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Human resources management and the impact of the restaurant opening hours: an exploratory study

dc.contributor.authorAzevedo, Daniel
dc.contributor.authorSilva, Susana
dc.date.accessioned2024-03-13T14:23:45Z
dc.date.available2024-03-13T14:23:45Z
dc.date.issued2024
dc.description.abstractThe hospitality sector is struggling with a generalized shortage of manpower to cope with the post-pandemic economic recovery. Furthermore, the work-life balance has become a very important issue when it comes to choose a place to work. This has been creating huge constraints in the hospitality industry in running and/or developing new businesses due to lack of qualified human resources. Considering the importance of this sector in the Portuguese economy, it is of paramount importance to better understand the origin of such constraints and how businesses can adapt to a new labour market reality. An exploratory study was conducted to understand how restaurant opening hours, as a top-level management decision, affects the work-life balance in the industry thus contributing to enrich the attractiveness of the jobs offered. To develop the study two groups of restaurants were studied. The first group is comprised of limited opening-hours restaurants, and the second group (as a control group), a non-limited opening hours restaurant. Semi-structured interviews were conducted with proprietors and/or top-level managers to ascertain how the decision on opening hours was weighed in the work-life balance concerns and what are the most important managerial implications, business profitability impacts, and staff retention indicators. Preliminary results seem to indicate that restaurant opening hours are one important top-level management decisions and the work-life balance has played a crucial role in the definition of the business model of the studied restaurants. By choosing limited opening hours, managers are able to schedule staff much easier and respect, as much as possible their work-life balance which then contributes to a more stable and motivated workforce. The results also show that this is only possible because restaurants manage to be profitable within the limited opening hours period. Further studies should be conducted to better understand how these new business model approaches could be used in larger-scale restaurants with non-limited opening hours.pt_PT
dc.description.versioninfo:eu-repo/semantics/publishedVersionpt_PT
dc.identifier.doi10.34190/ictr.7.1.2150pt_PT
dc.identifier.urihttp://hdl.handle.net/10400.22/25166
dc.language.isoengpt_PT
dc.publisherAcademic Conferences International Limitedpt_PT
dc.relation.publisherversionhttps://papers.academic-conferences.org/index.php/ictr/article/view/2150pt_PT
dc.subjectHuman resourcespt_PT
dc.subjectOpening hourspt_PT
dc.subjectWork-life balancept_PT
dc.subjectRestaurantpt_PT
dc.titleHuman resources management and the impact of the restaurant opening hours: an exploratory studypt_PT
dc.typeconference object
dspace.entity.typePublication
oaire.citation.conferencePlaceCape Town, South Africapt_PT
oaire.citation.endPage27pt_PT
oaire.citation.issue1pt_PT
oaire.citation.startPage19pt_PT
oaire.citation.titleProceedings of the 7th International Conference on Tourism Researchpt_PT
oaire.citation.volume7pt_PT
person.familyNameAzevedo
person.familyNamesilva
person.givenNameDaniel
person.givenNamesusana
person.identifier.ciencia-idE919-5466-E4F7
person.identifier.ciencia-idA71E-FBE0-F333
person.identifier.orcid0000-0003-1236-5261
person.identifier.orcid0000-0003-4760-7662
person.identifier.ridE-8423-2017
person.identifier.scopus-author-id57203104518
rcaap.rightsopenAccesspt_PT
rcaap.typeconferenceObjectpt_PT
relation.isAuthorOfPublicationbc11fc1a-4d6a-43f2-99f0-5290c01a1451
relation.isAuthorOfPublication19ab22db-78fa-4948-b820-434b46de1d9b
relation.isAuthorOfPublication.latestForDiscovery19ab22db-78fa-4948-b820-434b46de1d9b

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