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Given the principal characteristics of hotel and catering industry employment – low pay, low job security, high labour turnover, often arbitrary management – it is a matter of some interest that the industry is unionized to only a limited extent. Offers a brief summary of the principal reasons advanced for explaining low unionization in the industry before proceeding to focus on the attitudes of hotel managers towards these explanations. Reports research based on interviews with managers in Scotland, during which individuals were asked to respond to a range of points with a view to ascertaining the continuing relevance or otherwise of the findings of previous research. Principal findings are that a tension exists between a general, if reluctant, acceptance of the need, by managers, for union representation in the industry and a belief in their own managerial efficacy which makes unions irrelevant to their particular circumstances.

A few years ago, some forty years after the beginning of the first hotel and catering course in a United States University, almost simultaneously two such degree courses were established at British Universities — at the University of Strathclyde in Scotland and at the University of Surrey in England. This paper first describes the origin, background and structure of the two degrees. Secondly, it discusses briefly the concept of University education in this field.

Hotel groups have expanded extensively over recent years, with key players now operating on a global basis. Presents a critical evaluation of the literature relating to the internationalization of hotel groups and previous success studies and prescriptive strategic management models in relation to multinational hotel groups. Addresses issues which include the measurement of internationalization, overreliance of profitability as a single measure of success and the dominance of western business cultures. Forwards proposals for a research framework designed specifically to investigate success in international hotel groups and to emphasize the need for “holistic” approach. Recognizes the need to research success using a multidisciplinary framework.

Addresses the workplace issues posed by HIV/AIDS within the hotel and catering industry. In particular, examines the theoretical risks which may be peculiar to organizations in this industrial sector. Suggests that the “objective” risk assessment provided by “experts” is not necessarily accepted nor understood by all employees. Develops a model of risk assessment which takes account of perceived risk, reflecting subjective and organizational influences to provide an adequate understanding of likely employee responses. Uses the model to interpret data from a small survey of hotel and catering management trainees and uses the results to point to areas of further research and to matters which merit further discussion by hotel and catering employers.

The industrial placement is a crucial part of any hotel and catering sandwich course. The article examines the views of college staff, students and industry about such placements.

Summarizes the Commission for Racial Equality′s (CRE) formal investigation into recruitment and selection in the UK hotel industry. Explains why the Commission was interested in the hotel industry and discusses the importance of the hotel industry to the UK economy. The rationale for the research method which determined a sample of 117 hotels is proposed and a summary of the major findings is included. The results of the survey concluded that, in general, the UK hotel industry has taken few initiatives towards equality of opportunity and that suitably qualified ethnic minority applicants do not apply for careers in hotel management.

The 1995 Food Hygiene Regulations can be seen either as a problem for the hotel and catering industry or as an opportunity to put into place an acceptable hygiene model that is going to remove the confusion caused by the 1990s legislation. However, to achieve this, the proposals must be founded on scientific data and the Joint Hospitality Industries Congress must be prepared to take on the appropriate government body if it finds that its recommendations are being subjected to unacceptable modifications. It is also important for the hotel and catering industry to maintain a recognized forum to influence future legislation.

The hotel controller′s role has changed substantially over recent years, largely as a result of the economic recession, for which new skills and knowledge are required. Focuses on the lack of education and training for those currently in employment within the industry: current industry attitudes (as an effect of the recession) towards education; and training emphasizing expenditure on statutory items rather than on management development. Identifies a gulf between controllers and their head office superiors. Controllers indicated that their stated needs for training and education were not being met, whereas their superiors considered that the onus was on the controllers to be proactive in their own self‐development.

The labour market experience of graduates and diplomates is a subject currently being explored in the United Kingdom. Reports on the findings of a study undertaken in Northern Ireland with special reference to the hospitality industry. Examines graduate and diplomate opinions on the preparatory value of hospitality management courses and their perception of job quality. Found that graduates in particular feel overqualified because of a lack of opportunity to implement their knowledge and skills acquired and developed in higher education. Part of the problem appears to lie with the conflicting expectations of graduates and employers in the hospitality industry and argues that this could be overcome by forging greater links between the educators and employers. As one of the major challenges of the 1990s is the recruiting and retaining of graduates, hospitality employers must offer training which builds on the foundation laid in higher education.

The term “budget” hotel has become a buzz word in the hotel and catering industry. It is argued that it is a misnomer as it implies a homogeneous product when, in fact, “budget” hotels are highly segmented. The major segments are identified and the implications of “budget” concepts for hotel companies and their customers considered.