Literature Review on Hospitality Management

This assignment provides a detailed analysis of the existing literature in the field of hospitality management. It includes a bibliography of relevant research papers and studies, covering topics such as work motivation, career planning strategies, customer experience management, diversity management, and electronic word-of-mouth in hospitality and tourism. The review aims to provide insights into the current state of knowledge in these areas and identify potential future research directions.

The hospitality business
toolkit

Table of Contents
REFERENCES................................................................................................................................2

INTRODUCTION
Hospitality sector is one of the fastest and most prominent industry in UK. It covers a
variety of services and a range of operations. A range of tools are been utilized and leveraged for
monitoring and improving performance of a hospitality entity. This tools supports the
management to keep a check on financial, HR and ethical functions of a firm. The present
assignment covers the details about British American cruise operator organization, Carnival
corporation. The report will cover the details of the Double entry book keeping and management
of trial balance. The methods to measure financial measures are evaluated including two key
performance indicators for restaurants. The HR life cycle of food and beverage manager on
cruise and importance of talent management is evaluated. Suitable recommendations are
provided for talent management planning. A short management plan is developed to resolve the
issues in management. The legal measures to be adhered and various laws are analyzed. The
legal and ethical considerations are briefed out with functional roles in hospitality sector. Also,
the communication, coordination and monitoring methods are evaluated.
MAIN BODY
Activity 1: Double entry book keeping to Trial Balance
Double entry book keeping
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Date Particulars L.F. Debit
amount(£)
Credit
amount(£)
01/02/19 Purchase a/c Dr.
To Kate Kitchen
To Harry
34553
5001
29552
03/02/19 Cash a/c Dr.
To Sales
11203
11203
03/02/19 Cash a/c Dr.
To Sales
1824
1824
06/02/19 Kate's a/c Dr.
To Sales
5001
5001
10/02/19 Cash a/c Dr.
To Sales
8966
8966
10/02/19 Cash a/c Dr.
To Sales
1687
1687
14/02/19 Bank a/c Dr.
To Maganne
2008
2008
17/02/19 Cash a/c Dr.
To Sales
11710
11710
17/02/19 Cash a/c Dr.
To Sales
1611
1611
17/02/19 Harry a/c Dr.
To Cash
29552
29552
22/02/19 Cash a/c Dr.
To Kate
7013
7013
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24/02/19 Cash a/c Dr.
To Sales
10614
10614
24/02/19 Cash a/c Dr.
To Sales
1715
1715
LEDGER ACCOUNT
Cash a/c
Date Particulars J.F Amount(£
)
Date Particulars J.F Amount(£)
03/02/19 To Sales 11203 17/02/1
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By Harry 29552
03/02/19 To Sales 1824 By bal c/d 26791
10/02/19 To Sales 8966
17/02/19 To Sales 1687
17/02/19 To Sales 11710
17/02/19 To Sales 1611
22/02/19 To Kate 7013
24/02/19 To Sales 10614
24/02/19 To Sales 1715
56393 56393
Purchase a/c
Date Particulars J.F Amount Date Particulars JF Amount
01/02/19 To kate Kitchen 5001 By bal c/d 34553
01/02/19 To Harry 29552
34553 34553
Sales a/c
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Date Particulars J.F Amount Date Particulars JF Amount
To bal c/d 69916 03/02/19 By Cash 11203
03/02/19 By Cash 1824
10/02/19 By Cash 8966
10/02/19 By Cash 1687
17/02/19 By Cash 11710
17/02/19 By Cash 1611
17/02/19 By Harry 29552
24/02/19 By Cash 10614
24/02/19 By Cash 1715
69916 69916
Bank a/c
Date Particulars JF Amount Date Particulars JF Amount
14/02/19 To Maganne 2008 06/02/19 By Kate 5001
To bal c/d 2993
5001 5001
Maganne a/c
Date Particulars JF Amount Date Particulars JF Amount
To bal c/d 2008 14/02/19 By Bank 2008
2008 2008
Kate's a/c
Date Particulars JF Amount Date Particulars JF Amount
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06/02/19 To Bank 5001 01/02/19 By Purchase 5001
To bal c/d 7015 22/02/19 By Cash 7015
12016 12016
Harry a/c
Date Particulars JF Amount Date Particulars JF Amount
17/02/19 To Cash 29552 01/02/19 By Purchase 29552
29552 29552
TRIAL BALANCE
S. No. Particulars L.F Debit Amount(£) Credit Amount(£)
1 Cash a/c 26791
2 Purchase a/c 34553
3 Sales a/c 69916
4 Bank a/c 2993
5 Maganne a/c 2008
6 Kate a/c 7015
7 Suspense a/c 10586
Total 76931 76931
Activity 2: recommendations for the methods of financial growth
Recommendations for the financial growth and two key performance indicator for restaurant
The major recommendation for the financial growth are:
 Measuring the expenses and the purchase that are been made in order to track down the
financial performance of the organization (Kalargyrou and Costen, 2017.).
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 Regular entries of the sales and purchases that are made must be maintained. It supports
the tracking down of monetary functions, carrying the restaurant business as per the
budget.
The two key performance indicators for the restaurant on cruise are:
Sales per Labor Hour: As labor is the most important component of a restaurant,
ensuring their utilization for effective working is vital. Thus, if the restaurant on cruise is able to
process a good number of orders in a unit hour time, it indicates the high performance of labor
and restaurant (Schuckert, Liu and Law, 2015).
Revenue per seat: It is the amount of revenue that is created by a restaurant from the
orders on a seat by customers. Higher sales per number of seat indicates the positive
performance of a restaurant.
Various key principles of financial management are taken in consideration by the
restaurant or hospitality organization which help in overall performance or functionality. The key
principles like having a financial expense consideration, making suitable decision related to
money and preventing the unavailing investment of money (Rahimi and et.al., 2017). All these
measures aids to improve sales and having a a good tax planning, assisting in enhancing the
employees and enterprise performance.
Activity 3: HR life Cycle for Talent management
Stages of HR life cycle of food and beverage manager on cruise ship
Stage 1: Recruiting: At this stage the Food and beverage manager is hired and job is been
offered to him by management of restaurant on Cruise.
Stage 2: On board: at this stage the manager accepts the job and the job roles and
responsibilities are been explained.
Stage 3: Develop: At this level the job duties are been assigned and they are been trained to work
on their job role in an efficient and significant manner.
Stage 4: Retain: At this stage, using the talent management tools, the performance of managers
is been evaluated. Suitable training and guidance is provided to the required workers and the well
performing managers are rewarded and recognized (Grobelna and Marciszewska, 2016,).
Stage 5: Off board: This is the stage, where employee leaves due to a new responsibility, job or
retirement. The HR department follows a significant documentation process to get the employee
off board.
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Review HR life cycle stages for talent management for retaining and developing talent
The HR life cycle of Food and Beverage manager at the Cruise of Carnival Corporation
will play a very deep and significant role in retaining and develop the work force within the
organization (Madera and et.al., 2017). The various concepts and components of talent
management that consists of life stages of a HR life cycle will help in improving the suitable
talent within hospitality enterprise. It will have the following benefits:
The recruiting and onboarding process that is been followed assists the management of
Carnival Corporation to get access to best and most knowledgeable and skilled labor. This
supports placing the right person for the job and meeting of hospitality job objectives. Other than
this, it will also supports in improving the work force quality, ensuring their retention within
Carnival Corporation.
On the other hand, the development stage will include the processes and activities that
will help in improving the skill set and knowledge of food and beverage managers at cruise of
Carnival Corporation. Besides this, it supports in improving their confidence level and assist
them to perform with higher effectiveness by imparting them suitable and required training for
talent enhancement (Altin and et.al., 2018.). It also induces a loyalty of employees towards the
firm, leading to their retention in hospitality enterprise. At last, the offboarding in creating a new
job opportunity for the employees, improving the overall core compatibility of organization.
However this is a threat for retaining the work force, it will pave a path for getting new talents
within enterprise.
Importance of HR Life cycle in relation to Strategic talent management
The HR life cycle plays a vital role in strategic talent management within the selected
hospitality organization. As the HR needs and demands changes consistently and in order to cope
up within this changing trends, Carnival Corporation is required to look after strategic talent
management for getting new talents and retaining the existing talents within enterprise. The
components of HR life cycle or stages which are followed within the enterprise will help in
improving the performance and ensuring that Carnival Corporation gets the best work force
(Gursoy, 2019). All these measures and stages of strategic talent management including suitable
recruiting and training measures the work force. This will help the organization to gain an access
to a pool of talent with high potential. Followed to this, HR department of organization will help
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in the strategic talent management by effectively encouraging and training the employees within
hospitality business operations.
Once the employees are strategically motivated and trained, they will work with higher
efficiency and effectiveness. The performance level will be improved for long term. It assist in
developing a positive idea about the training measures which are undertaken within Carnival
Corporation. It supports in strategic improvement of their skills and knowledge, enabling them to
perform their job role with higher efficiency. As the employees are trained, their confidence
boost to drive them in performing well (Deery and Jago, 2015). Apart from this, the talent
retention methods that are incorporated will have many fold benefits for selected hospitality
enterprise. First of all, it will help in maintaining talent of hospitality enterprise. Secondly, it will
reduce the cost on training new recruits by retaining older employees within firm.
Recommendation for improving HR processes and documentation for talent management
planning throughout HR life cycle
The HR processes and documentation that are followed while HR life cycle for carrying
out of talent management plan. The HR processes like recruitment and training, providing them
with benefits, managing their performance and relationships are deeply based on the HR life
cycle (Hertzman, Moreo and Wiener, 2015). Certain recommendation for improving HR
processes and documentation for talent management are:
 The HR processes like recruitment can be improved that supports the inbound and
outbound recruitment can be followed for improving the placement process. The suitable
development and handling of CV in digital and more elaborated way.
 For the on boarding and training purpose, innovative and interactive skill development
measures can be taken. As this is the induction phase, job offer letter should be provided
citing all the details about the job measures which are followed by the firm (Denizci,
Guillet and Mohammed, 2015).
 Innovative talent management system can be used to monitor the performance and
increasing the chances of appraisal for the work force. This also aids in curbing rates of
off boarding by employees.
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Activity 4: Performance planning
Performance management Plan
As the organization is facing the issues from the employees side, effective measures are
required to be taken while improving the work place conditions. This is also important for
maintaining the work force within firm and ensure their retention. The HR cycle plays a
important influence on execution of these operations. The HR cycle will have following
imprecations to overcome the challenge of staff retention (Redding and Chen, 2017).
First of all, organization will look after attracting a suitable candidates that deems to
work with organization on long term. This will prevent the wastage of resources that are
undertaken for recruiting and placement process. Following it, the recruitment process will be
held that includes the placing of efficient and dedicated employees that will work with
employees for a longer period. It will lead to employee retention on higher level. As the skilled
labors including waiters and waitresses are hired and placed on the cruise by Carnival
Corporation, it will help in enhancing the overall performance of hospitality enterprise. All these
measures will lay a positive impact in rectifying the issues of adverse behavior by staff of the
firm and keep a check on their retention rate (Ryan, 2015).
The performance management plan for rectifying the issues faced by enterprise for
improvement in behavior and employee retention is:
Issue Measures taken Impact on performance and
retention
Poor working condition Suitable communication is
observed and suitable
improvement in working
conditions must be observed.
This will help in improving
their satisfaction level and
motivation level, ensuring
their retention and
enhancement in performance.
Refusing to do additional work Communication process
should be carried out with
evaluation of reason behind
such behaviour
This will support to ensure
employee retention to some
extent.
Lack of cooperation with team Interaction with team leaders This will support a positive
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leaders must be ensured and conflicts
should be resolved.
rise in their performance and
retention rate within
enterprise.
Activity 5: Training on law of Hospitality Industry
A range of legislation will be taken in consideration such as:
Hotel and Motel Fire Safety Act: This will help in proper safeguarding of customers against
the fire on the cruise, hotel, motel, restaurants and other hospitality enterprises.
Food Safety Law: This legal obligation will look after the proper safety of customers with
contaminated food and securing them against food poisoning and tainted food.
Equality Act, 2010: This will help in controlling the indifference's and discrimination at the
work place and ensuring that all the employees are treated equally.
Anti harassment law: This will help in preventing any sort of harassment at work place
safeguarding the employees and customers (Kandampully, Zhang and Jaakkola, 2018).
Other than this, the employment and contract laws that are followed by the organization
will help in improving the decision making of hospitality industry as whole. For example, being
a cruise hospitality enterprise, the company is required to undertaken suitable legal obligations
with contract covering all the details of food and accommodation. Failing to observe a proper
contract may affect performance of organization.
Activity 6: Briefing on legal and ethical consideration
The legal and ethical considerations that are carried out by the organization will help in
maintaining and improving decision making for Carnival Corporation.
Regulation: The regulation developed by business enterprise will help in monitoring the
operations which will help in suitable carrying out of the decision making process. That will
guide the increase in performance of employees. Any sort of decision making that can influence
the employee satisfaction level. For example, any rule in code of conduct of company may cause
a deep influence on performance of an employee (García-Lillo, Úbeda-García and Marco-Lajara,
2016).
Legislation: The legal obligations that are been set by government and are ought to be
followed by the hospitality enterprise will help in significant planning of the operations which
are carried out by organization. The head office will develop its functionality and code of
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conduct that will help in developing a positive work environment this will help in improving the
quality of service measures which are carried out by the firm in an effective way. Following the
legal obligations will lay a very deep influence on the operations of hospitality organization.
Ethical principles: The ethical principles like valuing the work force, ensuring a positive
and ethical treatment with them and providing equal opportunities are certain measures which
are carried out by Carnival Corporation. Thus the decision making measures which are carried
out by the firm will help in proper assessment of operations help in meeting the functional
consideration by firm (Litvin, Goldsmith and Pan, 2018). Thus, the senior management of
hospitality firm at head office will look after it in positive way.
Activity 7: Exploring functional roles
Date:
To: HR Manager
From: HR Executive
Sir,
In order to ensure positive rise in the functionality of the organisation, various functional roles
from different department will; work in coordination. This will help in improving the quality of
services and thus will help in proper growth of the operational measures of the organisation.
The HR manager, Logistics managers and Food and beverage manager with coordinate and
communicate with each other to improve the performance of organisation. Besides this, the
waiting staff, marine workers on cruise and other helping staff will interact with each other to
provide the services and high quality product to their customers.
Activity 8: Communication, coordination and monitoring
Date:
To: HR Manager
From: HR Executive
Sir,
In order to have a high level of functionality, various coordination, communication and
monitoring measures are taken. The communication measures like using text messages, emails
and other messaging tools will be used in order to convey the information from one person to
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another. Besides this, wireless devices can be used for communication purpose.
For coordination purpose, proper portal can be developed to track down all the activities which
are carried out by organisation.
The monitoring operations which are carried out by the organisation includes the talent
management system that will help in proper assessment of the operations that are performed by
the firm.
CONCLUSION
On the basis of the assessment performed, this can be said that hospitality operations
plays a very deep role in growth of the firm. The financial operations and trial balance is
monitored with KPI's of restaurant to track its growth. The HR life cycle is discussed and
performance management plan is drawn for ethical behavior of staff. Different legal obligations
and legislation for employment and contract laws are discussed for decision making of the firm.
Other than this the ethical considerations are analyzed with significance of functional roles and
different communication, Coordination and monitoring measures for growth of organization is
discussed.
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REFERENCES
Books and Journals
Altin, M. and et.al., 2018. Performance measurement and management research in the hospitality
and tourism industry. International Journal of Contemporary Hospitality Management.
30(2). pp.1172-1189.
Deery, M. and Jago, L., 2015. Revisiting talent management, work-life balance and retention
strategies. International Journal of Contemporary Hospitality Management. 27(3).
pp.453-472.
Denizci Guillet, B. and Mohammed, I., 2015. Revenue management research in hospitality and
tourism: A critical review of current literature and suggestions for future
research. International Journal of Contemporary Hospitality Management. 27(4).
pp.526-560.
García-Lillo, F., Úbeda-García, M. and Marco-Lajara, B., 2016. The intellectual structure of
research in hospitality management: A literature review using bibliometric methods of
the journal International Journal of Hospitality Management. International Journal of
Hospitality Management. 52. pp.121-130.
Grobelna, A. and Marciszewska, B., 2016, April. Work motivation of tourism and hospitality
students: implications for human resource management. In Proceedings of the 8th
European Conference on Intellectual Capital. ECIC (pp. 95-103)
Gursoy, D., 2019. A critical review of determinants of information search behavior and
utilization of online reviews in decision making process (invited paper for ‘luminaries’
special issue of international journal of hospitality management). International Journal of
Hospitality Management. 76. pp.53-60.
Hertzman, J.L., Moreo, A.P. and Wiener, P.J., 2015. Career planning strategies and skills of
hospitality management students. Journal of Human Resources in Hospitality &
Tourism.14(4). pp.423-443.
Kalargyrou, V. and Costen, W., 2017. Diversity management research in hospitality and tourism:
past, present and future. International Journal of Contemporary Hospitality
Management. 29(1). pp.68-114.
Kandampully, J., Zhang, T. and Jaakkola, E., 2018. Customer experience management in
hospitality: A literature synthesis, new understanding and research agenda. International
Journal of Contemporary Hospitality Management. 30(1). pp.21-56.
Litvin, S.W., Goldsmith, R.E. and Pan, B., 2018. A retrospective view of electronic word-of-
mouth in hospitality and tourism management. International Journal of Contemporary
Hospitality Management. 30(1). pp.313-325.
Madera, J.M and et.al., 2017. Strategic human resources management research in hospitality and
tourism: A review of current literature and suggestions for the future. International
Journal of Contemporary Hospitality Management. 29(1). pp.48-67.
Rahimi, R. and et.al., 2017. Customer relationship management research in tourism and
hospitality: a state-of-the-art. Tourism review. 72(2). pp.209-220.
Redding, T. and Chen, P.J., 2017. Out of Soup: Resolving Customer Complaints in Hospitality
Management. In Trade Tales: Decoding Customers' Stories (pp. 127-131). Emerald
Publishing Limited.
Ryan, C., 2015. Trends in hospitality management research: a personal reflection. International
Journal of Contemporary Hospitality Management. 27(3). pp.340-361.
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