Artigos de revistas: "Hotels, new zealand"

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Williamson, David Dunlop, e Erling Rasmussen. "The big bang: the birth of human resource management in New Zealand hotel sector". Journal of Management History 26, n.º 1 (16 de outubro de 2019): 99–115. http://dx.doi.org/10.1108/jmh-04-2019-0028.

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Purpose The purpose of this paper is to present a narrative history of the birth of human resource management in the New Zealand hotel sector. This historical development is analysed through the influence of changes in the national economic and employment relations context, the demise of national corporatist structures and individual and enterprise level agency. Thereby, the paper provides a new explanatory framework for the origins of human resource management in hotels and also presents this unique birth of human resource management as a microcosm of the wider social, political and economic “big bang” that fundamentally changed the course of employment relations in New Zealand during the 1980s and 1990s. Design/methodology/approach The data for this paper were gathered as part of a larger historical study of employment relations in the New Zealand hotel sector from 1955 to 2000. The sources for the study included semi-structured interviews and archival research, which were interpreted using manual thematic analysis. Findings The paper presents an original explanation of the birth of human resource management in New Zealand hotels by drawing on historical changes in national frameworks, corporatist approaches and individual agency, and thereby, it illustrates the uniqueness and intensity associated with the implementation of human resource management in New Zealand hotels. Originality/value This paper makes a significant contribution to the scant literature on the historical origins of human resource management. It also explains the historical and contextual embeddedness of various employment relations approaches in New Zealand hotels.

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Williamson, David. "The Tourist Hotel Corporation: It is time the story was told in full". Hospitality Insights 1, n.º 1 (20 de outubro de 2017): 5–6. http://dx.doi.org/10.24135/hi.v1i1.6.

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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.

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Martin-Fuentes, Eva, Sara Mostafa-Shaalan e Juan Pedro Mellinas. "Accessibility in Inclusive Tourism? Hotels Distributed through Online Channels". Societies 11, n.º 2 (12 de abril de 2021): 34. http://dx.doi.org/10.3390/soc11020034.

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There is a lack of comprehensive international studies on accommodations for people with disabilities; only small, local-level studies exist. This study aims to show the status of the tourist accommodation sector through the online distribution channel in terms of accessibility to offer more inclusive tourism. A descriptive analysis has been carried out with more than 31,000 hotels from the online travel agency Booking.com, in the 100 most touristic cities in the world. For the first time, an accurate picture of adaptation in the hotel sector for people with disabilities is presented. Results show that the adapted hotel infrastructures by countries are uneven. The main adaptations are those that help to avoid mobility barriers, and in contrast, hotels offer very few adaptations for sensory disabilities such as visual disabilities. Moreover, this study shows that, worldwide, countries with the highest income per capita, such as the United States of America, Canada, Ireland, Australia, New Zealand, Qatar or the United Arab Emirates, have the highest degree of hotel adaptation.

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Thomson, Elizabeth L., e Stuart C. Thomson. "Quality issues in nine New Zealand hotels: a research study". TQM Magazine 7, n.º 5 (outubro de 1995): 16–20. http://dx.doi.org/10.1108/09544789510098579.

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Ryan, Irene, e Shelagh Karin Mooney. "“Not our class darling”: networking – privilege or penalty in large hotels?" Equality, Diversity and Inclusion: An International Journal 39, n.º 2 (13 de dezembro de 2019): 181–94. http://dx.doi.org/10.1108/edi-11-2017-0257.

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Purpose The purpose of this paper is to show how the social categories of gender, age and class influence networking practices and career progression in the 4–5-star hotel sector in Australia and New Zealand. It argues that in this type of workplace the practice of networking is so normalized that it is assumed an inclusive, gender-neutral activity. Design/methodology/approach This paper draws on 18 semi-structured interviews. Inductive analysis was used uncover themes, sub-themes and emergent patterns. An intersectionally sensitive approach was followed. Findings The significance of networking processes for career progression in the 4–5-star hotel sectors was a recurring theme. Networking reflects historically embedded gendering practices that heighten existing class-based structural privilege for groups of men. Research limitations/implications The focus is on hotel employees in Australia and New Zealand with the findings are not implicitly generalizable. Practical implications Networks are important for women as their “merit” may not be immediately visible. Well-structured mentoring schemes need to be adopted as part of the affirmative action required to tilt the “skewed playing field”. Originality/value Studies that indicate how the gendering of networking practices reinforce career privilege and penalty in specific organizations have been lacking, as have studies favouring an intersectional approach. This study seeks to redress these omissions.

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Brien, Anthony, Nicholas Thomas e Ananda Hussein. "The Low Level of Organizational Social Capital in Hotels—A New Zealand Case Study". Journal of Human Resources in Hospitality & Tourism 12, n.º 4 (outubro de 2013): 400–413. http://dx.doi.org/10.1080/15332845.2013.790260.

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Markey, Raymond, e Herman Knudsen. "Employee Participation and Quality of Work Environment: Denmark and New Zealand". International Journal of Comparative Labour Law and Industrial Relations 30, Issue 1 (1 de março de 2014): 105–26. http://dx.doi.org/10.54648/ijcl2014007.

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Traditionally it has been held that employee participation impacts positively upon the quality of the work environment (QWE). However, recent research suggests that certain forms of participation such as job autonomy in high-performance workplaces may be associated with work intensification and stress. This article analyses the impact on QWE of different types and intensities of employee participation through sixteen case studies in four sectors in New Zealand and Denmark: hotels, schools, health facilities and food processing plants. The studies show that although participation is not the only factor that influences employee QWE, it is important, especially where direct and representative forms co-exist and interact. There is some evidence that participation based on a democratic model is associated with the best QWE performance, that direct participation alongside weak representative participation impacts negatively on QWE, and that a greater depth and scope of representative participation in Denmark impacts positively on QWE. However, sectoral as well as workplace characteristics qualify these general trends.

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Iskandar, Terry Theodore, e Indrapriya Kularatne. "Exploring Australian travellers’ satisfaction with traditional accommodations in Invercargill, New Zealand". Smart Tourism 5, n.º 1 (12 de abril de 2024): 2543. http://dx.doi.org/10.54517/st.v5i1.2543.

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<p class="9TitlePageTitle">This research studies Australian travellers’ satisfaction with traditional accommodations in Invercargill, New Zealand and the aim is to explore Australian travellers’ satisfaction with traditional accommodations in this city. This descriptive research uses content analysis based on 256 online reviews gathered from online travel platforms and analysed using quantitative and qualitative methods. The research results distinguish that Australian travellers in Invercargill were mostly couples who stayed two days or less in motels and hotels. The quantitative results indicate that most Australian travellers gave moderate satisfaction ratings, with no significant differences across different accommodation types and traveller categories. The qualitative analysis revealed that Australian travellers generally expressed satisfaction with room, service, and accommodation characteristics but identified areas for improvement, including indoor environment, bathroom, soundproofing, service quality, and certain aspects of accommodation characteristics. The study recommends that managers of traditional accommodations should make improvements based on negative feedback from Australian travellers.</p>

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Ravenswood, Katherine, Candice Harris, David Williamson e Raymond Markey. "Missing in Action: Building a Case For Culturally Diverse Osh Committees in New Zealand Hotels". Policy and Practice in Health and Safety 11, n.º 1 (janeiro de 2013): 45–60. http://dx.doi.org/10.1080/14774003.2013.11667784.

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Ying, Tianyu, Jun Wen e Liang Wang. "Language facilitation for outbound Chinese tourists: importance–performance and gap analyses of New Zealand hotels". Journal of Travel & Tourism Marketing 35, n.º 9 (5 de julho de 2018): 1222–33. http://dx.doi.org/10.1080/10548408.2018.1487902.

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Poulston, Jill. "Staff shortages and turnover: Causes and solutions". Hospitality Insights 1, n.º 1 (20 de outubro de 2017): 7–8. http://dx.doi.org/10.24135/hi.v1i1.7.

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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.

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Harbridge, Raymond, e James Moulder. "Collective Bargaining and New Zealand's Employment Contracts Act: One Year On". Journal of Industrial Relations 35, n.º 1 (março de 1993): 62–83. http://dx.doi.org/10.1177/002218569303500104.

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Thefirst year of bargaining under New Zealand's Employment Contracts Act brought some very significant changes to the nature and structure of bargaining outcomes. This paper reports a major study of collective bargaining outcomes. Collective bargaining is the preferred option for 80 per cent of employers with fifty or more staff; however, the number of workers covered by collective bargains in New Zealand dropped from 721 000 in 1989-90 to an estimated 440 000 by 1991-92. The collapse of collective bargaining did not occur evenly across industries. Significant collapses happened in agriculture, food and beverage manufacturing, the textile and clothing industry, the paper and printing industry, building and construction, retailing, restaurants and hotels and the transport industry. Collective bargaining retains a strong foothold in the electricity and gas production sector, the public sector, the finance sector, the communication industry and the basic and advanced metal manufacturing sectors. A content analysis of 471 collective employment contracts (covering nearly 130 000 workers) settled in the first year of the new legislation is reported here. The data show a wide dispersion of wage settlements as the comparative wage justice system collapses; about half of the workers in the sample, however, received either a wage decrease or no increase over the preceding settlement. Important changes to working time arrangements have been negotiated and these are reported along with other content changes to working time and leave arrangements.

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Hill, Robin Anthony. "Forming impressions of hotels: the subtle power of words". Hospitality Insights 4, n.º 1 (13 de maio de 2020): 7–8. http://dx.doi.org/10.24135/hi.v4i1.63.

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The aim of the study was to investigate the potential power that subtle wording changes may have in altering the impressions that potential guests gain from brief descriptions, such as on the home pages of hotel websites or in online reviews. The intention was to determine whether the findings of earlier psychological research on the formation of impressions of people could be replicated regarding impression formation of hotels. In the psychological experiments, students first read a brief biography about a guest lecturer, then later attended a discussion led by him. They then rated their impressions of the man on a number of dimensions. All of the respondents experienced exactly the same discussion and received exactly the same biography. The words were identical except for one word. In one version a sentence said people who knew this man described him as cold. In the other version he was described as warm. The change of this one word alone had significant effects on people’s ratings on some dimensions and very little effect on others. For example, those who received the warm version rated the man as more generous than those who received the cold version. The current study was designed to see if this effect would occur when hotel management students formed an impression of a hotel, especially when there was limited information available – such as on the home page of a hotel’s website. Data were collected from 60 students from a hotel management college who were familiar with hotels either as guests, students on industry placement, or both. The students were in their early twenties and represented a number of different nationalities. Information from the home pages of two New Zealand hotel websites was adapted and edited to form a description of a fictitious hotel. The brief description of the hotel was followed by a survey containing 15 items, each describing a dimension of the hotel. The students gave each item a score of between 1 and 6 (see Table 1). Respondents received exactly the same descriptions of the hotel except for the change of one word. In one version a sentence said, “Guests who have stayed at the hotel generally describe it as having a cold ambience.” The same sentence in the other version said, “warm ambience.” Thirty students read the warm version and the other 30 read the cold version. Table 1: Statistically significant dimensions of ‘warm’ versus ‘cold’ hotel Hotel dimension (scored 1→6) ‘Warm’ mean ‘Cold’ mean t-test result (p) Popular → Unpopular 2.0 3.3 0.002 Busy, bustling → Not busy, inactive 2.5 3.6 0.011 Quiet → Noisy 2.6 3.5 0.019 Tidy, well-kept → Untidy, run-down 2.0 2.8 0.035 Environmentally friendly → Not environmentally friendly 2.4 3.1 0.040 Modest → Extravagant 3.9 3.1 0.042 Knowledgeable staff → Not knowledgeable staff 2.9 3.3 0.050 Note: mean=average score (between 1 and 6); p=probability Statistical analysis of the group averages revealed seven statistically significant dimensions. Table 1 shows that the ‘warm’ group perceived the hotel as more likely to be more popular, busier and bustling, quieter, tidier and well kept, environmentally friendly, extravagant and with more knowledgeable staff than did the ‘cold’ group. Having rated the warm ambience as more likely to be bustling it might be expected that it would be rated noisier. That was not the case. Revisiting some students and further questioning them revealed that a cold ambience was perceived as more likely to have harsh surfaces such as tiles and glass that would echo noise. A warm ambience was perceived to be more likely to be carpeted, curtained and with décor that absorbed sound. The findings show that the warm-cold effect could be replicated regarding impression formation of hotels and may suggest that some dimensions are core for forming an impression and others are peripheral. It appears ambience described as warm and cold may be among the core dimensions. The current study was an initial exploration of this phenomenon and further research would be required to identify whether other dimensions are core or peripheral. However, a more recent replication of the study by the current author using “welcoming – unwelcoming” produced five statistically different dimensions and hence may also be a core dimension. Whatever the case, the findings suggest that care needs to be taken when hoteliers choose wording to include in descriptions on the home pages of their websites. Corresponding author Robin Hill can be contacted at: robinh@pihms.ac.nz

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Barna, Marta, e Bohdan Semak. "MAIN TRENDS OF MARKETING INNOVATIONS DEVELOPMENT OF INTERNATIONAL TOUR OPERATING". Baltic Journal of Economic Studies 6, n.º 5 (2 de dezembro de 2020): 33–41. http://dx.doi.org/10.30525/2256-0742/2020-6-5-33-41.

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The article examines the role of the tourism industry in the world economy, reveals the specifics of the innovation process in tourism. The classification of innovations in tourism according to the object of their application is given. The main directions of using innovative marketing technologies in the field of tourism services are considered: release of new types of tourism product, change in the organization of production and consumption, identification and use of new markets, as well as the use of new equipment and technology. Factors that accelerate the introduction of marketing innovations are studied. Based on the analysis of world experience, several models of regulation of innovative tour operating activities in the EU have been identified. The first direction of formation of the model of the innovations development in tourism is the activity of stimulating innovations in the public and private sectors of tourism with the aim of their transition to a qualitatively new model of touring (similar model is used in Greece, Italy and Portugal). The second direction is defined as the internationalization and opening of new markets (a similar model of stimulating innovative development is typical of Spain, Romania and partly Norway). The third one includes support for entrepreneurship in the field of tourism, stimulation of entrepreneurial initiatives, opening a new tourism business (A similar model of stimulating innovation in tourism is typical of many countries in Europe, Australia, New Zealand). The fourth direction is the promotion of the country, its tourism product, including educational and cultural ones (A similar model is typical of Bulgaria, Croatia, Spain, Turkey, Thailand). The role of introduction and active development of e-business and marketing technologies is defined, especially in modern conditions. The necessity of development of the newest directions of the Internet marketing in the field of tourism, including mobile, Internet branding and geomarketing, is proved. The role of innovative marketing technologies as one of the central elements of modern development of activity of tourist firms, the necessity of application of computer technologies and non-standard ways of giving of the information during carrying out modern technical maintenance, are justified. The first group of such technological solutions consists of management technologies, including property management system (PMS), aimed at optimization of basic technological operations. The modern hotels and chains are trying to present themselves not only in global distribution system (GDS), which has become a powerful advertising tool, but also in alternative distribution system (ADS), which is primarily needed by hotels focused on the business segment. Global distribution system (GDS) is also closely integrated into well-known booking systems such as Booking.com, HRS, Agoda, Travelocity, Expedia etc. The next group is for food and beverages inventory management technology (F&B). The group of marketing technologies includes search engine optimization measures (SEO and PPC), which allow to raise the hotel site in search engine rankings, E-mail Marketing as a means of maintaining constant communication with the client, marketing activities in social media (Social Media Optimization), creation of virtual hotels or illusions of visiting a hotel (Second Life and Virtual Hotels Conclusion), branding, etc. The last group of technologies are service ones, i.e. technologies for improving hotel products and services. Innovative technologies are developing in the direction of ensuring sustainable development (greening of hotel services and activities), inclusion in traditional technological operations of innovative components: electronic concierge terminals, access to hotel services via mobile devices, maximizing Internet access, etc. Based on the analysis of the activities of large tour operators, regional differences have been identified in Turkey, Greece, Croatia, Spain, Austria, Norway and France. It is proved that marketing innovations in tourism have a qualitative novelty, which affects the promising areas of tourism development, improvement of existing tourism products, improving the image and competitiveness of the tourism industry. Based on the study, it is generalized that the role of marketing innovations in international tourism has been growing every year, and it has become especially relevant in the conditions of the COVID-19 crisis. For travel companies, the effect of marketing innovation can be expressed in the qualitatively new changes in the tourism industry, improving the efficiency of tourism infrastructure, management of sustainable operation and development of tourism in the country and the formation, positioning and consumption of tourism services, improving the image and competitiveness of travel companies.

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Brien, Anthony, Nazmun Ratna e Lyn Boddington. "Is Organizational Social Capital Crucial for Productivity Growth? An Exploration of “Trust” within Luxury Hotels in New Zealand". Journal of Human Resources in Hospitality & Tourism 11, n.º 2 (abril de 2012): 123–45. http://dx.doi.org/10.1080/15332845.2011.648840.

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Grant, Elizabeth Maree. "“Pack 'em, rack 'em and stack 'em”: The appropriateness of the use and reuse of shipping containers for prison accommodation". Construction Economics and Building 13, n.º 2 (17 de junho de 2013): 35–44. http://dx.doi.org/10.5130/ajceb.v13i2.3269.

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Shipping containers are gaining increasing recognition for their apparent durability, adaptability, light weight, ‘low cost' and ease of stacking, spurring a trend that has resulted in shipping container sculpture, homes, housing, hotels, and museums. The use of prefabricated, pre-manufactured and prototype building methods for prison construction has grown considerably as some jurisdictions attempt to deal with the construction of prisons with speed and economy. In the last three years, shipping containers have been used in the prison sector as a way of managing burgeoning prison populations. Recent prison developments in both Australia and New Zealand where shipping containers have been employed for prisoner housing are of considerable interest. In this article, the financial, functional, structural, technical, environmental and architectonic impacts of this approach are discussed.

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Harkison, Tracy, e Lizzy Coughlan. "Industry perspective A human resource manager’s insights into hospitality in New Zealand: Lizzy Coughlan". Hospitality Insights 6, n.º 1 (26 de agosto de 2022): 1–2. http://dx.doi.org/10.24135/hi.v6i1.124.

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The last two years have been incredibly challenging for the domestic and international hospitality industry. To gain insights from New Zealand hospitality professionals who are also AUT alumni, Lizzy Coughlan, Human Resource Manager of the Hotel Britomart, Auckland, was interviewed by AUT’s Associate Professor Tracy Harkison. When Coughlan was asked about working in hospitality, she responded: I love hospitality because daily you encounter so many different types of people, it is a family feel industry. You meet people from around the world, so it gives you so much exposure to different life experiences. I am a people person, and it has been an industry I have loved ever since I started at AUT. I wanted to be in an industry where people are the main subject, and hospitality is that industry to a tee. When asked about the unique aspects of the New Zealand hospitality industry, she explained: We have a lot of history. Hotels are learning more about Māori heritage and incorporating it into their establishments. New Zealand is a unique travel destination, from the mountains and snow in Queenstown to the big city feel in Auckland. With such diversity we appeal to a wide range of travellers world-wide. When Coughlan was asked why someone should start a career in hospitality and what advice she would give, her view was that: People often don’t realise that within hospitality it’s not just the operational roles you can do, it’s everything from revenue management through to HR. There are so many different things you can be exposed to within hospitality. It’s not just waiting tables, cleaning dishes and being a chef; careers wise you can move up very quickly in hospitality into a different field that you may not have thought of before. Coughlan stressed the importance of starting from the entry level. Start in the industry at an entry position. It gives you the understanding of how a hotel operates; you can go through lots of different departments. It gives you the skills that you need in a management role, as you understand the facets of the business and you can be a very effective leader. Studying and gaining a degree will serve your career very well. My best piece of advice is to just get in the door and work your way from there. When Coughlan was asked about her greatest leadership challenge, the COVID-19 situation, and what she would change about the industry, she emphasised passion and being agile: In hospitality you have a lot of very passionate people, and everyone has very different leadership styles. So, it is about understanding how best to lead when you have different personalities and styles to content with. So, my greatest leadership challenge has been understanding all the different leadership styles and then trying to figure out how to work with them, especially within a HR function role, because it can be challenging at times. But the more you understand them, the more you learn, and the easier it gets. For COVID-19 our biggest decision was first and foremost the health and safety of our team and our guests. We took the stance that we need to take care of our people first, and then we made the business decisions from there. One thing remained throughout lockdown – taking care of our team and making sure they were supported. It was also about being really agile, as things were changing daily, and you have got to have a Plan A and a Plan B. So being agile and take it from there. However, she also warned of the dangers of the industry, advising of ways to preserve one’s work-life balance. The industry is going through a huge transformation with a new generation of workers coming through. We are seeing a lot more people wanting, and rightfully so, more fair pay, more flexibility, more work life balance. Within traditional hospitality there is the mentality that you sometimes work long hours, so industry really needs to become more agile and open minded to different ways. We can approach work life balance by working from home, but within the parameters of an operational business, that is what I would like to see more of.

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Kühn, Michael, e Leonard Grabow. "Deconvolution well test analysis applied to a long-term data set of the Waiwera geothermal reservoir (New Zealand)". Advances in Geosciences 56 (12 de novembro de 2021): 107–16. http://dx.doi.org/10.5194/adgeo-56-107-2021.

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Abstract. The geothermal reservoir at Waiwera has been subject to active exploitation for a long time. It is located below the village on the Northern Island of New Zealand and has been used commercially since 1863. The continuous production of geothermal water, to supply hotels and spas, had a negative impact on the reservoir. So far, the physical relation between abstraction rates and water level change of the hydrogeological system is only fairly understood. The aim of this work was to link the influence of rates to the measured data to derive reservoir properties. For this purpose, the daily abstraction history was investigated by means of a variable production rate well test analysis. For the analysis, a modified deconvolution algorithm was implemented. The algorithm derives the reservoir response function by solving a least square problem with the unique feature of imposing only implicit constraints on the solution space. To further investigate the theoretical performance of the algorithm a simulation with synthetic data was conducted for three possible reservoir scenarios. Results throughout all years indicate radial flow during middle-time behaviour and a leaky flow boundary during late-time behaviour. For middle-time behaviour, the findings agree very well with prior results of a pumping test. For the future, a more extensive investigation of different flow conditions under different parametrisations should be conducted.

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Tyler, Linda. ""The hours and times of your desire": Sholto Smith's romantic vision for Colwyn (1925)". Architectural History Aotearoa 8 (1 de janeiro de 2011): 58–65. http://dx.doi.org/10.26686/aha.v8i.7101.

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Early in 1920, French-born architect Sholto Smith (1881-1936) decided to abandon his Moose Jaw practice, and his Canadian wife and family, and emigrate to New Zealand. His decision seems to have been precipitated by a memorable encounter with a woman who would later become a celebrated pianist for the Auckland radio station 1YA, Phyllis Mary Hams (1895-1974). Sholto Smith had met Hams during World War I while he was on leave from the Canadian Expeditionary Force and visiting Colwyn Bay, North Wales. Sholto Smith's major contribution to Arts and Crafts Auckland, the house he designed as a gift for Phyllis Hams on the occasion of their marriage on 3 March 1925, was named Colwyn to memorialise their Welsh meeting place. Despite only living in New Zealand for his last 16 years, Sholto Smith left a legacy of over 100 buildings. Colwyn was a well-placed advertisement for his domestic architecture, and his Arts and Crafts and Tudor house designs were soon in great demand throughout the building boom of the 1920s. Smith had arrived in Auckland on 17 March 1920 and immediately joined the practice of Thomas Coulthard Mullions (1878-1957) and C Fleming McDonald. The latter had been the architect of the original Masonic Hotel in Napier (1897), and the firm originally specialised in hotels and commercial architecture using modern materials including reinforced concrete, but dressing the modernist structure with historicist references. Several of their inner-city Auckland buildings such as the Waitemata and Manukau Council building on the corner of Shortland and Princes Street, Chancery Chambers in O'Connell Street and the Lister building on the corner of Victoria and Lorne Streets, still survive. After McDonald's death, Sholto Smith became a partner in the firm and encouraged Thomas Mullions to move into residential property development in central Auckland: Shortland Flats (1922) was a commercial venture where the architects formed a company owning shares in the building which comprised 24 flats designed to generate rental income. But detached suburban domestic architecture was Sholto Smith's real passion. Before leaving Canada for fresh beginnings in New Zealand, he drew an architectural perspective for his ideal home. He titled this drawing Dreamwold, and his vision for this ideal house was to be realised in Auckland at 187 St Heliers Bay Road. For this house design, Sholto Smith drew inspiration from Canadian colleagues such as British Columbian architect Samuel Maclure (1860-1929) and from the British masters of the Arts and Crafts Movement including CFA Voysey (1857-1951) and MH Baillie Scott (1865-1945). Colwyn is reminiscent of the latter's Corrie Wood (1908) in Letchworth Garden City, Hertfordshire in its adventurous open planning. A little bit of Olde Englande recreated in the South Pacific for his homesick new wife, Colwyn was Sholto Smith's perfect Dreamwold, right down to the text on the wooden mantelpiece over the fireplace. The quote inscribed there is taken from the beginning of Shakespeare's sonnet 57, and seems addressed by Smith to his 30-year-old bride: "Being your slave, what should I do but tend upon the hours and times of your desire?" Epitomising the romantic archetype, Colwyn remains a fine example of the type of Arts and Crafts dwelling that well-to-do Aucklanders aspired to inhabit in the 1920s.

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Chen, Yiqi, e Heike Schänzel. "Accommodating travellers with pets". Hospitality Insights 3, n.º 1 (1 de maio de 2019): 10–11. http://dx.doi.org/10.24135/hi.v3i1.51.

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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).

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Reese, S., W. J. Cousins, W. L. Power, N. G. Palmer, I. G. Tejakusuma e S. Nugrahadi. "Tsunami vulnerability of buildings and people in South Java – field observations after the July 2006 Java tsunami". Natural Hazards and Earth System Sciences 7, n.º 5 (15 de outubro de 2007): 573–89. http://dx.doi.org/10.5194/nhess-7-573-2007.

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Abstract. A team of scientists from New Zealand and Indonesia undertook a reconnaissance mission to the South Java area affected by the tsunami of 17 July 2006. The team used GPS-based surveying equipment to measure ground profiles and inundation depths along 17 transects across affected areas near the port city of Cilacap and the resort town of Pangandaran. The purpose of the work was to acquire data for calibration of models used to estimate tsunami inundations, casualty rates and damage levels. Additional information was gathered from interviews with eyewitnesses. The degree of damage observed was diverse, being primarily dependant on water depth and the building construction type. Water depths were typically 2 to 4 m where housing was seriously damaged. Damage levels ranged from total for older brick houses, to about 50% for newer buildings with rudimentary reinforced-concrete beams and columns, to 5–20% for engineered residential houses and multi-storey hotels with heavier RC columns. "Punchout" of weak brick walls was widespread. Despite various natural warning signs very few people were alerted to the impending tsunami. Hence, the death toll was significant, with average death and injury rates both being about 10% of the people exposed, for water depths of about 3 m.

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Harkison, Tracy. "Acccommodating co-creation in a hotel experience". Hospitality Insights 1, n.º 1 (20 de outubro de 2017): 3–4. http://dx.doi.org/10.24135/hi.v1i1.5.

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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

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Harkison, Tracy. "What does a family environment mean within hospitality establishments?" Hospitality Insights 2, n.º 2 (24 de outubro de 2018): 9–10. http://dx.doi.org/10.24135/hi.v2i2.41.

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The exclusion of children from hospitality establishments is not new. Not all cultures or properties exclude children, but the cultivation and advertisement of a family environment at properties that do is a topic worthy of further consideration. Some luxury properties are projecting a family environment while excluding children, which proposes a new definition of what a ‘family environment’ means and speculation about how such properties achieve this environment. The traditional view of ‘family’ has changed over time, and what is defined as family has also changed. One of these changes is that ‘family’ has morphed into ‘families’ in order to encompass new perceptions of the composition of the ‘family’ [1]. In addition, in many cultures, for example Italian, East Asian and Māori, the extended family rather than the traditional nuclear family is considered the basic unit [2]. The decrease or demise of the nuclear family is accredited to the rise in divorce rates, which has resulted in new forms of family units being formed. However, even though families are splitting and reforming after divorce, linkages through children remain [3]. The term ‘families’ is commonly defined as ‘multigenerational social groups’ comprised of at least one child and one adult [4]. While conducting interpretivist research on the creation of luxury accommodation experiences, qualitative data were collected from interviews with 81 participants (managers, employees and guests) at six luxury properties in New Zealand. Out of the six properties (classified as three luxury hotels and three luxury lodges), one did not accommodate children (a luxury lodge). Findings of the research revealed the theme of ‘family’ as important to all of the properties, even the property that was ‘childfree’. This raises the question of whether children need to be present before a ‘family environment’ can be experienced within those hospitality establishments. All the managers and employees interviewed in the research felt that guests wanted the feeling of being surrounded by family or of being part of a family. Managers and employees acknowledged that in lodges there is a smaller number of service personnel and, at the same time, a higher staff to guest ratio. The service personnel depend on each other and develop close teams, which are like families, in order to produce an outstanding experience for their guests. Managers and employees are closer to their guests in lodges due to guests dining on the premises two if not three times in the day, and managers often dine with the guests in their capacity as hosts, enabling them to build relationships with guests by engaging in conversation during these times. Guests, themselves, felt that staff treated them like family or made them feel part of the lodge family. They also commented that there was a feeling of family between the managers and staff and that they displayed those family bonds. It has been suggested that the exclusion of children from some hospitality establishments is perhaps so they can concentrate on the niche market of ‘adult-only’. Advantages of this focus are that it is not necessary to provide amenities and activities that are targeted at children and a premium price can be charged for the exclusivity of being an ‘adult-only’ establishment. Adult-only hotels can be dated back to the 1960s when Club Med was targeting singles [5]. In the 1980s, the hotel chain Sandals started luring Americans to Mexico and the Caribbean with adult-only packages and specific catering for couples [5]. The research suggests that projecting a family environment is now being used by luxury accommodation providers as a metaphorical term about the intimate attention that can be co-created in the accommodation servicescape through accommodation staff forming ‘special relationships’ with their guests in order to personalise their service. In this light, perhaps it is time to reconsider the nature of family-oriented accommodation in the sector, and to investigate how properties offer a ‘family-like’ environment that makes customers feel ‘part of the family’ while excluding children. Corresponding author Tracy Harkison can be contacted at: tracy.harkison@aut.ac.nz References (1) Dumon, W. The Situation of Families in Western Europe: A Sociological Perspective. In The Family on the Threshold of the 21st Century; Dreman S, Ed.; Lawrence Erlbaum Associates: London, 1997; chapt. 11. (2) Robinson, E. Refining our Understanding of Family Relationships. Family Matters 2009, 82, 5–7. (3) Schänzel, H.A.; Yeoman, I. Trends in Family Tourism. Journal of Tourism Futures 2015, 1(2), 141–147. https://doi.org/10.1108/JTF-12-2014-0006 (4) Schänzel, H.A. Whole-Family Research: Towards a Methodology in Tourism for Encompassing Generation, Gender, and Group Dynamic Perspectives. Tourism Analysis 2010, 15(5), 555–569. https://doi.org/10.3727/108354210X12889831783314 (5) Divac, N. These German Vacationers Don't Take Kindly to the Kinder – Youngsters are Verboten as Hotels Seek Tranquility for Guests; No Cannonballs in Pool. Wall Street Journal, Feb 1, 2016; https://www.wsj.com/articles/for-these-german-vacationers-kids-are-verboten-1454288459 (accessed Mar 20, 2017).

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Williamson, David, e Candice Harris. "Talent management and unions". International Journal of Contemporary Hospitality Management 31, n.º 10 (14 de outubro de 2019): 3838–54. http://dx.doi.org/10.1108/ijchm-10-2018-0877.

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PurposeThe purpose of this paper is to examine the Hotel Workers Union and its impact on talent management in the New Zealand hospitality sector using the corporatist framework drawing primarily on the works of Schmitter (1979) to construct a critical, historical employment relations approach.Design/methodology/approachThe data for this paper were gathered as part of a history of employment relations in the New Zealand hotel sector from 1955 to 2000. The main methods were, namely, semi-structured interviews and archival research.FindingsThis study found a historical employment environment of multiple actors in the employment relationship, with hotel unions playing a more complex and nuanced role to influence talent management in the New Zealand hotel sector. The paper suggests that neither the hotel union nor employers effectively addressed talent management challenges in this sector.Research limitations/implicationsThe study contributes detailed empirical knowledge about historical relationships between hotel unions and talent management issues in New Zealand.Originality/valueThe paper argues that applying a corporatist perspective to the history of the Hotel Workers Union and the issues of talent management that result from that history provides a unique and insightful contribution to the field

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Brien, Anthony. "The New Zealand Hotel Industry-Vacancies Increase". International Journal of Hospitality & Tourism Administration 5, n.º 1 (8 de julho de 2004): 87–104. http://dx.doi.org/10.1300/j149v05n01_05.

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Buchek, Gregory, Katrin Mende, Kalyani Telu, Susan J. Kaiser, David R. Tribble, Jamie Fraser, Indrani Mitra, Tahaniyat Lalani e Heather Yun. "1172. Travel-Associated Multidrug-Resistant Organism Acquisition and Risk Factors Among US Military Personnel". Open Forum Infectious Diseases 5, suppl_1 (novembro de 2018): S354. http://dx.doi.org/10.1093/ofid/ofy210.1005.

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Abstract Background International travel is a risk factor for incident colonization with extended spectrum β-lactamase (ESBL)-producing organisms. These and other multidrug-resistant (MDR) bacteria are major pathogens in combat casualties. We evaluated risk factors for colonization with MDR bacteria in US military personnel traveling internationally for official duty. Methods TravMil is a prospective observational study enrolling subjects presenting to military travel clinics. We analyzed surveys, antimicrobial use data, and pre- and post-travel self-collected perirectal swabs in military travelers to regions outside the continental United States, Canada, Western or Northern Europe, or New Zealand presenting to one clinic from December 2015 to December 2017. Gram-negative isolates recovered from swabs underwent real-time identification and susceptibility testing (BD Phoenix). Characteristics of trip and traveler were analyzed to determine risk factors for MDR organism colonization. Results One hundred ten trips were planned by 99 travelers (74% male, median age 38 years [IQR 31, 47.25]); 72 trips were completed by 64 travelers. Median trip duration was 21 days (IQR 12.75, 79.5). Of those with trips completed, 17% traveled to Mexico/Caribbean/Central America, 15% to Asia, 57% to Africa, and 10% to South America; 56% stayed in hotels and 50% in dormitories/barracks. Travelers used doxycycline (15%) for malaria prophylaxis, 11% took an antibiotic for travelers’ diarrhea (TD) treatment (fluoroquinolone 7%, azithromycin 4%). Incident MDR organism colonization occurred in eight travelers (incidence density 3.5/1,000 travel days; cumulative incidence 11% of trips [95% CI: 4%–19%]), all ESBL-producing E. coli. A higher incidence of ESBL-producing E. coli acquisition was associated with travel to Asia (36% vs. 7%, P = 0.02) but not with travel to other regions, TD, or use of antimicrobials. No relationship was seen between fluoroquinolone or doxycycline exposure and resistance to those antimicrobials. Conclusion Consistent with other studies of US military personnel travelers, incident colonization with MDR organisms following official travel occurs at a lower rate in this population compared with civilian travelers, with no identified modifiable risk factors. The highest incidence of ESBL acquisition was observed during travel to Asia. Disclosures All authors: No reported disclosures.

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Shergill, G. S., e Wenli Sun. "Tourists' Perceptions Towards Hotel Services in New Zealand". International Journal of Hospitality & Tourism Administration 5, n.º 4 (dezembro de 2004): 1–29. http://dx.doi.org/10.1300/j149v05n04_01.

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Carpenter, Lloyd William. "The Cardrona Hotel: Creating a New Zealand heritage icon". Australasian Journal of Popular Culture 7, n.º 2 (1 de setembro de 2018): 209–24. http://dx.doi.org/10.1386/ajpc.7.2.209_1.

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Turner, Michael J., e Chris Guilding. "An investigation of Australian and New Zealand hotel ownership". Journal of Hospitality and Tourism Management 21 (dezembro de 2014): 76–89. http://dx.doi.org/10.1016/j.jhtm.2014.08.003.

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Jacobs, Jamie. "The Langham Private Hotel: an iconic merger of architecture, urbanism, and decoration in Edwardian Newtown". Architectural History Aotearoa 16 (5 de dezembro de 2019): 42–50. http://dx.doi.org/10.26686/aha.v16.8929.

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Completed in 1908, the Langham Private Hotel in Newtown, Wellington - now known as Ashleigh Court - embodied optimism and grand ambition indivisible from its surrounding community. The building was designed to have maximum visual effects on a high-profile triangular site and was conceived during the suburb of Newtown's heady days of rapid and substantial expansion in the decades around the turn-of-the-twentieth century. Located within a precinct composed mainly of two-storey, timber commercial buildings, the three-storey masonry building housing ground-level stores and a hotel far outstripped its neighbours in size, materials, and architectural articulation. The masonry wedge with its continuous façade along two street fronts featuring superbly executed plaster decoration could only impress. This paper will explore how the Langham Private Hotel's excellence in design resulted from an enlightened merger of architecture, siting, and decoration within Newtown's otherwise uniform commercial streetscape. It will consider its relationship to the typology of plastered, masonry commercial buildings that came to define modernity and progress in late-Victorian and Edwardian Wellington. Finally, it will attempt to understand the ambitions and meanings present in its eclectic plaster decoration that would have been evident to contemporaries. In nearly every design dimension, the Langham Private Hotel can be considered an apex of urban design in Edwardian New Zealand.

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Lim, Christine, Yong Chong e Melissa Sutjipto. "Creating value through sustainable business practices". European Journal of Tourism Research 5, n.º 2 (1 de outubro de 2012): 118–28. http://dx.doi.org/10.54055/ejtr.v5i2.101.

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The objective of this paper is to undertake a case study of Auckland International Airport and to examine how its sustainable business practices can create stakeholder value. Auckland Airport is the largest airport and the main gateway into New Zealand for international tourists. The paper investigates the impact of corporate growth-strategy announcement on the formation of a joint venture to build a 4-star airport hotel using an event study approach. The new hotel creates economic value to Auckland Airport as it is expected to generate considerable long term tourism revenue to the company. Additionally, it can stimulate economic growth and employment for the Auckland region as its proximity to the largest airport in the country attracts airline crews and transit passengers, and the hotel offers meeting facilities for MICE tourism. We found that the New Zealand share market’s reaction to the hotel joint venture announcement on 23 July, 2009, as proxied by the stock returns, to be significant. Economic value creation or business profitability of a firm can be used to create societal value. Auckland International Airport has invested in socially responsible environmental and socio-cultural initiatives to create value for its stakeholders, as discussed in the latter half of the study.

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Ryan, Chris, e Shirley Barnett. "Hotel conference managers: skills and training needs in New Zealand". Journal of Vacation Marketing 1, n.º 4 (julho de 1995): 349–59. http://dx.doi.org/10.1177/135676679500100404.

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Luo, Yixin (Jim), e Simon Milne. "Current Human Resource Management Practices in the New Zealand Hotel Sector". Journal of Human Resources in Hospitality & Tourism 13, n.º 1 (7 de dezembro de 2013): 81–100. http://dx.doi.org/10.1080/15332845.2013.807395.

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Poulston, Jill, e Andrew Jenkins. "Barriers to the employment of older hotel workers in New Zealand". Journal of Human Resources in Hospitality & Tourism 15, n.º 1 (18 de novembro de 2015): 45–68. http://dx.doi.org/10.1080/15332845.2015.1041003.

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Poulston, Jill, e Andrew Jenkins. "The Persistent Paradigm: Older Worker Stereotypes in the New Zealand Hotel Industry". Journal of Human Resources in Hospitality & Tourism 12, n.º 1 (janeiro de 2013): 1–25. http://dx.doi.org/10.1080/15332845.2013.723252.

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Kruesi, Michael A., e Peter Zámborský. "The Non-Equity Entry Mode Choices of International Hotel Organizations in New Zealand". International Journal of Hospitality & Tourism Administration 17, n.º 3 (2 de julho de 2016): 316–46. http://dx.doi.org/10.1080/15256480.2016.1204256.

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Yang, Qi, Warren Goodsir e Jill Poulston. "Automation of the fast-food industry: Gen Z perspectives of self-service kiosks versus employee service". Hospitality Insights 3, n.º 2 (3 de dezembro de 2019): 7–8. http://dx.doi.org/10.24135/hi.v3i2.66.

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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).

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Lim, Christine, e Felix Chan. "An econometric analysis of hotel motel room nights in New Zealand with stochastic seasonality". International Journal of Revenue Management 5, n.º 1 (2011): 63. http://dx.doi.org/10.1504/ijrm.2011.038619.

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Haynes, P., e G. Fryer. "Changing Patterns of HRM and Employment Relations in New Zealand: The Large Hotel Industry". Asia Pacific Journal of Human Resources 37, n.º 2 (1 de janeiro de 1999): 33–43. http://dx.doi.org/10.1177/103841119903700204.

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Ellis, Gavin. "Taliban takeover: Charlotte Bellis faces perils outside ‘enemy territory’". Pacific Journalism Review : Te Koakoa 27, n.º 1and2 (30 de setembro de 2021): 41–46. http://dx.doi.org/10.24135/pjr.v27i1and2.1207.

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New Zealand-born Pulitzer Prize-winning journalist Peter Arnett was one of a handful of journalists allowed to stay in Baghdad as the American offensive against Iraq began in 1991. Reporting first from the rooftop of the Al-Rashid Hotel, he chronicled—quite literally – the impact of the bombing campaign. But on Day Four he was taken to a bombed-out building in a suburb that was then an infant milk formula factory would later gain notoriety thanks to investigative reporter Seymour Hersh—Abu Ghraib. His report was accurate. In 2003, Arnett was once again in ‘enemy territory’ and (by his own later admission, unwisely) gave an interview to Iraqi television during the Second Iraq War. In the interview, he stated that the civilian casualties inflicted by the Coalition forces were counterproductive. In August 2021, it was the turn of another New Zealand journalist, Charlotte Bellis reporting for Al Jazeera English, to tell us what she sees. And much of the world has now seen her. The author examines the pitfalls that she may face.

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Mohsin, A. "How empowerment influences revenue management and service quality: the case of a New Zealand hotel". International Journal of Revenue Management 2, n.º 1 (2008): 92. http://dx.doi.org/10.1504/ijrm.2008.018180.

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Lockyer, Tim. "Hotel cleanliness—how do guests view it? Let us get specific. A New Zealand study". International Journal of Hospitality Management 22, n.º 3 (setembro de 2003): 297–305. http://dx.doi.org/10.1016/s0278-4319(03)00024-0.

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Brown, Nancy A., Jane E. Rovins, Shirley Feldmann-Jensen, Caroline Orchiston e David Johnston. "Measuring disaster resilience within the hotel sector: An exploratory survey of Wellington and Hawke's Bay, New Zealand hotel staff and managers". International Journal of Disaster Risk Reduction 33 (fevereiro de 2019): 108–21. http://dx.doi.org/10.1016/j.ijdrr.2018.09.014.

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Ahmed, Zahir, Xinxuan Fan e Mamun Billah. "Persuasive Communications, Online Reviews and Service Performances – A Study on the Hotel Industry of New Zealand". Australasian Business, Accounting and Finance Journal 16, n.º 1 (2022): 4–20. http://dx.doi.org/10.14453/aabfj.v16i1.2.

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Boon, Bronwyn. "Working within the front-of-house/back-of-house boundary: Room attendants in the hotel guest room space". Journal of Management & Organization 13, n.º 2 (junho de 2007): 160–74. http://dx.doi.org/10.1017/s1833367200003837.

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AbstractContext is an important but largely ignored dimension of quality service encounters. This paper contributes to the hospitality service industries literature by examining how the front-of-house and back-of-house boundary work (Nippert-Eng 1996, 2003) engaged by Room Attendants working within the hotel guest room space impact on the hospitality impression management performed. Qualitative data from fieldwork engaging with hotel employees located within the tourist resort of Queenstown New Zealand are used to explore the multiple fronts on which the front-of-house and back-of-house boundaries are simultaneously negotiated. The results suggest that Room Attendants negotiate the front-of-house and back-of-house boundary through objects – such as the guest room and articles belonging to the guest – and aspects of self– such as impression management, safety, socialising and self-responsibility for room checking. The results support the importance of considering context when seeking to understand the complexities associated with the (re)production of a reliably positive service encounter.

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46

Boon, Bronwyn. "Working within the front-of-house/back-of-house boundary: Room attendants in the hotel guest room space". Journal of Management & Organization 13, n.º 2 (junho de 2007): 160–74. http://dx.doi.org/10.5172/jmo.2007.13.2.160.

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AbstractContext is an important but largely ignored dimension of quality service encounters. This paper contributes to the hospitality service industries literature by examining how the front-of-house and back-of-house boundary work (Nippert-Eng 1996, 2003) engaged by Room Attendants working within the hotel guest room space impact on the hospitality impression management performed. Qualitative data from fieldwork engaging with hotel employees located within the tourist resort of Queenstown New Zealand are used to explore the multiple fronts on which the front-of-house and back-of-house boundaries are simultaneously negotiated. The results suggest that Room Attendants negotiate the front-of-house and back-of-house boundary through objects – such as the guest room and articles belonging to the guest – and aspects of self– such as impression management, safety, socialising and self-responsibility for room checking. The results support the importance of considering context when seeking to understand the complexities associated with the (re)production of a reliably positive service encounter.

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Orido, Charles. "Attracting and retaining female chefs". Hospitality Insights 1, n.º 1 (20 de outubro de 2017): 9–10. http://dx.doi.org/10.24135/hi.v1i1.8.

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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.

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Brown, Nancy A., Shirley Feldmann-Jensen, Jane E. Rovins, Caroline Orchiston e David Johnston. "Exploring disaster resilience within the hotel sector: A case study of Wellington and Hawke's Bay New Zealand". International Journal of Disaster Risk Reduction 55 (março de 2021): 102080. http://dx.doi.org/10.1016/j.ijdrr.2021.102080.

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Goff, J. R., e C. Chagué-Goff. "Brief Communication: Cetaceans and tsunamis – whatever remains, however improbable, must be the truth?" Natural Hazards and Earth System Sciences 9, n.º 3 (15 de junho de 2009): 855–57. http://dx.doi.org/10.5194/nhess-9-855-2009.

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Abstract. The composition of tsunami deposits is variable and governed by source material. Many unusual items have been recorded from tsunami deposits. For example, during the 2004 Indian Ocean Tsunami, a dolphin was reported to have been transported 1400 m inland, a shark was found in a hotel swimming pool, and sea turtles were stranded kilometers inland. Reports and papers from early settlers and explorers have often highlighted similar unusual finds. We briefly discuss an example from New Zealand where intact cetacean skeletons were found elevated on land adjacent to the coast. The validity of this find as evidence for tsunami emplacement is considered. It is also noted that such old reports should be treated with respect and re-evaluated in the light of more recent findings.

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Sutikno, Sutikno, Fitri Lesia Herdini, Alifah Rokhmah Idialis e Mohd Shukri Hanapi. "Analysis of the Influence of Muslim-Friendly Tourism Destinations on Inbound in Countries in the Asia Pacific Region". Falah: Jurnal Ekonomi Syariah 8, n.º 1 (27 de fevereiro de 2023): 01–13. http://dx.doi.org/10.22219/jes.v8i1.22869.

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The Muslim population become an important consumer market worldwide and an increasingly competitive segment for the halal tourism business sector. Many Muslim-friendly tourist destinations in Asia-Pacific are currently being offered by OIC and non-OIC countries to make tourism a driving force for their economy. This study uses data sources released by the Global Muslim Travel Index (GMTI) for the period 2015 to 2019. The population scope is the countries of the Asia-Pacific region, namely: China, Hong Kong, Japan, South Korea, Brunei, Cambodia, Indonesia, Laos, Malaysia, Philippines, Singapore, Thailand, Australia, Fiji, New Zealand, Bangladesh, India, Maldives, Pakistan and Sri Lanka. The results found that seven independent variables namely: visa, communication, outreach, safety, airport, restaurant, and hotel have a significant effect on inbound logs in countries in the Asia-Pacific region in 2015 to 2019. However, the results of the t test show that there are only three independent variables that have a significant effect on the arrival rate of foreign tourists, namely the Safety, Restaurant and Hotel variables. The results of this study contribute to enriching discourse for countries wishing to develop halal tourist destinations.

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