Editorial Board   

Dr. Kitterlin, Ph.D.

Miranda Kitterlin, Ph.D.

Assoc. Professor, Chaplin School of Hospitality & Tourism Management, FIU

Dr. Miranda Kitterlin is an Associate Professor in the Chaplin School of Hospitality and Tourism Management at Florida International University, where she teaches graduate level Hospitality Management courses. She received her doctoral degree in May of 2010 in Hospitality Administration from the University of Nevada, Las Vegas.

Dr. Kitterlin holds a Master's degree in Human Resources and a Bachelor's degree in Hotel, Restaurant and Tourism Management from the University of Louisiana, Lafayette.

Prior to beginning a career in academia, Dr. Kitterlin worked for 11 years in the lodging and food & beverage industries in Louisiana, Michigan, and Las Vegas. What began on a whim as an entry-level front-of-house position quickly developed into operational management, sales, and human resources management roles, and a lifelong passion for Hospitality Management.

During her industry career, Dr. Kitterlin encountered a number of employee issues that led her to seek answers in academic research. Each scholarly investigative venture fueled the desire to begin another, resulting in her decision to pursue a terminal degree and a future in academia. Her first educational venture was as an instructor as St. Landry Accelerated Transition School, where she designed a Hospitality and Tourism curriculum and skills certification program for the vocational educational program.

During her university level academic career, Dr. Kitterlin has taught both traditional and online Hospitality Management classes at the University of Louisiana, Lafayette, the University of Nevada, Las Vegas, James Madison University, and now Florida International University, where she teaches Master's degree classes in Hospitality Industry Organizational Behavior, and Case Studies in Hospitality Management.

Dr. Kitterlin's research focuses primarily on Food and Beverage, Human Resources, and Organizational Behavior issues. She has published on topics of foodservice industry employee selection and screening, employee behavior and perceptions, training needs of hospitality employees, food-safety education, and hospitality student learning styles. Much of her work centers on employee substance abuse and employment drug-testing in the hospitality industry.

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

Dr. Kitterlin, Ph.D. can be contacted at 305-919-4424 or miranda.kitterlin@fiu.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.