Dr Anthony Brien | Lincoln University NZ (original) (raw)

Papers by Dr Anthony Brien

Journal of Quality Assurance in Hospitality & Tourism

Journal of Human Resources in Hospitality & Tourism, 2019

Dubai brands itself as an international leisure and business center and home to the luxury hotel ... more Dubai brands itself as an international leisure and business center and home to the luxury hotel market. While hotel growth has been, and continues to be rapid, little is known about hotel employees, their demographics or how they feel about working in this industry. This article reports the findings of what is the first review of Dubai hotel human capital, noting there are significant difference in workforce demographics to other countries, for example, it is male dominated, highly educated, and employees note positive levels of organizational social capital. It also highlights potential challenges going forward.

International Journal of Productivity and Performance Management, 2018

Purpose The purpose of this paper is to examine the effect of multidimensional engagement (job en... more Purpose The purpose of this paper is to examine the effect of multidimensional engagement (job engagement and organization engagement) on retail stores’ performance directly and indirectly through job performance and job satisfaction. Design/methodology/approach Data were collected from frontline retail store employees. A variance-based structural equation modeling (PLS) is used to examine the relationships between multidimensional engagement, job performance, job satisfaction, and store performance. The bootstrap method was applied to examine the mediation role of job performance and job satisfaction. Findings This study supports the existence of a multi-dimension engagement consisting of job engagement and organization engagement and the relationship between these engagements. Further, this study reveals that job engagement and organization engagement are important determinants of store performance. Practical implications This study provides an avenue for retail store managers to ...

International Journal of Quality and Service Sciences, 2018

PurposeThis study aims to examine a creative attraction loyalty model which includes experience q... more PurposeThis study aims to examine a creative attraction loyalty model which includes experience quality, satisfaction and motivation and to assess the model’s applicability in terms of customer attraction, namely, tourists and residents.Design/methodology/approachThe data collection was conducted at four culture-based attractions in Bandung, Indonesia. Self-administrated questionnaires were distributed to visitors after they experienced the attraction. In total, 415 useful questionnaires were collected. The hypotheses developed were examined using partial least square structural equation modelling.FindingsThis study reveals a significant effect of experience quality on both satisfaction and attraction loyalty. Moreover, the effect of motivations on satisfaction and loyalty is partially supported, as only the pull motivation factor has a significant effect on satisfaction. Finally, this study reveals that the proposed attraction loyalty model is insignificant in terms of difference b...

EuroCHRIE 2018, Sep 6, 2019

This response is specific to Section 6.7: Funding to address pressures from tourism. “The Governm... more This response is specific to Section 6.7: Funding to address pressures from tourism. “The Government should legislate to enable councils in tourist centres to choose to implement accommodation levies to recover the tourism-induced costs of providing local mixed-use facilities not otherwise charged for. Councils in tourist centres should make greater use where possible of user pays for mixed-use facilities.” Introduction: It is without doubt that local government infrastructure has been, and will continue to be impacted by tourism, and to ensure that local residents are not the full bearers of the costs of providing the infrastructure (more than for their own needs), new funding mechanisms need to be found. The question is not what has to be done (more funding needs to be raised), but how the funding is secured and who should pay. This response disagrees with the Productivity Commissions R6.7: that Government should legislate to enable councils in tourist centres to choose to implement accommodation levies to recover the tourism-induced costs of providing local mixed-use facilities not otherwise charged for. The rationale for this disagreement is summarised below, and expanded in the following Sections: 1. Such levies, otherwise known (and accepted) as a ‘bed-tax’, does not meet the New Zealand Broad Based Low Rate (BBLR) framework for taxation. 2. The era bed-taxes were created (1946), including the intention of bed-taxes and use of its raised funds is not relevant today. 3. New Zealand’s Tourism Satellite Account (TSA) is not being used to its full effect, that is, the TSA highlights where ‘tourists’ (argued in the Productivity Commissions Report as being the impactor on LGA infrastructure) spend their money, noting that on average 10.17% is spent in commercial accommodation (2019). 4. Requiring one private sector industry to take on the burden of collecting funds on behalf of local government is inequitable. 5. Bed-taxes have a negative impact on hotels in terms of reducing occupancy, revenue and business value. 6. No economic-impact analysis has been undertaken to understand the affect such a tax will have on a local environment. 7. Bed-taxes cannot be ‘fully’ passed on to the customer; the tax is ‘shared’ by the customer and the commercial accommodation operator which is a biased burden on one sector and does not meet the principles of the New Zealand tax system. 8. In making Recommendation 6.7 the Productivity Commissions report does not present any robust, objective and credible research to support this recommendation which undermines the credibility of the recommendation. 9. Recommendation 6.7 does not meet the New Zealand Principles of Local Government Funding and Financing: Coherent, Equitable and fair, and Sustainable (Productivity Commission 2019, Box 0.1, p. 1). There is no perfect solution to the challenge; however, whatever solution is arrived at must be the most equitable, efficient, etc. as possible - the least imperfect solution. The total tourism is part of this problem and is therefore part of the solution. This communication re-presents a solution to the issue at hand (it formed part of my Submission to the Original Productivity Commission call for input), and asks the Commission to re-consider it as an option going forward. The solution is a Multi-Sector Targeted Tourism Rate (MSTTR) – see Section K; an effective, equitable tool for LGA’s to secure funding that is adequate, stable and predictable revenue over time, and meets the New Zealand Treasury comment on such taxes: ‘a carefully designed charge applied at the local level is more likely to be the more appropriate tool for these localised issues’. (New Zealand Treasury 2017, Framework Note: 8)

Current Issues in Tourism, 2022

2021 IEEE International Conference on Industry 4.0, Artificial Intelligence, and Communications Technology (IAICT), 2021

The objective of this paper is to ascertain the dimensions of virtual reality (VR) experience in ... more The objective of this paper is to ascertain the dimensions of virtual reality (VR) experience in tourism. Past studies on VR experience mainly focus on VR system and VR content with 29 indicators all together. They have not identified yet the underlying dimensions forming VR experience. Driven by this research gap, this study attempts to explore the dimensions of experience in VR tourism. A self-administered questionnaire was distributed online and 396 valid responses were generated from tourists who visited Australian tourism destinations through VR. An exploratory factor analysis was executed to produce new underlying dimensions of VR experience. Then, confirmatory factor analysis was performed to ensure the validity of the new dimensions. The result of the factor analysis shows that five new dimensions are formed, namely; enjoyment and learning, escape, involvement, application, and peace of mind. The result of the confirmatory factor analysis confirms the dimensionality of the VR experience construct. This study contributes to the literature on VR experience and its dimensions.

Current Issues in Tourism, 2020

ABSTRACT This study evaluates the link between tourists’ loyalty toward attractions and destinati... more ABSTRACT This study evaluates the link between tourists’ loyalty toward attractions and destinations in agritourism and associated influential motivation factors. Using data from 413 self-administered questionnaires from six agritourism attractions in Bandung, Indonesia, Partial Least Squares modelling was employed to assess the hypotheses developed. The results reveal the significant impact that experience and satisfaction have on tourist loyalty toward the attraction and agritourism destinations. This study further highlights the indirect effect of both pull and push motivation factors on tourism loyalty toward agritourism attractions and agritourism destinations. Conceptually, this study offers a new understanding of tourist loyalty formation in the growing agritourism context. Managerial implication of these findings is discussed.

ASEAN Journal on Hospitality and Tourism, 2013

This study examines the dimensional structure of the brand loyalty construct in the hotel industr... more This study examines the dimensional structure of the brand loyalty construct in the hotel industry context. Following recent developments in loyalty studies, brand loyalty is proposed as a three-dimensional construct consisting of attitudinal loyalty, conative loyalty, and behavioural loyalty. In addition to directly affecting behavioural loyalty, attitudinal loyalty influences behavioural loyalty indirectly through conative loyalty. This conceptualisation is supported by the statistical analysis and provides an improved of the brand loyalty construct compared to the existing conceptualisations, such as fourstage, three-stage, and two-stage brand loyalty models. This study provides an important contribution in extending an understanding of the complex structure of brand loyalty, especially in a hotel industry context. Attitudinal loyalty, conative loyalty, behavioural loyalty, brand loyalty, hotel industry INTRODUCTION Researchers tend to agree that creating and maintaining brand loyalty with existing customers is critical for the survival of an organisation in a competitive environment. Brand loyalty programs, based on underlying emotional attitudes, can increase business performance due to lower sales and marketing costs, increased price premiums, referrals, and revenue growth (McMullan and Gilmore 2008). Further, loyal customers have fewer reasons to engage in an extended information search among alternatives, thus reducing the probability of them switching to other brands (Gounaris and Stathakopoulos 2004). Marketers must understand the nature and dimensionality of brand loyalty, due to the importance of having loyal customers (Oliver 2010). Service firms should also measure the right components of loyalty in their attempt to indentify loyal customers and reward the right customer behaviours when designing loyalty programs (Jones and Taylor 2007). Considering the importance of brand loyalty, numerous studies have been devoted to understanding the brand loyalty phenomena over the past three decades (Bandyopadhyay and Martell 2007). As a result, the conceptualisation and measurement of brand loyalty have become increasingly complex and recent studies tend to acknowledge that brand loyalty is a multi-dimension construct (Back 2005; Han, Kwortnik et al. 2008; Oliver 2010). Although marketers need to understand the structure of brand loyalty, little work has been done to further advance the theoretical formation of brand loyalty (Lee, Graefe et al. 2007). Hence, there is debate about which dimensions should be included when

Current Issues in Tourism, 2019

Journal of Hospitality and Tourism Management, 2017

The hotel industry admits to struggling to attract and retain well-qualified, skilled labour; thi... more The hotel industry admits to struggling to attract and retain well-qualified, skilled labour; this article questions if this difficulty is due to internal and external 'image' of the industry. Just over four thousand hotel employees were surveyed on their views of life working in a hotel with results advising that though hotels are not a bad place to work, they are not a good place to work. When this internal view/image merges with the external realities and image characteristics of other job and career options, remuneration (particularly compared with other industries), hours, and turnover, it potentially projects an overall 'negative industry image'. As the international hotel industry continues to grow, the challenge of attracting and retaining employees will be even greater; this article concludes that it is time for the hotel industry to undergo an 'industry-image-makeover'.

Journal of Human Resources in Hospitality & Tourism, 2015

The accuracy of the Content should not be relied upon and should be independently verified with p... more The accuracy of the Content should not be relied upon and should be independently verified with primary sources of information. Taylor and Francis shall not be liable for any losses, actions, claims, proceedings, demands, costs, expenses, damages, and other liabilities whatsoever or howsoever caused arising directly or indirectly in connection with, in relation to or arising out of the use of the Content. This article may be used for research, teaching, and private study purposes. Any substantial or systematic reproduction, redistribution, reselling, loan, sub-licensing, systematic supply, or distribution in any form to anyone is expressly forbidden. Terms &

Apart from young travelers' known preferences on travel patterns and behaviour, very little i... more Apart from young travelers' known preferences on travel patterns and behaviour, very little is known about the factors that influence their commercial accommodation (CA) purchase selections. This should not be the case as the segment is important to the future success and sustainability of the tourism industry, since young travellers tend to travel longer (Ian & Musa, 2008; Richards & Wilson, 2003), wider and farther than other segments (UNWTO, 1991), and hunger for more travel after returning from a trip (Richards & Wilson, 2003). This segment, aged 16-25 years, represents 20 percent of international travellers worldwide, and contributes to a significant income of US$136 billion (UNWTO, 2008) to travel operators.

Putman (1995), Requena (2003) and Brookes & Nafukho (2006) suggest that a positive level of Organ... more Putman (1995), Requena (2003) and Brookes & Nafukho (2006) suggest that a positive level of Organisational Social Capital (OSC) which has the variables of (employee and organisational) commitment, communication, influence, trust and social relations can lead to increased productivity; but what happens when some variables score higher than others and should all variables carry the same level of importance? OSC research conducted in New Zealand hotels in 2011 reports employees (n 509) maintain a moderate level of interpersonal and organisational commitment followed by communication and influence, with trust scoring the lowest. Trust, however, is said to hold a special place in organisational development, it takes time to build and is easily broken (Atkinson & Butcher, 2003; Gilder, 2003; Simons, 2002; Tyler, 2003). Therefore, how does a hotel build trust in the quest of increased productivity as part of overall OSC enhancement? Potentially, organisations with full-time, long-term empl...

In the quest for increased financial productivity the hotel industry has implemented strategies s... more In the quest for increased financial productivity the hotel industry has implemented strategies such as technology, labour-scheduling, systems, etc. however; this research proposes that the single greatest hotel financial productivity gain comes from increased employee commitment and the impact that this has on turnover and associated costs. Commitment as a concept includes elements such as: reduced turnover (Md Zabid Abdul, Sambasivan, & Johari, 2003), an ‘obligation’ that has economic benefits (McDonald & Makin, 2000), a willingness to exerts considerable (extra) effort (Maxwell & Steele, 2003), and lower absenteeism (Maharaj & Schlechter, 2007) to name but a few. While the general literature suggests what commitment is and how it can be enhanced, less is known about what ‘impacts’ commitment in the hotel industry although commitment has been a topic of hotel research (Chew & Wong, 2008; He, Li, & Lai, 2011; Hei & Rahim, 2011; Kazlauskaite, Buciuniene, & Turauskas, 2006). This res...