Editorial Board   Guest Author

Ms. Noone

Breffni Noone

Associate Professor, School of Hospitality, The Pennsylvania State University

Breffni M. Noone is an Associate Professor at the Pennsylvania State University School of Hospitality Management where she teaches courses in revenue management and service operations management. Before joining the Pennsylvania State University, she held a visiting professor position in the School of Hotel Administration at Cornell University, and was on faculty at the Dublin Institute of Technology, Ireland. Dr. Noone earned her doctorate from Cornell University. She also holds an M.B.S. from Dublin City University, Ireland and a B.Sc. (Mgmt.) from Dublin University, Trinity College, Ireland. Dr. Noone is the recipient of outstanding teaching, research, and advising awards. She was honored with the Penn State College of Health and Human Development Teaching Excellence Award in 2013 and 2016, the National Society of Leadership and Success Excellence in Teaching Award in 2012, and the Penn State College of Health and Human Development Alumni Award for Teaching Excellence in 2010. In 2012, she received the Journal of Hospitality & Tourism Research Article of the Year Award, and was recognized with the Penn State Schreyer Honors College Excellence in Advising Award in 2014. Dr. Noone's research interests include revenue management and pricing in the restaurant, hotel, and golf industries. Most recently, her research has focused on the influence of non-price information, including user-generated content and images, on consumer reaction to hotel prices. Her work has been published in journals such as Journal of Revenue and Pricing Management, Cornell Hospitality Quarterly, Journal of Service Management, International Journal of Hospitality Management, and Journal of Hospitality & Tourism Research. She has authored several book chapters, and national and international conference papers. She currently serves on the HSMAI Revenue Management Advisory Board for the Americas, on the editorial boards of the Journal of Revenue and Pricing Management and the International Journal of Hospitality Management, and as an associate editor for the Journal of Hospitality and Tourism Research. She also serves as a revenue management consultant to hospitality enterprises and provides executive education programs in revenue management in the U.S. and Europe.

Please visit http://www.psu.edu for more information.

Ms. Noone can be contacted at 814-865-7128 or bmn2@psu.edu

Coming up in March 2019...

Human Resources: An Era of Transition

Traditionally, the human resource department administers five key areas within a hotel operation - compliance, compensation and benefits, organizational dynamics, selection and retention, and training and development. However, HR professionals are also presently involved in culture-building activities, as well as implementing new employee on-boarding practices and engagement initiatives. As a result, HR professionals have been elevated to senior leadership status, creating value and profit within their organization. Still, they continue to face some intractable issues, including a shrinking talent pool and the need to recruit top-notch employees who are empowered to provide outstanding customer service. In order to attract top-tier talent, one option is to take advantage of recruitment opportunities offered through colleges and universities, especially if they have a hospitality major. This pool of prospective employees is likely to be better educated and more enthusiastic than walk-in hires. Also, once hired, there could be additional training and development opportunities that stem from an association with a college or university. Continuing education courses, business conferences, seminars and online instruction - all can be a valuable source of employee development opportunities. In addition to meeting recruitment demands in the present, HR professionals must also be forward-thinking, anticipating the skills that will be needed in the future to meet guest expectations. One such skill that is becoming increasingly valued is “resilience”, the ability to “go with the flow” and not become overwhelmed by the disruptive influences  of change and reinvention. In an era of transition—new technologies, expanding markets, consolidation of brands and businesses, and modifications in people's values and lifestyles - the capacity to remain flexible, nimble and resilient is a valuable skill to possess. The March Hotel Business Review will examine some of the strategies that HR professionals are employing to ensure that their hotel operations continue to thrive.