The most autonomy was reported in marketing, followed by strategy, human resources, hotel operations and finally finance. We found that there were significant differences in the average level of autonomy across the different areas. Our findings suggest that while GMs report relatively high levels of autonomy in their position, these levels do vary substantially across individuals, and particularly across functional responsibilities, management structure and hotel size, and the degree of human capital. We also examined the impact that hotel size and GM education and experience have on the GM’s independence. Through a survey of 116 hotel general managers working in independent and chain-managed upscale and luxury European hotels, we examined how much autonomy GMs actually have to make operational, financial, strategic, marketing and human resource decisions. GMs, however, may not always have the autonomy to make these critical decisions as the hotel’s owner and/or hotel management company (HMC) may in fact limit this through their own decision-making interventions. A GM’s ability to make decisions and take action will thus have an important impact on his or her hotel’s operational and strategic results. The hotel General Manager (GM) is the person ultimately responsible for a hotel’s performance.
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