“A job well done”: hospitality managers and success

Abstract

Looks at the different perceptions of success held by hospitality managers, as gauged by a survey undertaken early in 1994. Analyses the tensions between the various perspectives and relates them to their institutional settings and the personal characteristics of managers. Rather than developing an objective classification of “success”, suggests that the variety and conflicts between different perspectives should be recognized and acknowledged, and that there is no one “correct” definition of good job performance.

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