Copyright (c) 2009 All rights reserved. http://works.bepress.com/grant_cairncross Recent documents in Grant Cairncross en-us Thu, 22 Oct 2009 15:56:39 PDT 3600 http://works.bepress.com/grant_cairncross/51 http://works.bepress.com/grant_cairncross/51 Tue, 29 Sep 2009 21:55:10 PDT Grant Cairncross http://works.bepress.com/grant_cairncross/50 http://works.bepress.com/grant_cairncross/50 Tue, 29 Sep 2009 21:55:09 PDT Jeremy Buultjens http://works.bepress.com/grant_cairncross/49 http://works.bepress.com/grant_cairncross/49 Tue, 29 Sep 2009 21:55:01 PDT Jeremy Buultjens http://works.bepress.com/grant_cairncross/48 http://works.bepress.com/grant_cairncross/48 Tue, 29 Sep 2009 21:54:53 PDT Jeremy Buultjens http://works.bepress.com/grant_cairncross/47 http://works.bepress.com/grant_cairncross/47 Sun, 23 Aug 2009 20:22:46 PDT Grant Cairncross http://works.bepress.com/grant_cairncross/46 http://works.bepress.com/grant_cairncross/46 Sun, 23 Aug 2009 20:22:45 PDT Grant Cairncross http://works.bepress.com/grant_cairncross/45 http://works.bepress.com/grant_cairncross/45 Wed, 10 Jun 2009 21:23:38 PDT It appears that there are employers who believe that Generation Y employees are often problematic. The technology, mass marketing, political times, and pop-culture in which Generation Y have grown up has ensured they have appreciably different ambitions and world views to previous generations. This paper reports the results of a study examining tourism and hospitality employer views of Generation Y employees and how some employers are attempting to draw upon the strengths of these workers. Focus groups with, and interviews of, employers in Coffs Harbour, Cairns, South East Queensland, Sydney and Port Douglas were used to gain an understanding of employer views. The focus groups indicated a sizeable number of tourism and hospitality managers believe Generation Y's beliefs in the types of work that they should be doing in their formative years in the workplace is a substantial problem for their organisations. However, a minority group of employers identified Generation Y's attitudes to work as an opportunity to tap into their strengths and to connect with their potential customer base. A number of iconic Generation Y cultural 'tools' have been adopted by this more visionary group of tourism and hospitality employers and are being used for recruitment and retention. Grant Cairncross http://works.bepress.com/grant_cairncross/42 http://works.bepress.com/grant_cairncross/42 Sun, 03 May 2009 16:02:50 PDT The incorporation of training procedures, both formal and informal, within hospitality firms is recognised as a vital element in achieving sustainable perceived service quality. Yet, despite this importance, relatively little is known about the extent, nature and determinants of training in hospitality firms in regional Australia. Restaurants in particular have proven hard to analyse because many are what the Australian Bureau of Statistics calls micro-businesses who employ less than five staff, or are small businesses with five to twenty employees, and have little in the way of training resources and expertise in the area. An examination of six restaurants in Northern New South Wales identified that medium sized boutique operations owned and managed by operators with a passion for fine food and service had training policies that were more extensive than larger organisations such as resorts even though the latter often had a higher star rating. It was apparent that organisational size and resources had more of an effect on the adoption of formal training strategies such as induction and the establishment and provision of a formal training manual. Grant Cairncross http://works.bepress.com/grant_cairncross/41 http://works.bepress.com/grant_cairncross/41 Mon, 30 Mar 2009 22:01:39 PDT The incorporation of training procedures, both formal and informal, within hospitality firms is recognised as a vital element in achieving sustainable perceived service quality. Yet, despite this importance, relatively little is known about the extent, nature and determinants of training in hospitality firms in regional Australia. Restaurants in particular have proven hard to analyse because many are what the Australian Bureau of Statistics calls micro-businesses who employ less than five staff, or are small businesses with five to twenty employees, and have little in the way of training resources and expertise in the area. An examination of six restaurants in Northern New South Wales identified that medium sized boutique operations owned and managed by operators with a passion for fine food and service had training policies that were more extensive than larger organisations such as resorts even though the latter often had a higher star rating. It was apparent that organisational size and resources had more of an effect on the adoption of formal training strategies such as induction and the establishment and provision of a formal training manual. Grant Cairncross http://works.bepress.com/grant_cairncross/40 http://works.bepress.com/grant_cairncross/40 Mon, 30 Mar 2009 22:01:38 PDT Significant challenges exist for Indigenous people in identifying suitable economic and commercial development opportunities directed at enhancing economic and human development within their communities. Ecotourism is seen as one sector that could provide such opportunities. Don Fuller and his colleagues examine the importance and implications of Indigenous culture for ecotourism developments in remote Australian Indigenous communities, in order to evaluate the potential of ecotourism ventures as a possible contributor to economic and human development within remote Indigenous communities. In addition to examining the influence of culture, the paper suggests important strategies for Indigenous success in operating ecotourism enterprises. These include the importance of consultation and planning processes, the availability of suitable education and training to Indigenous business owner-operators and the availability of joint-venture partnerships with actors in the mainstream economy. Don Fuller