| 122888 | Critical Success Factors for Guided Tours in the Western Cape Province of South Africa | Hill Keano Lyle
Bama Hilary | 2022 | | This study considers tourists' perspectives on the Critical Success Factors for guided tours in the Western Cape
Province of South Africa. Guided tours and tourism destinations are inseparable, with such guided tours often
being sought after for their power to improve tourist satisfaction and envisioned to enhance visitors' experience
and impact tourism growth at destinations. The success of such guided tours is often premised on several factors,
which when present, would influence visitors' propensity to recommend, revisit and make future destination
choices. Such factors play a critical role in determining whether visitors would consider guided or self-led
excursions. Understanding the Critical Success Factors for guided tours is essential as it makes it easier for tourism
suppliers to channel efforts toward tourist satisfaction. Using a structured questionnaire, 451 tourists participating
in guided tours in the Western Cape Province of South Africa were surveyed to ascertain the Critical Success
Factors for guided tours. The study revealed that safety, knowledgeable guides, and pricing remain critical in the
success of guided tours. The study highlights the critical factors considered essential for the success of guided
excursions and the areas that require improvement. Following an analysis of the study’s findings,
recommendations for effective guided tours for the tourism industry were proposed. | | Journal Article | | N4FUYHAX2DSF-245590710-117 | http://sp19prd01:8100/ResearchRepo/Shared%20Documents/Critical%20factors%20report%20Hill_Keano.pdf?csf=1&e=QhCwPi | | Dissertation | | | | | | | | 2022/10/05 09:04:24 | African Journal of Hospitality, Tourism and Leisure. ISSN: 2223-814X August 2022, Vol 11, No 4, pp. 1502-1519 1502 AJHTL Open Access - Online @ www.ajhtl.com | | http://sp19prd01:8100/ResearchRepo/Shared Documents/Forms/AllItems.aspx | pdf | False | pdf | |
| 122897 | Tourism Policy Development and Implementation in the Eastern Cape Province, South Africa: Does Local Stakeholder Involvement Count? | Silwana Monwabisi
Dube Cynthia Nokubonga
| 2022 | | Municipalities are at the lowest level of Government, and it
is where the actual implementation of tourism policies takes
place. District municipalities and communities globally
often face poorly planned development projects resulting
from inefficient and ineffective policy and planning
implementation. One of the reasons for this is that there
is, at times, a lack of participation by key stakeholders.
The success of tourism development policies and their
implementation rests on the involvement of all relevant
stakeholders. This study adopted a qualitative research
approach whereby purposive and snowball sampling
methods were used to identify the research sample
from the research population. The research population
included the district municipality staff, regional and local
tourism organisations, also known as tourism forums,
tourism development agencies, and the rural planning
and economic development departments. Consequently,
fourteen (14) semi-structured interviews were conducted
with key stakeholders from the district municipality, local
municipalities, tourism organisations and Eastern Cape
Parks Tourism Agency. A thematic analysis technique was
used to analyse the data. This study focused on stakeholder
involvement in the development and implementation of
tourism policies in the O.R Tambo District Municipality
(ORTDM). The key findings from the study revealed that
there is a lack of stakeholder collaboration in development
and the implementation of tourism-related policies in
ORTDM. | | Journal Article | | N4FUYHAX2DSF-245590710-118 | | | | | | | | | | | 2022/12/30 16:54:37 | District municipalities and communities globally often face poorly planned development projects resulting from inefficient and ineffective policy and planning implementation | | http://sp19prd01:8100/ResearchRepo/Shared Documents/Forms/AllItems.aspx | pdf | False | pdf | |
| 122900 | Management’s Perceptions of Effective Employee Reward Systems at Selected Five-Star Hotels in the Cape Town Central Business District | Mzukisi Cwibi | 2022 | | Companies seek to maintain a competitive advantage in the marketplace. One of the
means to achieve competitive advantage is to employ people who are motivated to
perform their duties to the best of their abilities. Motivational programmes and
practices should therefore form part of a company’s human resource strategy.
Rewards are among the many ways of motivating employees to act in accordance with
organisational goals. This study explores management’s perceptions of effective
reward systems for employees at selected five-star hotels in the Cape Town central
business district (CBD).
An exploratory research design was adopted, customary in cases where the problem
must be defined more precisely before an approach can be developed. The study
made use of semi-structured interviews to collect qualitative data on rewards systems
in the selected five-star hotels in line with the research objectives. Fourteen interviews
with managers working in five-star hotels were conducted. The non-probability
sampling method of purposive and convenience sampling was applied to select
participants working in top management in the administrative departments of the
hotels. Analysis of the interview data was guided by Creswell’s six-step methodology,
in terms of which the interviews were initially recorded, transcribed and presented in
narrative form.
The findings of the study indicated that five-star hotels use extrinsic reward systems
(commission, salary increase, cash, shopping vouchers, provident fund, bonus) and
intrinsic reward systems (appreciation/praise, training, birthday gifts/presents,
recognition, employee of the month, complimentary stay, positive feedback from
superiors, mentoring, meal voucher, delegation). The study revealed that employees
prefer extrinsic to intrinsic rewards.
The study revealed that the rewards system attracts, keeps and motivates employees
to perform consistently at optimal levels. The absence of a rewards system leads to
demoralised employees, poor performance, low productivity, staff turnover, and
negative attitudes and behaviour. According to results of the study, the researcher
recommends that managers implement balanced and effective rewards, both intrinsic
and extrinsic, as employees are the most precious asset of an organisation. Hotel
establishments should also invest in educating their employees to improve their work
environments. This is to ensure that employees value non-financial rewards as much
as they value financial rewards. | Cape Peninsula University of Technology | Dissertation | | N4FUYHAX2DSF-245590710-121 | | | | | | | | | | | 2023/03/31 06:54:02 | MANAGEMENT’S PERCEPTIONS OF EFFECTIVE EMPLOYEE REWARD SYSTEMS AT SELECTED FIVE-STAR HOTELS IN THE CAPE TOWN CENTRAL BUSINESS DISTRICT A dissertation submitted in fulfilment of the | | http://sp19prd01:8100/ResearchRepo/Shared Documents/Forms/AllItems.aspx | pdf | False | pdf | |