San Francisco State University, College of Business, Department of Hospitality and Tourism Management HTM 561 – Hotel Operations Management Assignment – Technology's Impact on the Hotel Worker and Unions Assigned Article(s): Hotel Workers Fret Over a New Rival: Alexa at the Front Desk Sept. 24, 2018 – By Eduardo Porter The bosses haven’t yet introduced facial recognition technology at the Royal Hawaiian Hotel. But from her perch behind the front desk at the pink neo-Moorish palace overlooking Waikiki Beach, Jean Te’o-Gibney can see it coming. “Marriott just rolled it out in China,” enabling guests to check into their rooms without bothering with front-desk formalities, said Ms. Te’o-Gibney, a 53-year-old grandmother of seven. “It seems they know they will be eliminating our jobs.” Similar fears simmer throughout Marriott’s vast network of hotels, the largest in the United States. Over the last two weeks, Ms. Te’o-Gibney and thousands of other Marriott workers — cooks and cashiers, bellhops and housekeepers — have voted to authorize their union, Unite Here, to strike at dozens of locations from Waikiki to Boston and San Diego to Detroit. Alongside the usual demands for higher wages and better workplace safety, the union is bringing another issue to the table, asking for procedures to protect workers affected by new technologies and the innovations they spur. The bosses haven’t yet introduced facial recognition technology at the Royal Hawaiian Hotel. But from her perch behind the front desk at the pink neo-Moorish palace overlooking Waikiki Beach, Jean Te’o-Gibney can see it coming. “Marriott just rolled it out in China,” enabling guests to check into their rooms without bothering with front-desk formalities, said Ms. Te’o-Gibney, a 53-year-old grandmother of seven. “It seems they know they will be eliminating our jobs.” Similar fears simmer throughout Marriott’s vast network of hotels, the largest in the United States. Over the last two weeks, Ms. Te’o-Gibney and thousands of other Marriott workers — cooks and cashiers, bellhops and housekeepers — have voted to authorize their union, Unite Here, to strike at dozens of locations from Waikiki to Boston and San Diego to Detroit. Alongside the usual demands for higher wages and better workplace safety, the union is bringing another issue to the table, asking for procedures to protect workers affected by new technologies and the innovations they spur. Many earned too little to justify large capital costs to replace them. A typical hotel or motel desk clerk earns just over $12 an hour, according to government data; a concierge just over $13.50. And many of the tasks they perform seemed too challenging to automate. Technology is changing this calculus. There is no equivalent measure on the penetration of software systems like Alexa or touch screens in the workplace. But in 2014, automakers in the United States had 117 robots for ever.

1. San Francisco StateUniversity, College of Business,
Department of Hospitality and Tourism Management
HTM 561 – Hotel Operations Management
Assignment – Technology's Impact on the
Hotel Worker and Unions
Assigned Article(s):
Hotel Workers Fret Over a New Rival: Alexa at
the Front Desk
Sept. 24, 2018 – By Eduardo Porter
The bosses haven’t yet introduced facial recognition technology
at the Royal Hawaiian
Hotel. But from her perch behind the front desk at the pink neo-
Moorish palace
overlooking Waikiki Beach, Jean Te’o-Gibney can see it
coming.
“Marriott just rolled it out in China,” enabling guests to check
into their rooms without
bothering with front-desk formalities, said Ms. Te’o-Gibney, a
53-year-old grandmother

2. of seven. “It seems they know they will be eliminating our
jobs.”
Similar fears simmer throughout Marriott’s vast network of
hotels, the largest in the
United States. Over the last two weeks, Ms. Te’o-Gibney and
thousands of other
Marriott workers — cooks and cashiers, bellhops and
housekeepers — have voted to
authorize their union, Unite Here, to strike at dozens of
locations from Waikiki to
Boston and San Diego to Detroit.
Alongside the usual demands for higher wages and better
workplace safety, the union is
bringing another issue to the table, asking for procedures to
protect workers affected by
new technologies and the innovations they spur.
The bosses haven’t yet introduced facial recognition technology
at the Royal Hawaiian
Hotel. But from her perch behind the front desk at the pink neo-
Moorish palace
overlooking Waikiki Beach, Jean Te’o-Gibney can see it
coming.
“Marriott just rolled it out in China,” enabling guests to check
into their rooms without
bothering with front-desk formalities, said Ms. Te’o-Gibney, a
53-year-old grandmother
of seven. “It seems they know they will be eliminating our
jobs.”
Similar fears simmer throughout Marriott’s vast network of
hotels, the largest in the
United States. Over the last two weeks, Ms. Te’o-Gibney and

3. thousands of other
Marriott workers — cooks and cashiers, bellhops and
housekeepers — have voted to
authorize their union, Unite Here, to strike at dozens of
locations from Waikiki to
Boston and San Diego to Detroit.
Alongside the usual demands for higher wages and better
workplace safety, the union is
bringing another issue to the table, asking for procedures to
protect workers affected by
new technologies and the innovations they spur.
Many earned too little to justify large capital costs to replace
them. A typical hotel or
motel desk clerk earns just over $12 an hour, according to
government data; a concierge
just over $13.50. And many of the tasks they perform seemed
too challenging to
automate. Technology is changing this calculus.
There is no equivalent measure on the penetration of software
systems like Alexa or
touch screens in the workplace. But in 2014, automakers in the
United States had 117
robots for every 1,000 workers, according to research by the
economists Daron
Acemoglu of the Massachusetts Institute of Technology and
Pascual Restrepo of Boston
University. In service businesses, there were virtually none.
But with advances in machine learning and other innovations in

4. information
technology, many service jobs are now potentially in jeopardy.
Compared with
manufacturing, the investment needed to automate some tasks in
the hotel sector — like
front desk or concierge services — is likely to be relatively low.
Maria Mendiola, a concierge at the San Jose Marriott, frets that
Amazon’s agreement to
deploy its Echo device in hotel roomsacross Marriott’s
properties will eventually make
her position pointless. “Alexa might do my job in the future,”
she said.
At the Sheraton Waikiki, next to the Royal Hawaiian, cashiers
at the beachside lounge
worry about a newly deployed computer system that will allow
servers to close out their
own checks — making cashiers redundant.
There are automatic dishwashers on the market; machines to flip
burgers and mix
cocktails; robots to deliver room service or help guests book a
restaurant reservation.
New technologies are reconfiguring the workplace in other
ways. Doormen are losing
tips as guests turn to Uber and Lyft instead of regular taxis. So
are bellhops when guests
use Seamless, a food-delivery app, instead of room service.
How many jobs will technology take out? Hoteliers have yet to
figure out how guests will

5. react to a more tech-heavy experience. A Marriott spokeswoman
said in a statement that
the chain was not deploying technology to eliminate jobs but
was “personalizing the
guest experience and enhancing the stay.”
Cliff Atkinson, senior vice president for hospitality at MGM
Resorts, said new
technologies had changed job descriptions at properties across
his chain but had not
eliminated jobs. Front-desk clerks displaced by automated
check-in kiosks are deployed
as “lobby ambassadors” or concierges.
Still, history suggests that the most powerful motivation to
deploy new technologies has
been the opportunity to reduce labor costs. From 1993 to 2007,
Professors Acemoglu
and Restrepo estimated, each new robot cut 5.6 jobs and
reduced wages by 0.5 percent.
As technology gets better and cheaper, there are lots of new
tasks it could take over. “It
is a new, uncharted area for our company and our industry as a
whole,” Mr. Atkinson
said. “We have talked about one or two brands being fully
automated and self-service for
the guest.”
David Autor, an economist at M.I.T., says it is plausible to
foresee a future in which — as
airlines have done — hotels deploy humans to tend to elite
guests and automated
systems for everybody else. Workers generate costs well beyond
their hourly wage,
Professor Autor argued. They get sick and take vacations and

6. require managers. “People
are messy,” he noted. “Machines are straightforward.”
Last year, the McKinsey Global Institute issued a report
projecting that technology
would drive a 30 percent decline in jobs in food service and
lodging from 2016 to 2030.
That’s almost on a par with the 38 percent decline in
manufacturing jobs from 1960 to
2012.
Unions would rather not have manufacturing’s story repeat
itself in the service sector.
“We are trying to get ahead of that,” said Anand Singh,
president of Unite Here’s local in
San Francisco. “We are not Luddites, but we are seeking a real
voice at table.”
The International Brotherhood of Teamsters is also worried
about technologies hurtling
into the present. As it squared off for contract negotiations with
United Parcel Service
this year, the union put a bold proposition on the table: to
prohibit using drones or
autonomous vehicles to deliver packages. But in September,
when the union sent the
agreement to members for a ratification vote, there was no such
provision. Edward
Wytkind, who until this year headed the Transportation Trades
Department of the
A.F.L.-C.I.O., said unions could not stop technology if they

7. tried. “Maybe you can stop it
through one round of bargaining or slow it down,” he said. “But
innovation has been
going on for 100 years and has never stopped.”
And he noted what might be the cost of success: “Are we
winning a future for workers?
Not if the company goes out of business.”
A better strategy might be to demand a say in how technology is
deployed.
The Teamsters’ tentative deal with U.P.S., for instance, calls for
six months of advance
warning to the union of technological deployments and for the
creation of a committee
with union and company representatives that would negotiate
“regarding the effects of
the proposed technological changes.”
Unite Here is following a similar path. Mr. Singh listed the
union’s goals for Marriott
contracts: “We want to talk about how technology can assist the
work we perform and
ease the rigors of our work, how our members are trained, what
happens to workers who
would otherwise be tagged as redundant, how our members are
repositioned to succeed
or hired into other workplaces.”
In June, the union managed for the first time to include
protections from technological

8. change in its contracts covering workers at the Las Vegas
properties of MGM Resorts
and Caesars Entertainment. Workers will be trained to do jobs
created or modified by
new technology, allowing them to share in the productivity
gains. The contracts also
provide for the company to try to find jobs for displaced
workers. But the union’s key
achievement was to get 180 days’ warning of technological
deployments.
“They have to let us know and show us the prototypes and must
negotiate with us,” Mr.
Taylor said. “At the end of the day, they can move forward, but
this gives us time to
understand the effects.”
If they could choose a precedent from American labor history,
today’s union leaders
might follow the path of the International Longshore and
Warehouse Union.
In the 1960s and ’70s, dockworkers were walloped by one of the
most revolutionary
technical innovations of the 20th century: containers. At a
stroke, containers slashed
both the time and number of workers needed to load a ship,
saving vast amounts of
money.
Instead of trying to stop the big boxes, the union covering the
longshoremen on the

9. West Coast demanded a share of the spoils: rich retirement
packages for workers who
were let go, and hefty remuneration for those who stayed. As a
result, longshoremen
working full time, year round, now make $168,000 to $186,000
a year on average.
But you need a lot of power to get a deal like that. The
longshore union could shut down
ports at will, imposing huge costs on shippers. For workers
lacking that kind of clout,
the gains achieved by the longshoremen seem out of reach.
Unite Here is not powerless. Nationwide, only 7.6 percent of
workers in the
accommodation industry are unionized, according to
government statistics. But in San
Francisco, for instance, Unite Here represents 89 percent of
workers at Class A hotels.
That’s partly why housekeepers in San Francisco make $22.64
an hour, the union notes,
more than double the national median of $10.09.
Unite Here’s victories so far have been hard won. “It was not an
easy ask,” Mr. Taylor
said of the language on technology in the Las Vegas deals. “It
does infringe on hotels’
right to do what they want.”
The outcome might or might not deliver a greater share of the
gains from technology to
workers. But front-desk clerks and concierges will have better
options than severance
when Alexa or computer software takes over some of their
tasks. “It was a good
resolution,” Mr. Taylor said. “Time will tell if it is good

10. enough.”
A version of this article appears in print on Sept. 24, 2018,
Section A, Page 1 of the New York edition with the
headline: Hotel Workers Fear the Robot at the Front Desk.
/
INNOVATION
Hilton Introduces Digital Key, Further Enhancing
Industry-Leading HHonors App
Keyless entry empowers guests to further customize
their travel experience from their smartphone
August 11, 2015
SHARE
MCLEAN, Va. - Hilton Worldwide (NYSE: HLT) today
introduced Digital Key, an
all-new feature of the Hilton HHonors app, providing the
loyalty program's
members more choice and control over their entire travel
experience. Digital
Key now gives frequent guests the option to bypass the hotel
check-in
Since Hilton's introduction of digital check-in with room
selection last July - an industry first -
HHonors members have digitally checked-in more than 5
million times to date. Credit: Hilton

11. Worldwide.
In order for this site to work properly for you, please make sure
your browser cookies
are not disabled.
https://newsroom.hilton.com/corporate/news/category/9
http://hiltonworldwide.com/
http://hhonors3.hilton.com/en/index.html
/
counter and access their rooms, as well as any other area of the
hotel that
requires a key, directly via the Hilton HHonors app on their
smartphones. By
early 2016, HHonors members will be able to use their
smartphones as their
room key to enter more than 170,000 rooms at 250 U.S.
properties within
the Hilton Hotels & Resorts, Waldorf Astoria Hotels & Resorts,
Conrad Hotels
& Resorts and Canopy by Hilton brands.
Since Hilton's introduction of digital check-in with room
selection last July -
an industry first - HHonors members have digitally checked-in
more than 5
million times to date. In that same time period, the HHonors app
has been
downloaded more than 2 million times, and customer feedback
on digital
check-in has been overwhelmingly positive, with 93 percent of
guests saying
they've felt satisfied or extremely satisfied with the experience.

12. "HHonors members can use digital check-in and room selection
at more
than 4,100 properties globally - and those who have used it have
shared
exceptional feedback," said Geraldine Calpin, senior vice
president and
global head of Digital, Hilton Worldwide. "With Digital Key,
we are making the
guest experience even more seamless through our improved
mobile app."
The Hilton HHonors mobile app provides a number of benefits
to members
of the program who book directly though the app, Hilton.com,
the Hilton
reservations call center or via Hilton's corporate travel partners.
In addition
to checking in digitally, selecting their own room from a floor
plan or list and
using their smartphone as their key, members can further
customize their
stay via the app by requesting amenities - like extra pillows,
snacks or drinks.
"Through our app, we're giving HHonors members the ability to
better
control and personalize their stay with us," said Calpin.
"Imagine if an
HHonors member is arriving at our hotel after a long trip or
running late to a
meeting, Digital Key can provide our frequent guests the added
benefit of
going straight to their room without stopping at the front desk."
Digital Key provides guests with an additional convenient and

13. secure way to
access their room. Beginning the day before arrival, HHonors
members who
booked directly with Hilton may select their desired room on
their mobile
device using digital check-in and will be asked if they'd like a
Digital Key
during their stay. If the guest elects to use a Digital Key, it is
issued as soon
as the guest's room is ready the day of their arrival.
In order for this site to work properly for you, please make sure
your browser cookies
are not disabled.
/
When Diamond, Gold and Silver HHonors members arrive at the
hotel, they
can head straight to their room - without stopping at the front
desk* - since
they already digitally checked-in through the HHonors app.
When the guest
approaches their hotel room, they can simply press the virtual
"unlock"
button on the app to unlock the door.
Digital Key beta testing commenced earlier this month at the
Hilton
Alexandria Old Town in Alexandria, Va., and will continue
through 2015 at
select U.S. properties across four brands including Hilton
Hotels & Resorts,
Waldorf Astoria Hotels & Resorts, Conrad Hotels & Resorts and

14. Canopy by
Hilton. Digital Key will first be available on the iOS platform
and, later this
year, it will be o�ered to Android users.
In addition to receiving other benefits like free standard Wi-Fi
when booking
directly through Hilton, HHonors members who use the Digital
Key this year
at beta hotels will receive 2,500 Hilton HHonors Bonus Points.
The Hilton HHonors loyalty program is open to all guests and
free to join -
visit here for enrollment information. HHonors members always
get our
lowest price with our Best Price Guarantee, along with HHonors
Points, free
standard Wi-Fi, access to digital check-in and Digital Key, and
no hidden
fees, only when they book directly through Hilton.
*Where available and allowed by local law
About Hilton
Hilton (NYSE: HLT) is a leading global hospitality company
with a portfolio of
17 world-class brands comprising nearly 6,000 properties with
more than
954,000 rooms, in 117 countries and territories. Dedicated to
fulfilling its
mission to be the world’s most hospitable company, Hilton
earned a spot on
the 2019 World’s Best Workplaces list, and has welcomed more
than 3 billion
guests in its 100-year history. Through the award-winning guest

15. loyalty
program Hilton Honors, more than 100 million members who
book directly
with Hilton can earn Points for hotel stays and experiences
money can’t buy,
plus enjoy instant benefits, including digital check-in with room
selection,
Digital Key, and Connected Room. Visit newsroom.hilton.com
for more
information, and connect with Hilton on Facebook, Twitter,
LinkedIn,
Instagram and YouTube.
About Hilton Honors
In order for this site to work properly for you, please make sure
your browser cookies
are not disabled.
https://secure3.hilton.com/en/hh/customer/join/joinHHonors.ht
m
https://www.hilton.com/en/corporate/
http://newsroom.hilton.com/
https://www.facebook.com/hiltonnewsroom
https://twitter.com/hiltonnewsroom
https://www.linkedin.com/company/hilton
https://www.instagram.com/hiltonnewsroom/
https://www.youtube.com/hiltonnewsroom
/
Hilton Honors is the award-winning guest loyalty program for
Hilton’s 17
world-class brands comprising nearly 6,000 properties in 117
countries and
territories. Hilton Honors members who book directly through

16. preferred
Hilton channels have access to instant benefits, including a
flexible payment
slider that allows members to choose nearly any combination of
Points and
money to book a stay, an exclusive member discount, and free
standard
WiFi. Members also enjoy popular digital tools available
exclusively through
the industry-leading Hilton Honors mobile app where Hilton
Honors
members can check-in, choose their room and access their room
using
Digital Key. Hilton Honors o�ers its more than 100 million
members
hundreds of ways to earn and redeem Points. Members can
redeem their
Points for free nights, premium merchandise and items on
Amazon Shop
with Points; make charitable contributions; or gain access to
unique events
through Hilton Honors Experiences, such as exclusive artist
connections
and VIP concerts with Live Nation , and race experiences with
McLaren
Racing. The program is free to join, and travelers may enroll
online by visiting
www.hiltonhonors.com. Connect with Hilton Honors at
newsroom.hilton.com/hiltonhonors, and follow Hilton Honors
on Facebook,
Twitter, and Instagram.
®
CONTACT

17. Blake Rouhani
Hilton
+1 703 883 6615
CONNECT
Hilton Corporate Communications
7930 Jones Branch Drive
McLean, Virginia 22102
[email protected]
In order for this site to work properly for you, please make sure
your browser cookies
are not disabled.
https://itunes.apple.com/us/app/hilton-
hhonors/id635150066?mt=8
https://experiences.hiltonhonors.com/
http://www.hiltonhonors.com/
https://newsroom.hilton.com/hiltonhonors
https://www.facebook.com/HiltonHonorsCA/?brand_redir=1209
63705931
https://twitter.com/hiltonhonors
https://www.instagram.com/hiltonhonors/?hl=en
mailto:[email protected]
tel:+1 703 883 6615
mailto:[email protected]HTM561 Assignment-Reading -
Technology's Impact on the Hotel Worker and Unions.pdfHilton
Introduces Digital Key - Hilton Press Center.pdf
San Francisco StateUniversity, College of Business,
Department of

18. Hospitality and Tourism Management
HTM 561 – Hotel Operations Management
Assignment – Technology's Impact on the
Hotel Worker and Unions
Instructions: You are required to answer the
following questions. You should save your answers in
a Word
document for submission. Please do not repeat
the questions on your answer sheet. Instead,
please list the
answers numerically/sequentially by simply utilizing 1,
2, 3, and 4. Each assignment must have a
cover page
listing your name, the name of the assignment,
and the date. The cover page does not count
towards the word
count. For each assignment, you are expected to
answer the assigned questions in your own words.
Each
assignment paper should be at least 250 words.
Papers less than the required 250 words will
get zero.
This does not mean each question requires a 250-
word response; rather, the total number of words
for
answering the questions must total more than 250 words.
An exemplary answer demonstrates
comprehension
through a complete understanding by translating,
interpreting and extrapolation as well as full
analysis of the
basicinformation into elements by identifying causes

19. and relationships.
Assignment - Read the assigned article(s) then answer
the questions/prompts below.
The authors of the assigned articles discuss the
impact that technological advances have and will
have on the day-
to-day operations of the hotelindustry. Unions,
who represent the vast majority of hotelline
employees in San
Francisco (only 7.6%nationwide), have seen technology
(e.g., robots in car manufacturing) replace
many works
and hence Unions purpose and funding (i.e., worker
dues). Hilton Worldwide has already
introduced technology
that will have a significant impact on their top
rewards members and hotelemployees.
Reading
1. Porter, E. (2018, 09/24). Hotel Workers Fret
Over a New Rival: Alexa at the Front
Desk. The New York
Times. Retrieved from
https://www.nytimes.com/2018/09/24/business/economy/ho
tel-workers-ai-
technology-alexa.html
2. Rouhani, B. (2015). Hilton Introduces Digital
Key, Further Enhancing Industry-Leading
HHonors App [Press
release]. Retrieved from
https://newsroom.hilton.com/corporate/news/hilton-
introduces-digital-key-

20. further-enhancing-industryleading-hhonors-app-
Questions/prompts
1. The article, mentions that “Still, history
suggests that the most powerful motivation to
deploy new
technologies has been the opportunity to reduce
laborcosts. From 1993 to 2007, Professors
Acemoglu and
Restrepo estimated,each new robot cut 5.6 jobs and
reduced wages by 0.5 percent.” (Porter, 2018)
o Do you agree or disagree with the premise that
the reduction in laborcostsis the primary
motivator of technology deployment in hotels?
Provide support/references for your pointof view.
o Can or should Unions driveprovisions into
their contracts with hotelcompanies that would
prevent
any technology that eliminatesa union job? Why or
why not?
o Support your argument(s) (for or against) with facts
and figures.
2. In general, the article was written from a
“Union’s perspective.” As a future hotel
manager, how does the
hotelguest’s needs and ultimate satisfaction play
into this relevant topic? Be sure to include

21. managing
technology developments such as the one by Hilton
Worldwide.
Sample Reflection Paper Format/Outline
• The following outline should be used for your
reflection paper. You are not required
to use the titles(e.g., BriefIntroduction, Body,
etc.) but should use this general
format when writing your paper.
• Cover Page
o Title of paper to include the following:
o Reflection Paper Title
o Student Name and ID
o Course Title and Section
o Professor Name and Title
o Due Date of Submission
• Main Paper
o Brief Introduction
§ Introduce the topicto the reader and summarize
your reflection of
this topic/article.

22. o Body
§ Address the following prompts as prescribed in
the assignment.
Include 3-4 examples for each prompt
o Conclusion
§ Conclude the reflection paper by summarizing
your comments and
main points to the reader.
o References
§ Include any referencesthat were used in your reflection
paper
including the main authors. Use APA style.
Plagiarism - Unless noted otherwise,
assignments will be submitted through
Turnitin.com.
It is strongly encouraged that you provide
citations for any source/reference that is used in
your writing. Turnitin.com provides both a “match”
analysis and grammar analysis. Your
“match” rating must be under 20% and ideally
under 15%.Points will be deducted for high
match ratings, including failure of the assignment.

23. Reflection Paper Assignment Title Goes Here
John Q Student
HTM424 – Tourism Management
ID: 123456789
San Francisco State University
Faculty: Dr. Andrew Walls
January 1, 2000

24. 1. Sed ut perspiciatis unde omnis iste natus error sit voluptatem
accusantium doloremque
laudantium, totam rem aperiam, eaque ipsa quae ab illo
inventore veritatis et quasi architecto
beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem
quia voluptas sit aspernatur
aut odit aut fugit, sed quia consequuntur magni dolores eos qui
ratione voluptatem sequi
nesciunt. Neque porro quisquam est, qui dolorem ipsum quia
dolor sit amet, consectetur,
adipisci velit, sed quia non numquam eius modi tempora
incidunt ut labore et dolore
magnam aliquam quaerat voluptatem. Ut enim ad minima

25. veniam, quis nostrum
exercitationem ullam corporis suscipit laboriosam, nisi ut
aliquid ex ea commodi
consequatur? Quis autem vel eum iure reprehenderit qui in ea
voluptate velit esse quam nihil
molestiae consequatur, vel illum qui dolorem eum fugiat quo
voluptas nulla pariatur. Neque
porro quisquam est, qui dolorem ipsum quia dolor sit amet,
consectetur, adipisci velit, sed
quia non numquam eius modi tempora incidunt ut labore et
dolore magnam aliquam quaerat
voluptatem. Ut enim ad minima veniam, quis nostrum
exercitationem ullam corporis suscipit
laboriosam, nisi ut aliquid ex ea commodi consequatur? Quis
autem vel eum iure
reprehenderit qui in ea voluptate velit esse quam nihil molestiae
consequatur, vel illum qui
dolorem eum fugiat quo voluptas nulla pariatur
2. Sed ut perspiciatis unde omnis iste natus error sit voluptatem
accusantium doloremque
laudantium, totam rem aperiam, eaque ipsa quae ab illo
inventore veritatis et quasi architecto
beatae vitae dicta sunt explicabo. Nemo enim ipsam voluptatem

26. quia voluptas sit aspernatur
aut odit aut fugit, sed quia consequuntur magni dolores eos qui
ratione voluptatem sequi
nesciunt. Neque porro quisquam est, qui dolorem ipsum quia
dolor sit amet, consectetur,
adipisci velit, sed quia non numquam eius modi tempora
incidunt ut labore et dolore
magnam aliquam quaerat voluptatem. Ut enim ad minima
veniam, quis nostrum
exercitationem ullam corporis suscipit laboriosam, nisi ut
aliquid ex ea commodi
consequatur? Quis autem vel eum iure reprehenderit qui in ea
voluptate velit esse quam nihil
molestiae consequatur, vel illum qui dolorem eum fugiat quo
voluptas nulla pariatur. Neque
porro quisquam est, qui dolorem ipsum quia dolor sit amet,
consectetur, adipisci velit, sed
quia non numquam eius modi tempora incidunt ut labore et
dolore magnam aliquam quaerat
voluptatem. Ut enim ad minima veniam, quis nostrum
exercitationem ullam corporis suscipit

27. laboriosam, nisi ut aliquid ex ea commodi consequatur? Quis
autem vel eum iure
reprehenderit qui in ea voluptate velit esse quam nihil molestiae
consequatur, vel illum qui
dolorem eum fugiat quo voluptas nulla pariatur. Neque porro
quisquam est, qui dolorem
ipsum quia dolor sit amet, consectetur, adipisci velit, sed quia
non numquam eius modi
tempora incidunt ut labore et dolore magnam aliquam quaerat
voluptatem. Ut enim ad
minima veniam, quis nostrum exercitationem ullam corporis
suscipit laboriosam, nisi ut
aliquid ex ea commodi consequatur? Quis autem vel eum iure
reprehenderit qui in ea
voluptate velit esse quam nihil molestiae consequatur, vel illum
qui dolorem eum fugiat quo
voluptas nulla pariatur.
Hospitality & Tourism Management
HTM561 Writing Assignment
Assessment Rubric – 100 pts possible

28. 9/2019
Criteria Unacceptable (U) Acceptable (A) Exemplary (E)
Formatting & Sources 1-pts ea 3-pts ea 5-pts ea
Grammatical structure,
sentence formation
Errors in grammar, sentence
structure or spelling
Uses correct grammar,
sentence structure and
spelling throughout document
Readability enhanced by
facility in language use,
range of diction and syntactic
variety
Formatting (word count, font,
etc.)
Paper does not follow
prescribed format
Paper follows prescribed
format marginally with a few
exceptions
Paper follows prescribed
format
Plagiarism (Turnitin.com) Similarity rate above 15% Similarity

29. rate = 15% Similarity rate below 15%
Citation of secondary
sources
None; or majority are
inappropriate or
inappropriately cited;
and/or portions are
plagiarized
Most sources are appropriate
and cited adequately
All sources are appropriate
and cited completely and
accurately
Criteria Unacceptable (U) Acceptable (A) Exemplary (E)
Content and Writing 6-pts ea 11-pts ea 16-pts ea
All prompts addressed Some portion or all of the
prompts were not addressed
All prompts were addressed
in brief and/or imprecise
manner
All prompts were addressed
in a detailed and thorough
manner
Knowledge, Comprehension,
Understanding & Support of
topic

30. Demonstrates some
understanding of topic; Does
not make connections
among ideas
Beyond surface
understanding; Demonstrates
facility with topical and
disciplinary knowledge
Demonstrates disciplinary
understanding and
interconnections; makes
links that suggest discovery
of new information or new
ways of
relaying information
Source Exploration;
Evaluate information and its
sources critically
Does not evaluate or
mention primary source(s) or
other independently
researched sources
Evaluates primary source(s)
but does not evaluate a
variety of other independently
researched sources that are
appropriate to the topic of
discussion
Critically evaluates a variety
of sources (including primary

31. source & independently
researched sources)
appropriate to the scope and
discipline of the research
question
Application of idea/concept Paper does not solve
problems to a new situation
Paper solves problems to a
new situation by applying
acquired knowledge, facts
and techniques in a different
way
Paper solves multiple
problems in a new situation
by applying knowledge, facts
and technique in different
ways
Conclusion None or extremely weak Good summary Reviewed
main points and
tied everything together;
future direction(s) proposed
HTM561 Assignment-Directions - Technology's Impact on the
Hotel Worker and Unions.pdfAssessment Rubric - HTM561 -
Writing Assigments.pdf