Abstract
The essay presents considerations of various challenges faced by the hospitality industry in relation to various changes in the population. Demonstrates issues related to decreases and increases in the population, the relative age of the populace, and the expectation that those populations. Impacts that these changes have on the societies in which the hospitality facilities are located are also considered. The essay demonstrates that these challenges can be mitigated by understanding the relationship that the changes in population have with the ability for hospitality managers to provide adequate services to their customers. In understanding the expectations of these populations, they can be better serviced by hospitality administrators.
Keywords: Hospitality, Industry, Population, Society, Economy, Elderly, Disabled
1.1. Introduction
The issue of population within the hospitality industry is important to consider due to the implications that changing populations have on the various services that the industry provides. These services can be effective by both increases and decreases in population as well as changes in the makeup of the population's demographics. The implications of changing populations can be understood through examination of a case study involving changes in population in rural areas and the effect that this has had on their hospitality industries. Furthermore, an understanding of how increases in population can effect local ecosystems can help hospitality managers effectively manage available resources. Analysis of the impact of population can also help to develop an understanding of the relative social costs of hospitality services. A major issue in regards to hospitality management is the increasingly large proportion of elderly seeking these services in relation to those that are able to provide service. Finally, in understanding the changing expectations of these populations, a better understanding of the most effective solutions can help to ground the industry in more effective policies.
2.1. Impact of Population on Hospitality Services: A Case Analysis
This case study looks at an example of how the changing population has had an effect on the hospitality industry. This particular situation describes “a working cattle ranch that encompasses over 100,000 acres has diversified their agricultural operation to include hunting” (Cordero 2010, p. 2). This study demonstrates the impact that population changes can have on the hospitality industry and the way that providing more flexible services can help to establish a stronger base, even in the case of a dwindling local population. This can, in turn, help to establish a net economic benefit to both the hospitality provider and the community in which it exists. This demonstrates how, as “populations decline in rural communities, the tax base erodes, resulting in fewer services and jobs in these communities, leading to more citizens leaving the community” (Cordero 2010, p. 2). This case represents an important elements in evaluating the implications that the changing population has on the hospitality industry.
In attempting to develop solutions to this issue, it is evident that those implemented will have to take into account the diversity of the natural systems that they are a part of and the importance of being flexible in their approach. In doing so, viable solutions can help to curb issues associated with population increases or decreases. “Many rural areas are using their natural resources and alternative land management to include recreation and tourism as an economic” (Cordero 2010, p. 2). Consideration should, therefore, be given to the establishment of specific assets that can help to promote the happiness of those that are being cared for within the hospitality industry. “To develop a tourism destination, many factors need to be considered including an inventory of tourism assets and proximity to population” (Cordero 2010, p. 3). This case presents the context of land in Texas that has become valuable to commercial interests, prompting the division and acquisition of the land. “This rapid urbanization may threaten the wildlife recreation industry suggesting that nature tourism itself can lead to land development” (Cordero 2010, p. 3). This can result in higher property prices, increases in traffic issues, and more taxation on basic goods and services. These factors should be taken into account when examining the impact that population has on the industries that serve local populations. “The area serviced by the hospitality industry benefits through newly created local businesses, an increased tax base, and expansion of economic opportunities” (Cordero 2010, p. 7). This demonstrates the capabilities of the local businesses in the area to benefit from the apparent isolation that they had within the community as their ability to serve them in an efficient manner was established.
2.2. Increasing Populations, the Environment, and the Hospitality Industry
As increasing populations demand more from the areas that service them, the impact that these needs have on the local environment becomes important to consider. One of the major considerations in regards to the ability of tourism to withstand the increasing impacts of populations is “the notion of sustainable tourism being compatible with economic growth” (Gorham 2010, p. 37). In examining the relationship between the environment, the ability to provide hospitality services, and the sizes of the populations in question, it becomes evident that there is a need to establish a basis for the promotion of economically sustainable policies. Analysis of this issue demonstrates the need to account for “the consumption of materials and energy by firms, households, and governments” (Gorham 2010, p. 37). The basic valuation of specific goods or services should, for this reason, be a priority of the industry as it faces increases in population. This is evident in the fact that “the human economy competes with wildlife for use of scarce natural resource” (Gorham 2010, p. 38). This presents the need to establish accountability in regards to the resources that are consumed by specific activities in regards to the benefits that are brought to the local economy. “Under such an approach sustainable tourism policies should therefore be geared to stop tourism growing where marginal costs equal marginal benefit” (Gorham 2010, p. 38). In this way, establishing guidelines for understanding the most effective approach should be a priority. This involves understanding and taking into consideration the basic laws of consumerism in relation to the natural environment. “As the economy grows, the natural capital comprising wildlife habitat is converted into goods and services in the human economy” (Gorham 2010, p. 38). By accounting for these needs, a more efficient and productive economy can help to establish a more viable and long-term commitment to the hospitality services that exist within the community.
2.3. Social Costs of Increasing Tourist Populations in the Hospitality Industry
There are various important social implications to the growth of populations throughout the world. These should be considered, as they are important to the establishment of priorities within the hospitality industry. One of the major factors that should be considered is the extreme rate at which populations are growing. “The world’s population will grow to 9 billion by 2050” (Cetron 2010, p. 1). This presents major implications in regards to the abilities of societies to develop effective means to meet various demands. One of the major needs will be food. “To meet human nutritional needs over the next forty years, global agriculture will have to supply as much food as has been produced during all of human history” (Cetron 2010, p. 1). This will create major limitations on those within the hospitality industry to provide services at lower costs. Furthermore, the increasing expectations for longevity will create further stress on the environment and social systems. “Since the beginning of the twentieth century, every generation in the United States has lived three years longer than the previous one” (Cetron 2010, p. 2). This will create a further demand for the needs and desires of those who have achieved these ages. As the larger working populations begin to need more service, the need for hospitality services will increase as well (Ball, 2009). This will have implications on the relationship between social class, wealth, and the ability to obtain specific services. “Healthier lifestyles and better geriatric medicine ensure that wealthy seniors are as interested in travel as they are able to afford it” (Cetron 2010, p. 3). These changes will present the need for various changes in how the hospitality industry provides its services. “Catering to the growing population of older travelers will require adaptation from the hospitality and travel industries” (Cetron 2010, p. 3). This includes specialized tours that take into account the amount of physical activities that take place, increases in the amount of personnel to help them with daily needs and transportation, and affordable pricing opportunities available to help them. As those in industrialized nations continue to require more hospitality needs, those who provide the services will, to a higher degree, come from more diverse backgrounds. “As native work-forces shrink in most industrialized lands, economic opportunities will draw people from the developing world to the developed in growing numbers” (Cetron 2010, p. 4).
The development of hospitality facilities to meet these growing needs will, at the same time, further spur increases in population for the areas in which they have been implemented. “There is a statistically significant correlation between the expansion of the hospitality industry and the expansion of resident population” (Bybee 2006, p. 28). Employment and unemployment, public service costs and standards, the implementation of social service programs, and increases or reductions in crime rates should, therefore, all be considered (Seba 2003). This will also have the impact of increasing the amount of public services that are required by these growing industries. “One must also recognize that the hospitality industry, the visitors it attracts, and the people it employs demand a great deal of public and social services” (Bybee 2006, p. 30). Increases in tourism populations present other costs as well. “They use roads, water and power, demand police and fire protection, as well as other public services” (Bybee 2006, p. 31). The hospitality industries capabilities in meeting these needs and to develop effective ways of working with their local governments will have a direct impact on their success in the future. The future of the hospitality industry is, therefore, dependent on its “ability to navigate through these obstacles, and the state's ability to grow and change with it” (Bybee 2006, p. 31). These demonstrate the important social considerations in regards to the increasing population and the hospitality industry.
It is evident that the channging population will, in this way, have a profound influence on the capabilities of the hospitality industry moving forward and the services that it provides. “These demographic changes will have repercussions for hospitality businesses throughout Europe which have traditionally relied on younger workers” (Jenkins, 2009). However, moving forward it is evident that older workers will be depended upon. “In order to utilize the skills and knowledge of individuals in this group, employers should address issues of age discrimination” (Jenkins, 2009). The implications of the population's increasing elderly should, therefore, be considered as well.
2.4. Implications of Aging Populations on the Hospitality Industry
One of the major factors that should be considered in regards to the hospitality industry is the effect that the increasingly elderly population will have on their services. The major implication that should be considered is the disproportion among the working generations. “The first baby boomers in the United States turned 60 in 2006” (Paxson, 2009). This presents an increasingly large percentage of the population that will need specific services to be provided. This presents the need for the development of new polices and considerations that can help the industry to navigate these challenges, such as “flexible employment, historically uncharacteristic of the industry” (Paxson, 2009). In this sense, while this presents a major opportunity to the industry, it is also the source of various concerns. While the hospitality industry heavily depends upon a younger population, the growth of this segment seems to be having difficulty keeping up with the demand. “The industry is highly labour intensive and industry growth will be constrained without an increased supply of workers from outside the traditional youth labour” (Alberta, 2010). This includes those of older generations, with disabilities, from native or minority populations, and increasing the influx of immigrants in order to fill these needs. For this reason, it is evident that “tourism and hospitality businesses increasingly need to look to other potential pools of workers” (Alberta, 2010). For this reason, there is an increasing need to establish various policies and practices that promote leadership and the application of resources in an efficient manner. In this way, those within the industry can hope to more effectively “support and manage the workforce” (Institute of Hospitality 2011, p. 8). For this reason, understanding the implications of the aging population is essential to the hospitality industry. Studies indicate that there is a “projected decline in the number of 40-49 year olds” that are in the workforce (Institute of Hospitality 2011, p. 8). This is thought to be a major source of consideration for hospitality administrators going into the future. For this reason, it is important to “begin considering how best to retain their older workers to cope with this likely shortage” (Institute of Hospitality 2011, p. 8). It is hoped that those older workers will be able to provide skills and training to those in younger generations. By doing so, they will be able to “support younger workers providing a steadying influence as they acquire customer handling skills and adapt to the world of work” (Institute of Hospitality 2011, p. 17). This could help to effectively reduce the stress associated with these drastic changes in population.
Another major concern in this sense is the number of individuals that have impairments that will have to be accounted for within the industry. Evidence suggests that “10% of the physically impaired of the world's population are disabled elders” (Wan-Chen 2012, p. 126). This presents the need to establish more accessible solutions to the challenges that they face. These individuals are constrained by transportation, architectural design, the mentality of service providers, and those procedures and capabilities in place to ease their experiences (Forbes, 2015). Data suggests major changes to the demographic data of the labor force moving forward. This information suggests that “the working population will not be big enough to support economic growth by as early as 2020” (People 1st,2014). Major policies will have to be considered in order to mitigate the potential effects of these challenges. By developing more effective recruitment strategies, they can hope to do so in a more efficient manner. “Unless hospitality employers take a different approach to their recruitment, the industry may soon start facing major recruitment problems” (People 1st, 2014). By accounting for the diversity of these individuals and the subsequent needs and capabilities that they will bring, a more effective base for the policies that the hospitality industry should promote going forward can be achieved. “While overall demographic characteristics of the aging population are impressive, the variability among subgroups within the older age cohorts are the most important factors in predicting hospitality needs and opportunities” (Lago, 2010). This includes factors such as health, income, and family structure, as well as an increased level of education.
2.5. Changing Populations and Expectations: Solutions
General solutions to the issue can be established in regards to the drastic changes in population that have occurred in the past few decades. This presents the need to establish ways of effectively understanding the fact that “the tourist population has doubled in the past 20 years and is expected to double again over the next 20” (Roth, 2014). The major challenge that must be overcome in this sense is understanding both the rapidity and the extent at which these changes have taken place. “Such tremendous growth has changed the face of the travel and tourism industry” (Roth, 2014). These changes have begun to occur at not only a faster pace but also at much higher rates that previously seen. This essentially demonstrates the need for “faster, customized services” (Roth, 2014). The corresponding challenges to these developments can be understood in relation to the capacity of supply and demand that has been presented through the increases in populations to be serviced. “The tourism industry is changing and evolving to meet changes in demand and opportunities” (Epler 2007, p. 8). Changing realities in regards to what these populations demand of the industry should also be considered. The expectations and demands that these populations demand of the hospitality industry will be impacted as well (Gaol, 2015). This is essentially the result of “the evolution of a global marketplace and the increased development of a population desiring additional conveniences” (PWC, 2015). The most effective solutions to these challenges is, therefore, the establishment of specific values that can help to enhance customer experience and satisfaction. Hospitality administrators can help to ensure the customer satisfaction by “understanding and establishing strategy to meet consumer trends, economic conditions, technology, competition and concerns for public safety” (PWC, 2015). Therefore, by both understanding their needs and desires, identifying specific solutions to their problems, and presenting these solutions in a safe, efficient, and effective manner, those in the industry can achieve a higher level of success (DeMicco, 2015). This can be achieved by simply “meeting their expectations regularly and listening carefully to their ideas, questions and concerns” (University Alliance, 2016). By doing so, the implications that the population has on the hospitality industry can be further mitigated.
3.1. Conclusion
These aspects of hospitality management present important considerations for future career prospects in the field. The major considerations in this sense would be in regards to how to effectively manage solutions to the problems associated with changing populations. By establishing protocols for the analysis and application of solutions to these issues, more effective solutions can be attained. One of the major differences that will be prominent for me is the expectations that the clients have of their experience. One of the major changes that I would want to make in this regard is the establishment of basic protocols for the elderly so that their needs would be more effectively managed by the services being provided.
The major challenges presented by changes in population are important to consider within the hospitality industry. This is due to the impact that these changes will have on the capabilities of the industry to provide services in an effective manner. By understanding the major challenges faced in populations that are increasing, decreasing, and developing new and different expectations a more accurate framework for providing service can be established. In doing so, it is evident that going forward, it will be necessary to account for the environmental challenges, social costs, and implications of an aging community. In understanding the expectations of these populations, more effective solutions can be established in order to provide the best hospitality experience that is possible.
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