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This paper examines hotel renovation practices within the context of new product development. It reports the results of qualitative empirical research on the renovation practices adopted by three star hotels, and the perception of owners/operators in that sector. This paper reports the findings from interviews with three star hotel owners. These indicate that there is an unwritten and informal process for renovation in three star hotels. in general, the scale and nature of renovations are limited in these hotels due to insufficient finances. The findings seem to indicate that three star hotel owners do not use renovation as a marketing tool due to external factors. Owners believe that these factors are most likely to be the same problems faced by three star resort hotels throughout Egypt because the rules and ethics of hotel business are almost the same all over Egypt. [ABSTRACT FROM AUTHOR]

This study was undertaken to identify employee recruitment and retention issues in the New Zealand hotel industry and how and if Strategic Human Resource Management (SHRM) took place. Questionnaires were sent to 67 human resource managers of hotels who maintained hotels in excess of 75 rooms and had associated food and beverage operations. In total this involved 4,886 rooms and 2,163 equivalent fulltime employees, geographically spread throughout New Zealand. While more hotel jobs are being created, results indicate the number of applicants to jobs and caliber of applicants is dropping. Housekeeping and food and beverage positions are the highest turnover positions while qualified chefs are difficult to find. Strategic human resource planning is only undertaken by 59% of hotels and the image of the hotel industry appears negative to the external labour market. [ABSTRACT FROM AUTHOR]