Following the September 11th, 2001 events, the United States has seen the first decline in employment expansion in over a decade. The services industry lost 111,000 jobs, mainly in travel-related businesses like hotels (46,000) and auto services (13,000), in particular auto rental agencies and parking services (U.S. Department of Labor, 2001). The hospitality industry, like many other sectors of the service industry is faced with the challenge of recruiting and retaining employees. Employment in the theme park and attraction industry is not an easy task. Human resource professionals are challenged on a daily basis with unique task of recruiting, selecting, training and developing employees. In the wake of September 11th events, some hourly employees who have been laid off from their theme park and attraction facilities may have chosen not to return to the industry. Less than a year after the tragedy, many facilities are rebounding and having considerable problems locating high-performance employees. Identifying the traits and characteristics of high-performing employees and distinguishing them from average-performance employees would assist many operators in the theme park and attraction industry. Although many theme park and attraction facilities provide detailed training for their employees, no major research was conducted to identify the personal background, personality, or other employment-related characteristics that may predict high-performing hourly employees.

Prepared For

IAAPA Chairman's Program 2001-2002


The Dick Pope Sr. Institute for Tourism Studies


Rosen College of Hospitality Management

Publication Date


Document Type





Electronically reproduced by the Digital Services unit of the University of Central Florida Libraries, Orlando, 2014.






Central Florida


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Number of Pages

37 p.





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