. level of English language), appearance (e.g. lack of makeup) and eating habits (e.g. food allergy) were kept confidential in comparison to ordering in public at the counter. However, the findings also suggested that the appeal of kiosks is somewhat determined by the lack of useful and caring alternatives. This may suggest that the issue is not whether kiosks are able to do a better job than humans, but rather whether humans (service employees) are sufficiently resourced (e.g. capability and capacity) to provide both efficient and caring interactions. The original research on which this article is based is available here http://hdl.handle.net/10292/11993 Note The Merriam-Webster dictionary defines ‘Generation Z’ as the generation of people born in the late 1990s and early 2000s. Corresponding author Qi Yang can be contacted at: kikiyangaut@gmail.com References (1) Considine, E.; Cormican, K. Self-Service Technology Adoption: An Analysis of Customer to Technology Interactions. Procedia Computer Science 2016, 100 (Suppl. C), 103–109. https://doi.org/10.1016/j.procs.2016.09.129 (2) Wei, W.; Torres, E.; Hua, N. Improving Consumer Commitment through the Integration of Self-Service Technologies: A Transcendent Consumer Experience Perspective. International Journal of Hospitality Management 2016, 59 (Suppl. C), 105–115. https://doi.org/10.1016/j.ijhm.2016.09.004 (3) Ritzer, G. The McDonaldization of Society, 6th ed.; Sage/Pine Forge: Los Angeles, CA, 2011. (4) Herne, S.; Adams, J.; Atkinson, D.; Dash, P.; Jessel, J. Technology, Learning Communities and Young People: The Future Something Project. International Journal of Art & Design Education 2013, 32 (1), 68–82. https://doi.org/10.1111/j.1476-8070.2013.01738.x (5) Yang, Q. Young People’s Perspectives on Self-service Technology and Hospitality: A Mcdonald’s Case Study; Master’s Thesis, Auckland University of Technology, New Zealand, 2018. http://hdl.handle.net/10292/11993 (accessed Nov 25, 2019).

The chef profession is considered a challenging career, with female chefs seeming to be most affected. As such, it is rare to find female chefs occupying the coveted executive chef positions. The aim of this research was to establish if female chefs in Kenya encounter similar challenges to those experienced by female chefs elsewhere. Previous research shows that female chefs encounter career challenges in hospitality organisations and hence they struggle to make it as chefs; for example, studies by Druckman [1] and Harris and Giuffre [2,3] in the United States, Murray-Gibbons and Gibbons [4] in the United Kingdom, as well as Zengeni et al. [5] in Zimbabwe. This article poses the important question: how can these challenges be overcome? The study sought to make sense of the lived work experiences of Kenyan female chefs. Baum [6] recommends contextualised research methodologies to explore hospitality issues in non-Western countries. Moreover, Adelowo [7] asserts that lived experiences are better expressed through stories. Therefore, a qualitative approach was employed in this study where 15 chefs working in the Kenyan hospitality industry were interviewed [8]. Ten female chefs told stories of their workplace experiences while five male executive chefs recounted their experiences of working with female chefs. Despite the different geographical, socio-cultural and economic factors between Kenya and other countries previously studied, female chefs expressed common challenges such as sexual harassment, gender discrimination, unsupportive attitudes towards pregnancy and an unhealthy work environment, as well as hierarchical kitchen structures that they believed discriminated against them. There was an indication of engrained patriarchal attitudes that limit the professional success of potential female chefs. Unfortunately, hospitality employers appeared to support the status quo; that is, a gendering of the chef’s profession that privileges men and penalises women. These findings suggest a trend that must worry hospitality employers. The highly competitive career structures and the male domination that discourages women from making a long-term career in the kitchen [2], coupled with stiff competition for scarce hospitality human resources, support the need to retain female chefs. Christensen and Rog [9] stress that employee retention strategies will only work if human resource managers are fully committed to creating a positive workplace culture that treats all employees equally, regardless of their gender or any other dimension of diversity. In his study, Orido [8] suggests that the following measures may help to attract and retain female chefs. Firstly, employers should introduce personalised career development plans. For instance, a female chef who has attained postgraduate qualifications ought to be promoted and remunerated accordingly. This will not only retain female chefs but also enable them to further their career aspirations within the hospitality industry. Secondly, female chefs should be given the opportunity to fully participate at all levels of the kitchen hierarchy, thereby acquiring the necessary skills for promotion in the future to executive chef’s positions. Additionally, it will encourage a clear career progression path within the kitchen hierarchy. Hospitality employers must ensure that employment opportunities as well as employment terms and career progression are not dependant on a chef’s gender, but on their qualifications and competencies. By investing in female chefs and, most importantly, keeping them safe from bullying at work, the hospitality industry will not only attract, but retain, these talented professionals in satisfying culinary careers. If you would like to read the PhD thesis this research is based on you can access it here: http://hdl.handle.net/10292/10626 Corresponding author Charles is a chef and lecturer at Kenya Utalii College, Nairobi, Kenya. His research interests include inhospitable hospitality, culinary arts, human behaviour in the hospitality industry, and indigenous research. He holds a Certificate in Food Production (currently Culinary Arts) from Kenya Utalii College, a BA degree in Hospitality Management from the University of Nairobi, Kenya, and a Master of International Hospitality Management (MIHM) from Auckland University of Technology, New Zealand. Charles Orido can be contacted at: chaloridoh@gmail.com or corido@utalii.ac.ke References (1) Druckman, C. Why Are There No Great Women Chefs? Gastronomica 2010, 10, 24–31. https://doi.org/10.1525/gfc.2010.10.1.24 (2) Harris, D. A.; Giuffre, P. “The Price You Pay”: How Female Professional Chefs Negotiate Work and Family. Gender Issues 2010, 27, 27–52. (3) Harris, D. A.; Giuffre, P. Taking the Heat: Women Chefs and Gender Inequality in the Professional Kitchen; Rutgers University Press: New Brunswick, NJ, 2015. https://books.google.co.nz/books?id=qTaACgAAQBAJ (4) Murray-Gibbons, R.; Gibbons, C. Occupational Stress in the Chef Profession. International Journal of Contemporary Hospitality Management 2007, 19, 32–42. https://doi.org/10.1108/09596110710724143 (5) Zengeni, D. M. F.; Tendani, E.; Zengeni, N. The Absence of Females in Executive Chef Position in Zimbabwean Hotels: Case of Rainbow Tourism Group (RTG). Australian Journal of Business and Management Research 2013, 3, 1–18. (6) Baum, T. Human Resources in Tourism: Still Waiting for Change? – A 2015 Reprise. Tourism Management 2015, 50, 204–212. (7) Adelowo, A. The Adjustment of African Women Living in New Zealand: A Narrative Study; Ph.D. Thesis, Auckland University of Technology, 2012. http://aut.researchgateway.ac.nz/handle/10292/4601 (8) Orido, C. O. Challenges Faced by Female Chefs in the Kenyan Hospitality Industry: A Study through an African Oral Tradition of Storytelling; Ph.D. Thesis, Auckland University of Technology, 2017. http://hdl.handle.net/10292/10626 (9) Christensen, J.; Rog, E. Talent Management: A Strategy for Improving Employee Recruitment, Retention and Engagement within Hospitality Organizations. International Journal of Contemporary Hospitality Management 2008, 20, 743–757.

This thesis evolves around image and its significance while developing customers' loyalty and increasing company's competitiveness in a highly competitive market. The topic is studied in-depth from the organisational perspective and delves into the differing motivations of hotel operators towards shaping favourable image as well as examining how the hotel's image affects customer loyalty and helps the company to increase its competitiveness. Finally, it analyses and compares which public relations tools are the most effective in the process of image creation and developing customer loyalty. From this perspective image becomes a central issue impacting company's future growth, performance and finally success. The research was conducted on the Auckland international hotel chains. Auckland hosts numerous conferences and events that drives demand for accommodation and in a way, creates a conducive environment to hotel operators for future expansion. Thus, hotels compete strongly with one another constantly looking for a competitive advantage by growing their customer base. My thesis outlines the hotels' management efforts and analyses their strategies in the context of changing customers' demands and market trends.With respect to methodological issues, my thesis is based on a qualitative approach and follows an interpretivist paradigm. The research background has been delineated as have been my respondents' profile to provide additional information about the organisation they represent. The research findings described at the end of this thesis document how important image is for a modern hotel and what initiatives should be followed to ensure success. Image and loyalty are closely interrelated as positive image affects customers' loyalty. In order to achieve a balance between sustaining a competitive advantage and increasing loyal customer base a number of managerial implications have been discovered. Detailed analysis of these findings may help the companies to establish a more favourable position in the global market and create mutually beneficial relationships which further help the organisation to grow.Having aimed at exploring the importance of image as a medium that affects company's competitiveness and customers' loyalty towards brand, this study has provided some useful indications for hotel companies as to what should be undertaken to gain loyal customers and improve company's performance on the market.

The continued growth of service industries and the development of the experience economy has highlighted the need for employees to have extensive social and interpersonal skills. The need for employee interpersonal skills is further emphasised by the extensive interaction between employees and customers, during the provision of customer service, in full service hotels. Despite the heterogeneous nature of the customer service environment, management expect that a consistent level of service will be maintained, while customers desire a unique experience that meets or exceeds their individual expectations. To ensure that both the needs of the organisation and customers are consistently met, management control of employee actions and behaviours is required.The aim of this study was to identify how hotel organisations and managers control employee interpersonal interactions with customers. The research also sought to identify the interpersonal and emotional capabilities employers require from employees to meet the needs of customers and present the desired corporate image. A qualitative, case study, research methodology was applied to understand the expectations of managers, the issues concerning managing employee interactions with customers, perceptions of employee capabilities, and beliefs about current management control strategies in a hotel environment. The research was conducted at four hotel properties belonging to one international hotel group. The data gathering methods included semi-structured interviews, documentation review and field notes.The research concluded that effective alignment of employee and management goal congruence first requires the alignment of managers' goals to the organisation. To ensure management's expectations, customers' expectations and employee actions and behaviours are aligned, management must also have a sound understanding of the organisation's brand and desired image. Cultural and social control mechanisms were found to be important, as they provided a consistent method of aligning employees' behaviour with the goals and expectations of management. The development of social cohesion and norms, through serial and investiture socialisation mechanisms, also helped to create self-managing teams that reinforced the goals of management. The study suggests that, due to the increasing diversity of the stakeholders' views and goals, some of the traditional management perspectives of hospitality may need to change to meet the needs of contemporary employees.