Research Topics: Hotel Industry In The United Kingdom

Research Proposal On The Impact Of Skills Shortage In The UK Hotel Industry On The Services Provided By Hilton Hotels

The Impact of Skills Shortage in the UK Hotel Industry on the Services Provided by Hilton Hotels     Introduction             Hospitality industry in UK that is continuously growing in the 21st century. This industry encompasses hotels and other accommodations, restaurants, fast food retail, bars, and catering. It has been characterized in recent decades by the development of an increasing range of highly segmented products and services. Overlapping tourism and leisure services, with a growing business services component, it is a highly competitive global industry (Rowley et al, 2003, 9). Hospitality is a major force in the economy, creating growth and jobs. It employs 1.8 million people in nearly 300,000 establishments and has a total turnover exceeding £64 billion (BHA, 2002). Hospitality and tourism has become one of the world’s most fiercely competitive businesses. The hotel industry is the linchpin of the United Kingdom’s leisure-related service sector: a big business with enormous growth potential. It also contributes to the country’s attractiveness as an international business destination (Lovegrove et al, 1994). However, the other side of this picture is the reality that it is not effectively coping up with the changes posed by the need to enhance the skills of workers. The hotel industry remains a low skill area of employment where skills are increasingly required to adapt to changes in technology, product range and the social, legal and commercial environment (Rowley et al, 2003, 9). Moreover, the sector has a record of suffering from a chronic shortage of recruits with food preparation skills, wastage from the sector of those with vocational skills and qualifications. Likewise there is a widespread evidence of vacancies which are hard to fill. Britain receives some 25 million overseas visitors a year, spending nearly £13 billion, but these numbers have been broadly static for several years, revealing problems of competitiveness which government and the industry need to address (BHA, 2002).             But it does not mean that the industry is doing nothing. According to the British Hospitality Association (2002), with the support from the government, it is discussing the skills shortage problem through a number of routes, including the annual Careers Festival and special schemes under New Deal. It is a prime contributor to social inclusion and widening participation. Moreover, it urges hotels to concentrate on funding mechanisms. The funding of vocational education in hospitality, especially in further education colleges, must be increased to reflect the fact that the industry is producing jobs of the future; the simplification of the qualifications structure for hospitality must be addresses; and the knowledge of food and practical cooking skills should be a requirement of all stages of the National Curriculum (BHA, 2002) According to Teixeira and Mishel (1993) “If we build the workers, jobs will come” (69) That means that improving the skills of the work force will produce high-performance workplaces, substantial increases in productivity, high-wage economic growth, and so on. This study shall then examine how skills shortage in the UK hotel industry affects the services provided by the hotels. For this research, the Hilton Hotels shall be presented as the case study.   Background of the Study Senior representatives from Europe’s leading hotels have concluded that one of the biggest challenges currently facing the hospitality industry comes from recruiting and retaining skilled employees if the sector is to avoid a serious skills shortage in the next few. Recruitment, retention and career development are among the most serious issues facing the hotel business (Andersen, 2000). Moreover, staff turnover in the hotel industry rise over the past few years and suggested that the appeal of a career within the hotel industry is declining for many young individuals as it competes with opportunities in newer, fast-moving industries (Andersen, 2000).             Changes in how workers obtain qualifications is evolving and, perhaps, is rising skill requirements (Bowers & Swaim, 1994, 82). The shift in the mix of qualifying skills toward those learned in school or formal company programs suggests that demands shifted toward more general and cognitive skills. More educated workers are much more likely to hold jobs requiring qualifications than are less educated workers. In large part, this result merely reflects the importance of educational credentials for professions and other occupations requiring college degrees. But the link between schooling and job qualifications is more pervasive. Workers with a high school diploma or college are more likely than less educated workers to learn qualifying skills through enterprise-based training after leaving school (Bowers & Swaim, 1994, 82). As skills in workplace are significant to any industries, the British Hospitality Association (BHA) identifies business-related variables that drives changes in skills requirements (Rowley et al, 2003, 10). It falls into four main categories–changes in the customer base, increased competition, concern with sustainability, and change in production processes.               Furthermore, the BHA sets skills requirement to employees. The vocational skills requires expertise in food production and preparation, stock management, and cost control; the generic skills cover the managerial skills, particularly small business management, communication, problem-solving, selling skills, literacy and foreign language competence; and the competence deriving from attitude to work such as enthusiasm, commitment, and the will to learn (Gill et al, 2003, 11).             Indeed, the UK hospitality industry is facing a growing shortage of qualified and long-term staff at all levels. People are a vital component to any service industry and the hospitality business, like others, must recognize and respond to factors which impact on the recruitment and retention of staff. Technology and the changing needs of customers have altered the business as well as the skills that are required to work within the sector. The successful hoteliers of the future are going to be those who recognize the importance of personal development, training and education as well as financial compensation to acquire skilled professionals who will add long-term value to their business. Objectives of the Study             The primary objective of this study is directed towards the determination of the impact of skills shortages in the UK hotel industry on the services provided by Hilton Hotels. To address this objective, the researcher will identify the current recruitment strategies of hotel, since literature shows that the hotel industry is having difficulties in their internal and external recruitments due to shortages in skills. Moreover, the researcher will discuss the skills requirements by hotel employers. This study will also examine the skills gaps and deficiencies and how these affect the performance of the hotel business. Likewise, it is necessary to study the current practices in company training and development that are supposed to contribute to the enhancement of the employees’ skills.             This study will also examine the state of services provided by the hotel industry in the UK. Here, customer satisfaction will be discussed. The researcher will find out if hotels are addressing the needs of its customers. This is necessary for the further understanding as to what extent these customers play significant role in designing strategies intended to improve the skills of the employer. The case study of Hilton Hotel will then come into picture.             Finally, and importantly, this research will provide recommendations on how to solve the problem of skills shortage.   Research Problems This researcher finds the necessity for a study that specifically tackles how skills shortage affects the services provided by a company. Specifically, this study intends to explore the significant impact of this problem to Hilton Hotels. It will present the differences in terms of services provided by the Hilton Hotel before and during the spread of skills shortage in the industry. Moreover, this study will try to answer the following queries: 1.      What are the internal and external factors that have contributed to the growing skills shortage in the hotel industry. 2.      How do company training centers deal with this problem? 3.      What are the effects of skills shortage in the performance of a business? Overview of the Research Design             For this study, primary research and secondary research will be used. Primary research will be conducted using anonymous questionnaires that will be sent to selected employees of Hilton Hotel. The researcher will also be conducting focus group interview with managers and administrators. The questionnaires will be used to collect quantitative data and the interviews will be used to provide qualitative insights into the data collected. As stated above, this research will partially base its findings through quantitative research methods because this permits a flexible and iterative approach. During data gathering the choice and design of methods are constantly modified, based on ongoing analysis. This allows investigation of important new issues about the acquisition and questions as they arise, and allows the investigator to drop unproductive areas of research from the original research plan. In a quantitative research design, associations between variables and causality are established. Thus the correlation between the skills shortage and the overall performance of Hilton Hotel will be determined. This study will also employ qualitative research method because it intends to find and build theories that would explain the relationship of one variable with another variable through qualitative elements in research. Through this method, qualitative elements that do not have standard measures such as behavior, attitudes, opinions, and beliefs within Hilton Hotel will be analyzed. Furthermore qualitative research is multimethod in focus, involving an interpretative, naturalistic approach to its subject matter. This means that qualitative researchers study things in their natural settings, attempting to make sense of, or interpret phenomena in terms of the meanings people bring to them. The data collection instrument will be a structured questionnaire that will be based on Likert scale. A Likert Scale is a rating scale that requires the subject to indicate his or her degree of agreement or disagreement with a statement. By rating scale we mean the scales that are usually used to measure attitudes towards an object, the degree to which an object contains a particular attribute, (Like or dislike), toward some attribute, or the importance attached to an attribute. The focus group interview, on the other hand, will be conducted with the consent of the management of the Hilton Hotel. The data will be analyzed and compiled for the correlation of the hypothesis. An indicator of the control group will be the individuals at the Hilton Hotel. The data will then be presented by means of graphical representations and illustration and the difference would be highlighted. A negative correlation between the variables would suggest that the hypothesis is null, that is, that the skills shortage has no impact to the services provided by the hotel.   Reference: Andersen (2000). It’s a people business. Press Release. October 24. Available at [www.hotelbenchmark.com]. Accessed [04/09/03]. British Hospitality Association (2002) British Hospitality Association’s Chief Executive Industry Revies—2002. Accessed at [www.bha-online.org.UK]. Accessed on [04/09/03]. Bowers, N. & Swaim, P. (1994) Recent Trends in Job Training. Contemporary Economic Policy, Vol. XII.   Lovegrove, N. C. et al. (1998) Why is labor productivity in the United Kingdom so low? The McKinsey Quarterly, No. 4.   Rowley, G. et al. (2003) Employers skill survey: Case study-Local and central government. Employment Studies Research Unit, Bristol Business School, University of the West of England, Coldharbour Lane, Bristol.   Teixeira, R. A. & Mishel, L. (1993) Whose skills shortage – workers or management? Issues in Science and Technology, Vol. 9, Summer.                   Credit:ivythesis.typepad.com

Research Proposal On The Impact Of Skills Shortage In The UK Hotel Industry On The Services Provided By Hilton Hotels

The Impact of Skills Shortage in the UK Hotel Industry on the Services Provided by Hilton Hotels Introduction Hospita...

OPENING OF A BRANCH OF HOTEL ( TRANSITION FROM IRELAND INTO UK )

Introduction               United Kingdom, UK, will be a good location for a business in the hospitality industry specifically the hotel sector. The UK hospitality industry which includes hotels, restaurants, tourism, travel services, and gambling, employs about 2 million people and contributes around 4% of UK’s GDP, making the industry an important source of wealth and job across the United Kingdom. According to British Tourism Authority, there are over 22,000 hotels, motels, inns and guesthouses all over UK. The hotel sector in UK has distinct categories such as luxury, business, resort, townhouse, and budget properties each with own characteristics.             A large Irish hotel will have a good expansion opportunity in UK. Because of the high recognition of the people in the hotel industry, there will be no shortage in the workforce. Also, tourism is a significant industry in the country; in 1999 over 25 ½ million visitors came to the UK and this number is forecasted to grow every year which will give opportunity for the hotel to attract more potential customers. Moreover, advancements in technology in UK such as hotel facilities and the internet will help boosts profitability in the UK market.   Doing Business in UK             As a business that originated from Ireland, the hotel will definitely undergo some changes as it opens a business in UK but will not have a herd time adapting to the business environment and culture in UK. However, since UK and Ireland are just neighboring countries with Northern Ireland a part of UK, the business culture, lifestyle, and habits of the people in Ireland are not very different from the people of UK aside from the fact that UK and Ireland are both European country. UK’s basic cultural, ethical and business value and business values is important to any organization, especially in a business service like a hotel, in conducting business.             A hotel business may include the food and beverage business, services and accommodations, resort, entertainment and gaming which are attractive to the UK market aside from the attractiveness to tourists of the places in UK such as London and Edinburgh as well as famous destinations in UK like the Buckingham Palace, Stonehenge and Windsor Castle. Also, there are many international companies and businesses in UK so business travelers are likely to be part of the market of a hotel industry. People of UK are renowned for their politeness and courtesy; they are also traditionally reserved and avoid display of emotions. In UK, punctuality is very essential and they strictly follow established rules and practices, thus decision-making is a slow and systematic process. While in Ireland, employees should be informed first of how their tardiness can harm the organization (, 2006) before they become punctual.   Most UK companies have relatively flat organizational structure and the principal decision-making unit is the board of directors while in Ireland, there is a lack of bureaucratic structure (2006). Teamwork is very important but the feeling of individual accountability for implementation and error exists. The bosses in UK take the role of a coach, supportive and courageous to his subordinates. Partnerships and unincorporated bodies type of companies from overseas can not register in UK; the country only allows foreign investors with company structures such as limited by shares, limited by guarantee, private unlimited company and public limited company (, 2006). Unemployment rate in UK has increased by 0.3 % during the last quarter of 2005 (, 2006) which means that if a company like a hotel will settle in UK, it will demand for labor and will provide job opportunities to the people of UK. In UK, an employer has responsibilities to employees like stakeholder pension provision, trade union recognition, data protection, health and safety provision, minimum ret breaks and rest periods (, 2006). All businesses in UK comply with working time limits of 48 hours a week providing a minimum rest break of 20 minutes per six hours. Since a hotel usually employs working students 16 to 18 years old, this age bracket must only work 40 hours with a minimum rest break of 30 minutes every 4.5 hours. In Ireland, the same rules regarding working hours apply with Ireland’s 1996 (, 2006). Majority of employees are not allowed to work more than the limited working time set by the UK law. Moreover, UK employees must be paid at least the national minimum wage. The minimum wage for adults 22 years or older is £5.05 per hour while young workers 16 to 17 years old are paid £3.00 per hour. Development rate of £4.25 per hour is applied to workers 18-21 years old and to new employees during their first six months at work (, 2006). Employees in UK may work permanent full-time, part-time or contractual. Employment contract can be verbal or written but it is advisable to make the contract written which includes the terms and conditions, job description and staff rules.             UK is a known developed country with good transportation infrastructure important to a hotel business. UK has developed roads that provide easy access to major cities within UK and in other parts of Europe (, 2006). However, when employees will move from Ireland to UK, they will experience a higher cost of living and more of a social structure in UK than in Ireland. Recommendation When investing in a country, investors see to it that the country where they will expand their business has good transportation, distribution system and infrastructures, factors which are important in doing business to provide the business ease of transaction to customers and suppliers, communication reliability and other facilities. It is also needed to look on some personal factors that are relevant to attract and retain employees and professional workers. In UK, a hotel business would be likely to succeed due to UK’s attractive market and having met the factors necessary for the expansion of a hotel business. UK had met the factors for labor, infrastructure and access to market. However, a hotel from Ireland should expect to spend project costs and living expenses in UK a little higher than what they spent back in Ireland. References:     Credit:ivythesis.typepad.com

OPENING OF A BRANCH OF HOTEL ( TRANSITION FROM IRELAND INTO UK )

Introduction United Kingdom, UK, will be a good location for a business in the hospitality industry specifically the hotel se...

Thesis Chapter 3 on Outsourcing in the Hotel Industry in UK

Chapter 3 METHODS AND PROCEDURE 	This chapter shall discuss the 	research methods available for the study and what is applicable for it to 	use. Likewise, the chapter shall present how the research will be 	implemented and how to come up with pertinent findings. 	  	Method 	of Research to be Used Research requires an 	organized data gathering in order to pinpoint the research philosophies and 	theories that will be included in the research, the methodology of the 	research and the instruments of data interpretation. In this study, the 	Research Process “Onion” will be utilized so that the findings of the study 	can be thoroughly established. The inner part of the onion describes the 	methodology portion whereas the outer part discusses the strategies that can 	be utilized in interpreting the results of the findings. The descriptive research 	method uses observation and surveys. In this method, it is possible that the 	study would be cheap and quick. It could also suggest unanticipated 	hypotheses. Nonetheless, it would be very hard to rule out alternative 	explanations and especially infer causations. Thus, this study will use the 	descriptive approach. This descriptive type of research will utilize 	observations in the study.  To illustrate the descriptive type of research, 	Creswell (1994) will guide the researcher when he stated: Descriptive method 	of research is to gather information about the present existing condition.  	The purpose of employing this method is to describe the nature of a 	situation, as it exists at the time of the study and to explore the cause/s 	of particular phenomena. The researcher opted to use this kind of research 	considering the desire of the researcher to obtain first hand data from the 	respondents so as to formulate rational and sound conclusions and 	recommendations for the study. 	The research described in this document is partly based 	on quantitative 	research methods. This permits a flexible and iterative approach. During 	data gathering the choice and design of methods are constantly modified, 	based on ongoing analysis. This allows investigation of important new issues 	and questions as they arise, and allows the investigators to drop 	unproductive areas of research from the original research plan. 	This study also employs qualitative research method, 	since this research intends to find and build theories that would explain 	the relationship of one variable with another variable through qualitative 	elements in research. These qualitative elements does not have standard 	measures, rather they are behavior, attitudes, opinions, and beliefs. 	 	Furthermore, as we define the qualitative research it is 	multimethod in focus, involving an interpretative, naturalistic approach to 	its subject matter. This means that qualitative researchers study things in 	their natural settings, attempting to make sense of, or interpret phenomena 	in terms of the meanings people bring to them. Accordingly, qualitative 	researchers deploy a wide range of interconnected methods, hoping always to 	get a better fix on the subject matter at hand. 	  The 	Data Gathering Method 	The study shall use questionnaires and 	interviews to gather pertinent data. Moreover, the researcher shall also use 	previous studies and compare it to its existing data in order to provide 	conclusions and competent recommendations.   	Database of the study 	The primary source of data will come 	from a questionnaire and interviews conducted by the researcher. The primary 	data frequently gives the detailed definitions of terms and statistical 	units used in the survey. These are usually broken down into finer 	classifications. 	The secondary sources of data will come from published 	articles from social science journals, theses and related studies on hotel 	management and skills training. Acquiring secondary data are more convenient 	to use because they are already condensed and organized. Moreover, analysis 	and interpretation are done more easily. 	For this research design, the researcher will gather 	data, collate published studies from different local and foreign 	universities and articles from social science journals; and make a content 	analysis of the collected documentary and verbal material.  Afterwards, the 	researcher will summarize all the information, make a conclusion based on 	the null hypotheses posited and provide insightful recommendations on the 	dealing with outsourcing of hotels in UK. 	The general population for this study 	will be composed of selected managers of hotels, numbering ninety (90), 	based on the United Kingdom. 	  	Sampling 	Technique 	First, a self-administered questionnaire 	containing 18 to 20 questions and shall be filled out by the respondents. 	Another set of questionnaires will be prepared for the interview of experts 	in skills training in the hotel and hospitality industry. Ideally, the 	respondents will grade each statement in the survey-questionnaire using a 	Likert scale, with a five-response scale wherein respondents will be given 	five response choices. 	 	The equivalent weights for the answers will be: 	 	Range                                                            	Interpretation 	      4.50 – 5.00 	                                                   Strongly Agree 	 	3.50 – 4.00   	                                                 Agree 	2.50 – 3.49  	                                                  Uncertain 	1.50 – 	2.49                                                    Disagree          	 0.00 – 	1.49                                                    Strongly Disagree 	The researcher opted to use the questionnaire as a tool 	since it is easy to construct having the rules and principles of 	construction are easy to follow. Moreover, copies of the questionnaire could 	reach a considerable number of respondents either by mail or by personal 	distribution. Generally, responses to a questionnaire are objectified and 	standardized and these make tabulation easy. But more importantly, the 	respondents’ replies are of their own free will because there is no 	interviewer to influence them. This is one way to avoid biases, particularly 	the interviewers’ bias. 	Validity of the Data 	For validation purposes, the 	researcher will initially submit a sample of the set of survey 	questionnaires and after approval; the survey will be conducted to five 	respondents.  After the questions were answered, the researcher will ask the 	respondents for any suggestions or any necessary corrections to ensure 	further improvement and validity of the instrument.  The researcher will 	again examine the content of the interview questions to find out the 	reliability of the instrument.  The researchers will exclude irrelevant 	questions and will change words that would be deemed difficult by the 	respondents, to much simpler terms. 	  	 	Administration of the Instrument 	The researcher will exclude the five 	respondents who will be initially used for the validation of the 	instrument.  The researcher will also tally, score and tabulate all the 	responses in the provided interview questions. Moreover, the interview shall 	be using a structured interview. It shall consist of a list of specific 	questions and the interviewer does not deviate from the list or inject any 	extra remarks into the interview process. The interviewer may encourage the 	interviewee to clarify vague statements or to further elaborate on brief 	comments. Otherwise, the interviewer attempts to be objective and tries not 	to influence the interviewer’s statements. The interviewer does not share 	his/her own beliefs and opinions. The structured interview is mostly a 	“question and answer” session. 	  	 	Statistical Treatment of the Data 	When all the 	survey questionnaire will have been collected, the researcher will use 	statistics to analyse all the data. 	 	The statistical formulae to be used in the survey questionnaire will be the 	following: 	 	 	1.     	 	 	Percentage – to determine the magnitude of the responses to the 	questionnaire. 	 	            n 	 	% = ——– x 100        ;           n – number of responses 	 	            N                                 N – total number of 	respondents 	 	  	 	  	 	  	 	2.     	 	Weighted Mean 	 	  	 	            f1x1 + f2x2  + f3x3 	+ f4x4  + f5x5 	 	x= ———————————————  ; 	 	                        xt 	 	  	 	where:            f – weight given to each response 	 	                        x – number of responses 	            xt 	– total number of responses 	The researcher 	will be assisted by the SPSS in coming up with the statistical analysis for 	this study.   References: Bassi, L.J., & Van Buren, M. (1999). “Sharpening the Leading Edge,” Training and Development Journal, 53: 22-33. Bowers, N. & Swaim, P. (1994) Recent Trends in Job Training. Contemporary Economic Policy, Vol. XII. British Hospitality Association (2002) British Hospitality Association’s Chief Executive Industry Revies—2002. Accessed at [www.bha-online.org.UK]. Accessed on [04/09/03]. Buckley, P.A. (1996). “Nonpermanent Work Arrangements and Outsourcing,” Manufacturers Alliance Economic Report, ER-388-December. Creswell, J.W. (1994) Research design. Qualitative and quantitative approaches. Thousand Oaks, California: Sage. Greer, CR., Youngblood, S.A., & Gray, D.A. (1999). “Human Resource Management Outsourcing: The Make or Buy Decision,” Academy of Management Executive, 13: 85-96. Kapp, K.M. (2000). “Moving Training to the Strategic Level With Learning Requirements Planning,” National Productivity Review, 19: 27-33. Lovegrove, N. C. et al. (1998) Why is labor productivity in the United Kingdom so low? The McKinsey Quarterly, No. 4. Rowley, G. et al. (2003) Employers skill survey: Case study-Local and central government. Employment Studies Research Unit, Bristol Business School, University of the West of England, Coldharbour Lane, Bristol. Teixeira, R. A. & Mishel, L. (1993) Whose skills shortage – workers or management? Issues in Science and Technology, Vol. 9, Summer.   Credit:ivythesis.typepad.com

Thesis Chapter 3 on Outsourcing in the Hotel Industry in UK

Chapter 3 METHODS AND PROCEDURE This chapter shall discuss the research methods available for the study and what is applicable for it t...

Thesis Chapter 3 on Outsourcing in the Hotel Industry in UK

Thesis Chapter 3 on Outsourcing in the Hotel Industry in UK

Chapter 3 METHODS AND PROCEDURE This chapter shall discuss the research methods available for the study and what is applicable for it t...

Change Management in 3 Star Hotels in UK: Case of Peel Hotel group

Change Management in 3 Star Hotels in UK    Management contracts are very much sought for in the hotel industry these days.  When the real estate markets started collapsing, more companies sought management contracts rather than outright buy hotels.  One such example of this is the Peel Hotel group in the United Kingdom.  Peel Hotel is a well known hotel chain which own and operate 4-star hotels in various areas of the United Kingdom. Peel Hotels owns and operates nine four-star hotels. It was set up in 1997 by Robert Peel, the son of a restaurateur, shortly after he quit his role as chief executive of Thistle Hotels, which was then the second-largest hotel group in Britain after Forte. Peel and his brother Charles hold more than 50% of the equity in the AIM-listed company. Peel Hotels comprises of the following properties: <ul type="disc" style="margin-bottom: 0in"> <li class="MsoNormal" style="line-height: 200%"> 	 	 	Bull Hotel, Peterborough</li> <li class="MsoNormal" style="line-height: 200%"> 	 	 	Caledonian Hotel, Newcastle Upon Tyne</li> <li class="MsoNormal" style="line-height: 200%"> 	 	 	Cosmopolitan Hotel, Leeds</li> <li class="MsoNormal" style="line-height: 200%"> 	 	 	Crown & Mitre Hotel, Carlisle</li> <li class="MsoNormal" style="line-height: 200%"> 	 	 	George Hotel, Wallingford</li> <li class="MsoNormal" style="line-height: 200%"> 	 	 	King Malcolm Hotel, Dunfermline</li> <li class="MsoNormal" style="line-height: 200%"> 	 	 	Midland Hotel, Bradford</li> <li class="MsoNormal" style="line-height: 200%"> 	 	 	Norfolk Royale Hotel, Bournemouth</li> <li class="MsoNormal" style="line-height: 200%"> 	 	 	Strathdon Hotel, Nottingham</li> </ul> In September of 1998, Peel Hotels floats on the Alternative Investment Market. It also wins the management contract for 29 smaller, provincial, three-star Thistle Hotels bought by Grace Hotels, a subsidiary of investment bank Lehmann Brothers, for £62.7m. They are gradually sold off, with most of them changing hands after 2000. Thistle Hotels is a UK-based hotel company with a portfolio of 33 hotels, operating in the three and four star sector. It is the sixth largest hotel chain in the UK by bedroom numbers (10,000), but the largest hotel chain in London.  Thistle hotel locations are in many superb city centre locations, including eleven in central London.   Thistle hotels are part of Guoman Hotel Management (UK) Limited operating a number of hotels throughout the UK. Guoman Hotels Group Limited is the principal investment of Guocoleisure limited an investment holding company with its primary listing on the Singapore Stock Exchange, and secondary listings on the London and New Zealand exchanges. Guocoleisure became majority owned by the Guoco Group in October 2005. The Guoman Hotels Group owns leases or manages 38 hotels in the United Kingdom. All are full service hotels, catering for both business and leisure travelers, with industry leading EBITDA conversions.  (Thistle hotels) One interesting facet about this management deal between Peel Hotels and Thistle Hotels is that Robert Peel was associated with Thistle Hotels for a number of years.  It was in 1997 that Robert Peel was forced to resign his position as Chief Executive as Thistle Hotels failed to maintain its profit growth.  The company was also criticized for holding on to many of its lesser quality hotels while at the same time not joining in the technological innovations which hotels went through in the 1990’s.  The company’s share price slipped and this led to Peel’s demise. The management deal taken over by Peel hotels was the result of a decision by Thistle to rationalize its portfolio and concentrate on building up its chain of branded hotels instead.  The properties being sold range from the Mercury Hotel in Fort William to the Astor in Plymouth.  Peel’s new company, Peel Hotels, floated on the Alternative Investment Market in March, will run the hotels under an “incentivized management arrangement”, with the option to buy two of them, in Leeds and Newcastle- upon-Tyne.   the former chief executive of Thistle Hotels, returned to familiar haunts with a deal that gives him management control of a third of his old firm’s portfolio.  (Cope, Nigel)  One can say that Peel came full circle. References: Cope, Nigel.  Peel to run hotels in pounds 66m buyout.  The Independent.  4 September, 1998.  Retrieved 25 June, 2011 from http://www.independent.co.uk/news/business/peel-to-run-hotels-in-pounds-66m-buyout-1195879.html Peel Hotels Company Profile.  Caterer search.com  Retrieved 25 June, 2011 from http://www.caterersearch.com/Companies/33811/peel-hotels.html Peel Hotels.  Retrieved on 25 June, 2011 from http://www.peelhotels.co.uk/ Thistle Hotels.  Wikipedia.  Retrieved 25 June, 2011 from http://en.wikipedia.org/wiki/Thistle_Hotels Credit:ivythesis.typepad.com

Change Management in 3 Star Hotels in UK: Case of Peel Hotel group

C hange Management in 3 Star Hotels in UK Management contracts are very much sought for in the hotel industry these days. When the...