This paper attempted to determine the extent to which clubs have adopted some of the various meas... more This paper attempted to determine the extent to which clubs have adopted some of the various measures of the Sarbanes-Oxley Act. In order to make this determination, a study was conducted that involved 179 club executives. The club executives reported the extent that their clubs were in compliance with various aspects of SOX. In addition, the demographic data collected were analyzed in relation to the responses to the SOX provisions. This analysis determined whether the size of clubs in revenues and based on number of members and profitability impacted the adoption of various measures of SOX
The Journal of Hospitality Financial Management, 2017
This study was conducted to determine the 2016 annual earnings of hospitality financial managemen... more This study was conducted to determine the 2016 annual earnings of hospitality financial management educators. Forty-three percent of IAHFME’s members affiliated with educational institutions responded. Annual base salaries ranged from $77,000 to $272,000. The lowest paid member is an assistant professor while the highest paid member is a full professor. Many respondents supplement their base salaries by both teaching during summer school and consulting. The total annual earnings of members ranged from $77,000 to $391,000. Hospitality financial management educators appear to be more highly compensated than the average college professor and hospitality financial executives.
In the face of the changing environment in the hotel industry to one of optimism, the authors wer... more In the face of the changing environment in the hotel industry to one of optimism, the authors were interceded in discovering in a formal way what the smaller lodging community had to say about the availability of loans to their segment of the industry. The article reports on their investigation of the perception of hoteliers of smaller hotels and motels with regard to negative lender bias associated with the size of a lodging property. This article is available in Hospitality Review: http://digitalcommons.fiu.edu/hospitalityreview/vol15/iss2/7 Lender bias against smaller lodging properties by Raymond S. Schmidgall and A. J. Singh ,n me face of the changrrg envrronment rr the hotel rndusty lo one of opt!n!sm, the authors #ere rnreresred m drscoverlng m a formal way Nhat the smaller l w !no communrtv had to sav about the availabilitv of loans to thelr seament of the i&ustry The article rePois on their investigatiin of the perception 5 hoteliem of smaller hotels and motels with reaard ...
International Journal of Hospitality & Tourism Administration, 2016
ABSTRACT The purpose of this study is to investigate effects of working experience and organizati... more ABSTRACT The purpose of this study is to investigate effects of working experience and organization size on ethical judgments on ethical issues among senior private club executives. Senior club executives at small and large private clubs were given five vignettes, representing ethical dilemmas in five categories of ethical behavior identified by previous researchers. They were asked to determine whether each issue was a question of ethics or not (N = 413). The multivariate analysis of variance results indicate that senior executives working in the large-sized club with more than 20 years’ hospitality working experience tend to make higher ethical judgments on ethical issues.
Cornell Hotel and Restaurant Administration Quarterly, 1988
ABSTRACT Now that the IRS has turned its attention to the way hotels and restaurants allocate tip... more ABSTRACT Now that the IRS has turned its attention to the way hotels and restaurants allocate tips, incorrect procedures can be costly to both the firms and their employees
Cornell Hotel and Restaurant Administration Quarterly, 1995
This article reflects the results of a survey of hospitality students who worked in tipped food-s... more This article reflects the results of a survey of hospitality students who worked in tipped food-service positions during 1993. The great majority of students indicated that their employers did not instruct them to report all their tips as required by law and, consequently, they generally did not do so. Most tipped employees should be keeping a log of actual tips received. Employers who fail to insist their employees report all their tips could be found to be illegally lowering their contributions to FICA.
Accounting and Finance for the International Hospitality Industry, 1998
The overall objective of hotel companies is to provide satisfaction for their stakeholders. The s... more The overall objective of hotel companies is to provide satisfaction for their stakeholders. The stakeholders vary from guests, to employees (including management), to owners, to suppliers, to financial lenders, to the community where the hotel is located. Each stakeholder group seeks different ‘rewards’ from the hotel companies. First, the hotel guest often seeks quality services at a reasonable price. The services include but are not limited to food, beverages and lodging. The employees of the hotel companies seek monetary rewards including wages and fringe benefits, as well as non-financial rewards such as promotions and recognition. Management's desires are similar to employees; however, they often include additional financial rewards such as capital in the employer's company stock. Other stakeholders include the community in which the hotel is located and creditors including lenders of funds on both a long and shortterm basis to the hotel. The community desires the hotel to be a credit to its environment and to ‘serve’ the area. Suppliers desire to receive cash payments for their services on a timely basis while lenders seek the repayment of their funds, including interest. Finally, the owners who take the ultimate risk seek a fair return on their investment. This return takes two forms: first, dividends from the hotel to the owners are the return on their capital investment. The second reward is the increase in the value of the owners' investment. This reward is easily measured by hotel companies whose capital stock is trade on stock exchanges such as the New York Stock Exchange, the London Stock Exchange or the Tokyo Stock Exchange.
This paper attempted to determine the extent to which clubs have adopted some of the various meas... more This paper attempted to determine the extent to which clubs have adopted some of the various measures of the Sarbanes-Oxley Act. In order to make this determination, a study was conducted that involved 179 club executives. The club executives reported the extent that their clubs were in compliance with various aspects of SOX. In addition, the demographic data collected were analyzed in relation to the responses to the SOX provisions. This analysis determined whether the size of clubs in revenues and based on number of members and profitability impacted the adoption of various measures of SOX
The Journal of Hospitality Financial Management, 2017
This study was conducted to determine the 2016 annual earnings of hospitality financial managemen... more This study was conducted to determine the 2016 annual earnings of hospitality financial management educators. Forty-three percent of IAHFME’s members affiliated with educational institutions responded. Annual base salaries ranged from $77,000 to $272,000. The lowest paid member is an assistant professor while the highest paid member is a full professor. Many respondents supplement their base salaries by both teaching during summer school and consulting. The total annual earnings of members ranged from $77,000 to $391,000. Hospitality financial management educators appear to be more highly compensated than the average college professor and hospitality financial executives.
In the face of the changing environment in the hotel industry to one of optimism, the authors wer... more In the face of the changing environment in the hotel industry to one of optimism, the authors were interceded in discovering in a formal way what the smaller lodging community had to say about the availability of loans to their segment of the industry. The article reports on their investigation of the perception of hoteliers of smaller hotels and motels with regard to negative lender bias associated with the size of a lodging property. This article is available in Hospitality Review: http://digitalcommons.fiu.edu/hospitalityreview/vol15/iss2/7 Lender bias against smaller lodging properties by Raymond S. Schmidgall and A. J. Singh ,n me face of the changrrg envrronment rr the hotel rndusty lo one of opt!n!sm, the authors #ere rnreresred m drscoverlng m a formal way Nhat the smaller l w !no communrtv had to sav about the availabilitv of loans to thelr seament of the i&ustry The article rePois on their investigatiin of the perception 5 hoteliem of smaller hotels and motels with reaard ...
International Journal of Hospitality & Tourism Administration, 2016
ABSTRACT The purpose of this study is to investigate effects of working experience and organizati... more ABSTRACT The purpose of this study is to investigate effects of working experience and organization size on ethical judgments on ethical issues among senior private club executives. Senior club executives at small and large private clubs were given five vignettes, representing ethical dilemmas in five categories of ethical behavior identified by previous researchers. They were asked to determine whether each issue was a question of ethics or not (N = 413). The multivariate analysis of variance results indicate that senior executives working in the large-sized club with more than 20 years’ hospitality working experience tend to make higher ethical judgments on ethical issues.
Cornell Hotel and Restaurant Administration Quarterly, 1988
ABSTRACT Now that the IRS has turned its attention to the way hotels and restaurants allocate tip... more ABSTRACT Now that the IRS has turned its attention to the way hotels and restaurants allocate tips, incorrect procedures can be costly to both the firms and their employees
Cornell Hotel and Restaurant Administration Quarterly, 1995
This article reflects the results of a survey of hospitality students who worked in tipped food-s... more This article reflects the results of a survey of hospitality students who worked in tipped food-service positions during 1993. The great majority of students indicated that their employers did not instruct them to report all their tips as required by law and, consequently, they generally did not do so. Most tipped employees should be keeping a log of actual tips received. Employers who fail to insist their employees report all their tips could be found to be illegally lowering their contributions to FICA.
Accounting and Finance for the International Hospitality Industry, 1998
The overall objective of hotel companies is to provide satisfaction for their stakeholders. The s... more The overall objective of hotel companies is to provide satisfaction for their stakeholders. The stakeholders vary from guests, to employees (including management), to owners, to suppliers, to financial lenders, to the community where the hotel is located. Each stakeholder group seeks different ‘rewards’ from the hotel companies. First, the hotel guest often seeks quality services at a reasonable price. The services include but are not limited to food, beverages and lodging. The employees of the hotel companies seek monetary rewards including wages and fringe benefits, as well as non-financial rewards such as promotions and recognition. Management's desires are similar to employees; however, they often include additional financial rewards such as capital in the employer's company stock. Other stakeholders include the community in which the hotel is located and creditors including lenders of funds on both a long and shortterm basis to the hotel. The community desires the hotel to be a credit to its environment and to ‘serve’ the area. Suppliers desire to receive cash payments for their services on a timely basis while lenders seek the repayment of their funds, including interest. Finally, the owners who take the ultimate risk seek a fair return on their investment. This return takes two forms: first, dividends from the hotel to the owners are the return on their capital investment. The second reward is the increase in the value of the owners' investment. This reward is easily measured by hotel companies whose capital stock is trade on stock exchanges such as the New York Stock Exchange, the London Stock Exchange or the Tokyo Stock Exchange.
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Papers by Raymond Schmidgall