SJSU Annual Program Assessment Form
Academic Year 2014-2015
Department:
Program:
College:
Website:
Hospitality Management (HSPM)
B.S. Hospitality, Tourism, and Event Management (HTEM)
Applied Sciences and Arts (CASA)
www.sjsu.edu/hspm
XX Check here if your website addresses the University Learning Goals.
HSPM Department PLOs and University Learning Outcome Matrix,
http://www.sjsu.edu/hspm/about_hspm/
Program Accreditation (if any):
N.A.
Contact Person and Email: Tsu-Hong Yen, tsu-hong.yen@sjsu.edu
Date of Report: June 1, 2015
Part A
1. List of Program Learning Outcomes (PLOs)
Upon graduation students will be able
PLO #1--Fundamental hospitality and tourism business principles
To understand the fundamental principles of essential hospitality and tourism business functions
PLO #2--Discipline Specific Knowledge--Customer service
To demonstrate professional behavior and competencies in customer service
PLO #3--Leadership
To develop a range of leadership skills and abilities such as motivating others, leading changes, and
resolving conflict.
PLO #4--Communication
To communicate effectively in oral and written communication
PLO #5--Problem solving, critical thinking
To analyze and solve problems, using appropriate tools and technology
PLO #6--Awareness of global diversity
To comprehend the challenges and opportunities of working effectively with other people in a
diverse environment
1
2. Map of PLOs to University Learning Goals (ULGs)
San Jose State
University graduates
will have developed:
Specialized Knowledge:
Depth of knowledge
required for a degree,
as identified by its
program learning
outcomes.
Broad Integrative
Knowledge:
Mastery in each step of
an investigative,
creative or practical
project (e.g.
brainstorming,
planning, formulating
hypotheses or complex
questions, designing,
creating, completing,
and communicating).
An understanding of
the implications of
results or findings from
a particular work in a
societal context (e.g.
PLO #1:
Fundamental
hospitality and
tourism business
principles
To understand the
fundamental
principles of
essential
hospitality and
tourism business
functions
XXX
HSPM PLOs
PLO #2: Discipline
PLO #3: Leadership PLO #4:
Specific Knowledge-Communication
Customer service
PLO #5: Problem
solving, critical
thinking
PLO #6: Awareness of
global diversity
To demonstrate
To develop a range of To communicate
To analyze and solve To comprehend the
professional behavior leadership skills and effectively in oral and problems, using
challenges and
and competencies in abilities such as
written
appropriate tools opportunities of
customer service
motivating others,
communication
and technology
working effectively
leading changes, and
with people in a
resolving conflict.
diverse environment
XXX
XXX
XXX
XXX
1
social or economic
implications of a
scientific finding).
Students graduating
with a baccalaureate
degree will have
demonstrated an
understanding of
critical components of
broad academic areas,
the arts, humanities,
social sciences, and
sciences and their
integration.
Intellectual Skills:
Fluency in the use of
specific theories, tools,
technology and
graphical
representation.
Skills and abilities
necessary for life‐long
learning: critical and
creative thinking,
effective
communication,
conscientious
information gathering
and processing,
mastery of quantitative
methodologies, and the
ability to engage
effectively in
collaborative activities.
Applied Knowledge:
The ability to integrate
theory, practice, and XXX
problem‐ solving to
address practical issues.
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
2
The ability to apply
their knowledge and
XXX
skills to new settings or
in addressing complex
problems.
The ability to work
productively as
individuals and in
groups
Social and Global
Responsibilities:
The ability to act
intentionally and
ethically to address a
global or local problem
in an informed manner
with a multicultural and
historical perspective
and a clear
understanding of
societal and civic
responsibilities.
Diverse and global
perspectives through
engagement with the
multidimensional SJSU
community.
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
3
3. Alignment – Matrix of PLOs to Courses
HSPM PLO and Core Courses
HSPM Core
Courses
PLO #1: Fundamental
hospitality and
tourism business
principles
Understand the
fundamental
principles of essential
hospitality and
tourism business
functions
I
I
R
R
PLO #2: Discipline
Specific Knowledge-Customer service
Demonstrate
professional
behavior and
competencies in
customer service
HSPM 65
HSPM 1
HSPM 11
HSPM 12
HSPM 100W
HSPM 102
R
HSPM 104
R
HSPM 105
R
HSPM 107
R
HSPM 108
R
HSPM 121
HSPM 130
R
HSPM 134
E
HSPM 177
E
HSPM 191A
R
HSPM 191B
E
I = Introduce, R = Reinforce, E = Emphasize
I
I
R
HSPM PLOs
PLO #3: Leadership
PLO #4:
Communication
Develop a range of
leadership skills and
abilities such as
motivating others,
leading changes, and
resolving conflict.
Communicate
effectively in oral
and written
communication
PLO #5: Problem
solving, critical
thinking
PLO #6: Awareness of
global diversity
Analyze and solve
problems, using
appropriate tools
and technology
Comprehend the
challenges and
opportunities of
working effectively with
other people in a
diverse environment
I
I
R
I
I
E
R
R
E
E
R
R
R
R
R
R
R
R
R
R
E
R
E
R
R
E
E
R
E
R
E
R
R
E
R
E
4
Course #
HSPM 065
HSPM 001
HSPM 011
HSPM 012
HSPM 100W
HSPM 102
HSPM 104
HSPM 105
HSPM 107
HSPM 108
HSPM 121
HSPM 130
HSPM 134
HSPM 177
HSPM 191A
HSPM 191B
Title
Professional Seminars in Hospitality Management
Introduction to Hospitality & Tourism Management
Restaurant Management
Cost Control in Hospitality
Writing Workshop
Hotel and Lodging Operations
Hospitality Marketing
Finance in Hospitality
Legal Aspects of Hospitality Management
Hospitality Information Systems
Hospitality Leadership and Management
Hospitality Event Production
Human Resources in HR&T
Hospitality Service Management
Internship Level I
Internship Level II
5
4. Planning – Assessment Schedule
<Please indicate a reasonable, multi-year assessment plan that describes PLO assessment and improvement of achievement, as well as other assessment
activities.>
Semester Year
HSPM PLOs
#1: Fundamental
hospitality and tourism
business principles
#2: Discipline Specific
Knowledge--Customer
service
#3: Leadership
#4: Communication
#5: Problem solving,
critical thinking
#6: Awareness of global
diversity
Understand the fundamental
principles of essential hospitality and
tourism business functions
Demonstrate professional behavior
and competencies in customer
service
Develop a range of leadership skills
and abilities such as motivating
others, leading changes, and
resolving conflict.
Communicate effectively in oral and
written communication
Analyze and solve problems, using
appropriate tools and technology
Comprehend the challenges and
opportunities of working effectively
with other people in a diverse
environment
F14
S15
F15
S16
F16
S17
F17
S18
F19
S20
C
D
I, C
D
I, C
D
I, C
D
I, C
D
C
D
I, C
D
I, C
D
I, C
D
I, C
D
C
D
I, C
D
I, C
D
I, C
D
C
D
I, C
D
I, C
D
I, C
D
I, C
C
D
I, C
D
I, C
D
I, C
D
I, C
C
D
I, C
D
I, C
D
I, C
D
6
5. Student Experience
PLOs of the Department of Hospitality Management are posted on the Department website,
http://www.sjsu.edu/hspm/about_hspm/index.html. Map of Department of Hospitality Management Program Learning
Outcomes (PLOs) to University Learning Outcomes (ULGs) is also posted.
7
Part B
6.
Graduation Rates for Total, Non URM and URM students (per program and degree)
< Report graduation rates for Total, Non-URM, and URM for First-Time Freshmen: 6th Yr, New Transfer: 3rd Yr,
and First-Time Graduate: 3rd Yr. URM stands for Under-Represented Minorities. In some cases, the number of
students who choose to report their ethnicity is too small to compute a reliable number, so please check if this
is the case before interpreting. The university targets for first-time freshmen 6-yr graduation rates set by the
Chancellor’s Office are 51.6%, 47.8%, and 53.2%, for total, URM and Non-URM populations, by 2015-2016.
The university targets for transfer and graduate students are not specifically published, but generally
improvement is expected here too. >
The following tables present graduation rates of the Department of Hospitality Management (HSPM). Data
was retrieved from IEA website. HSPM’s graduation rates were higher than the graduation rates set by the
Chancellor’s Office.
First-Time Freshman 6th Year Graduation Analysis 2004 to 2008
Academic Program: Hospitality, Tourism, Event Mgmt, CA Resident, Non-Res Domestic, Nr International
All students
Number Entering
Graduation Rate
Fall 2004
16
56.20%
Fall 2005
9
55.60%
Fall 2006
15
46.70%
Fall 2007
16
56.20%
Fall 2008
25
76.00%
URM
Number Entering
Graduation Rate
Fall 2004
2
100.00%
Fall 2005
2
100.00%
Fall 2006
5
20.00%
Fall 2007
5
40.00%
Fall 2008
4
50.00%
Non-URM
Fall 2004
Fall 2005
Fall 2006
Fall 2007
Fall 2008
12
41.70%
4
50.00%
7
57.10%
11
63.60%
18
77.80%
Number Entering
Graduation Rate
Source: http://www.iea.sjsu.edu/cognos/cgi-bin/cognos.cgi
8
New Undergraduate Transfer 3rd Year Graduation Analysis: 2004 to 2011
Academic Program: Hospitality, Tourism, Event Mgmt, CA Resident, Non-Res Domestic, Nr International
All
Number Entering
Fall 2004
16
Fall 2005
20
Fall 2006
18
Fall 2007
36
Fall 2008
17
Fall 2009
27
Fall 2010
37
Fall 2011
37
Graduation Rate
68.80%
60.00%
44.40%
41.70%
52.90%
63.00%
54.10%
86.50%
Fall 2004
Fall 2005
Fall 2006
Fall 2007
Fall 2008
Fall 2009
Fall 2010
Fall 2011
Number Entering
2
2
4
6
2
4
4
8
Graduation Rate
50.00%
0.00%
0.00%
33.30%
100.00%
50.00%
25.00%
87.50%
Fall 2004
Fall 2005
Fall 2006
Fall 2007
Fall 2008
Fall 2009
Fall 2010
Fall 2011
Number Entering
12
10
13
24
13
15
21
17
Graduation Rate
83.30%
70.00%
53.80%
45.80%
53.80%
73.30%
61.90%
88.20%
URM
Non-URM
9
7. Headcounts of program majors and new students (per program and degree)
<Report headcounts for new and continuing program majors, and reflect on trends as appropriate. A robust
and/or increasing enrollment provides evidence of demand for your program. >
Department of Hospitality Management--Applied, Admitted, Enrolled, 2010 to 2014
Headcount
First-time Freshman
New Undergraduate
Transfer
Total
Headcount
First-time Freshman
New Undergraduate
Transfer
Total
Headcount
First-time Freshman
New Undergraduate
Transfer
Total
Fall 2010
Fall 2011
Applied
Indicator
155
admit
rate
50%
enroll
rate
13%
show
rate
26%
Applied
Indicator
103
admit
rate
80%
enroll
rate
17%
show
rate
22%
168
35%
22%
63%
122
67%
30%
45%
323
42%
18%
42%
225
73%
24%
34%
Fall 2012
Fall 2013
Applied
Indicator
148
admit
rate
70%
enroll
rate
14%
show
rate
19%
Applied
Indicator
163
admit
rate
60%
enroll
rate
8%
show
rate
13%
134
65%
25%
39%
171
40%
9%
22%
282
67%
19%
28%
334
49%
8%
17%
Applied
Indicator
183
admit
rate
63%
enroll
rate
11%
show
rate
17%
146
75%
29%
38%
329
69%
19%
27%
Fall 2014
Source: IEA website
10
8. SFR and average section size (per program)
Student to Faculty Ratio (SFR), 2006 to 2014 HSPM Prefix only
These data were retrieved from IEA website. IEA data shows that HSPM’s SFR was 38.7 in Fall 2014 and the
average class size was 46.3. Both measures are the highest in CASA.
As in AY 2014-2015, HSPM had about 350 students and 5.6 FTEF. HSPM generated 216.6 FTEs in Fall
2014 and 233.3 FTEs in Spring 2015.
SFR
Fall 2006
Fall 2007
Fall 2013
Fall 2014
Lower Division
35.9
21.8
54.7
57.1
Upper Division
29.7
30.5
40.7
36.2
Total
31.4
27.7
43.3
38.7
Note: Student/Faculty Ratios (SFR) = Full-time Equivalent Students(FTES)/Full-time
Equivalent Faculty (FTEF)
Exhibit 3b: Full-Time Equivalent Students (FTES)
TOT_FTES
Fall 2006
Fall 2007
Fall 2013
Fall 2014
Lower Division
40.8
37.7
50.3
38.5
Upper Division
92.9
107.7
165.6
178
Total
133.7
145.5
216
216.6
Exhibit 3c: Full-Time Equivalent Faculty (FTEF)
FTEF
Fall 2006
Fall 2007
Fall 2013
Fall 2014
Lower Division
1.1
1.7
0.9
0.7
Upper Division
3.1
3.5
4.1
4.9
Total
4.3
5.3
5
5.6
11
Exhibit 2: Average Headcount per Section (2003 to 2014)
Overall Total
Average Section Size
Lower Division
Fall
2003
22.7
Fall
2004
24.4
Fall
2005
25.7
Fall
2006
40.4
Fall
2007
34.3
Fall
2013
48.3
Fall
2014
63.3
Upper Division
15.1
14.6
23.5
35.2
28.9
50.2
43.1
All Level
17.3
17.4
24.0
36.4
30.1
49.7
46.3
Lecture Courses (LEC)
Average Section Size
Lower Division
Fall
2003
22.7
Fall
2004
24.4
Fall
2005
25.7
Fall
2006
40.4
Fall
2007
34.3
Fall
2013
48.3
Fall
2014
67.0
Upper Division
21.9
20.5
27.4
39.1
35.3
49.1
45.3
All Level
22.2
22.0
26.9
39.5
35.0
48.9
48.7
Seminar Courses (SEM)
Average Section Size
Lower Division
Fall
2014
52.0
Upper Division
29.7
All Level
35.3
Supervision Courses (SUP)
Average Section Size
Upper Division
Fall
2003
5.0
Fall
2004
5.4
Fall
2005
12.6
Fall
2006
23.5
Fall
2007
12.8
Fall
2013
58.5
Fall
2014
46.0
All Level
5.0
5.4
12.6
23.5
12.8
58.5
46.0
Note: Cross listed course redistributions are included in this report
12
9. Percentage of tenured/tenure-track instructional faculty (per department)
Exhibit 11: Tenured/Tenure Track Instructional Faculty Percentage, 2012 to 2014
Tenured (T)
Probationary
(Tenure Track,
TT)
Temporary
Total
T/TT
T/TT / Total
Temp/Total
2012/13
Fall
2012
4
2013/14
Fall
2013
2
0.6
Spring
2014
2
0.5
Avg
2
0.6
2014/15
Fall
2014
2
2
Spring
2013
4
Avg
7.1
11.1
7.7
11.7
7.4
11.4
2.5
5.1
3.7
6.2
3.1
5.7
3.2
7.2
3.2
7.2
4
36%
64%
4
34%
66%
4
35%
65%
2.6
51%
49%
2.5
40%
60%
2.6
46%
54%
4
56%
44%
4
56%
44%
4
Avg
2
2
Part C
10. Closing the Loop/Recommended Actions
Faculty in the Department of Hospitality Management (HSPM) strives to continue improving our faculty
and curriculum with an aim to improve student academic performance, retention rate, graduation rate,
and placement rate. Faculty of the HSPM Department wants to develop our department to be the
thought leader in hospitality education and the premium provider of hospitality professionals.
In order to sustain future development of the HSPM Department, HSPM Curriculum Committee and
faculty had met regularly in AY 14-15 to review and evaluate program learning outcomes, curriculum
improvement, and assessment plan. HSPM Curriculum Committee revised the PLOs in Fall 2015 and
recommended new PLOs, which are presented in Part A Section 1. Accordingly, a matrix of HSPM PLOs
and University ULOs was developed.
HSPM Curriculum Committee also reviewed course learning outcomes of core courses and aligned them
to the Department PLOs. Faculty of related courses were training to collect assessment data.
HSPM also revised the curriculum roadmap which shows the progress of a student’s course work toward
graduation.
The following assessment data was based on the new PLOS and assessment calendar. HSPM will
continuously review the assessment plan and assessment data to improve student academic
performance.
13
11. Assessment Data
Program Learning
Outcomes
PLO #1: To understand
the fundamental
principles of essential
hospitality and
tourism business
functions
Course measured
PLO #2: To
demonstrate
professional behavior
and competencies in
customer service
HSPM 65 Seminar in
Hospitality Management
PLO #5: To analyze
and solve problems,
using appropriate
tools and technology
HSPM 108 Hospitality
Information Technology
HSPM 1 Introduction to
Hospitality Management
Fall 2014 Assessment Results
Tool used
Student Performance
Analysis of results
Fundamental hospitality
business function was assessed
by 20 randomly selected
essential terms (out of 30)
related to hospitality
management.
61 students enrolled in this
class.
Data was collected and
analyzed by course faculty,
Dr. Pi-Shin Wey, and
reported to HSPM
Department Curriculum
Committee.
A book in customer service was
assigned as class reading. A quiz
with 20 randomly selected
questions (out of 35) was used
to assess this learning outcome.
90 students enrolled in this
class.
An essay question in the final
examination was used to assess
this learning outcome.
51 students enrolled in this
class.
What key considerations should
hotels or restaurant have when
considering selection and
implementation of an
information system? Students
were expected to research and
elaborate on company needs,
system functionality, total cost
of ownership, service delivery,
operational issues, staffing and
training, maintenance, etc.
Average = 88%
Standard Deviation = 9.50
Average = 81%
Standard deviation = 6.10.
Average = 81%
Standard deviation = 16.
Data was collected and
analyzed by course faculty,
Dr. Tsu-Hong Yen, and
reported to HSPM
Department Curriculum
Committee.
Data was collected and
analyzed by course faculty,
Dr. Pi-Shin Wey, and
reported to HSPM
Department Curriculum
Committee.
14
Program Learning
Outcomes
PLO #1: To understand
the fundamental
principles of essential
hospitality and
tourism business
functions
PLO #4: To
communicate
effectively in oral and
written
communication
Course measured
HSPM 134 Human
Resources Management
Demonstrate knowledge of
recruitment, selection,
compensation, retention,
motivation, and evaluation
issues, policies and
procedures.
HSPM 100W
CLO#1: Write clear and
concise business letter,
report, or proposal
PLO #4: To
communicate
effectively in oral and
written
communication
HSPM 100W
PLO #5: To analyze
and solve problems,
using appropriate
tools and technology
HSPM 12 Cost Control in
Hospitality
PLO #5: To analyze
and solve problems,
HSPM 177 Hospitality
Service Management
CLO#7 Present research
paper to an audience of
peers.
Spring 2015 Assessment Results
Tool used
Student Performance
Learning outcome was assessed
by 25 essential human resources
management terms in the final
examination.
47 students enrolled in this
class.
Leaning outcome of CLO#1 was
assess by writing business
correspondence.
75 students enrolled in three
sections of HSPM 100W in
Spring 2015.
97% of students scored an A
(90% correction rate).
95% of students met the
requirement.
Leaning outcome of CLO#6 was
assess by presenting research
findings of a term paper to
peers in the class.
75 students enrolled in three
sections of HSPM 100W in
Spring 2015.
96% of students met the
requirement.
This SLO was assessed by a
group project. One of the goals
of this project was to identify
specific information necessary
to evaluate the cost profile of a
food and beverage operation,
and make suggestions to
improve the existing cost profile.
51 students enrolled in this
class.
This PLO was assessed by a
group project. Each group
visited one hospitality service
49 students enrolled in this
class.
100% of enrolled student
met required performance.
Analysis of results
Data was collected and
analyzed by course faculty,
Mr. Terry Thompson, and
reported to HSPM
Department Curriculum
Committee.
Data was collected and
analyzed by course faculty,
Ms. Shirindokht
Nourmanesh, and reported
to HSPM Department
Curriculum Committee.
Data was collected and
analyzed by course faculty,
Ms. Shirindokht
Nourmanesh, and reported
to HSPM Department
Curriculum Committee.
Data was collected and
analyzed by course faculty,
Dr. Jooyeon Ha, and
reported to HSPM
Department Curriculum
Committee.
Data was collected and
analyzed by course faculty,
Dr. Jooyeon Ha, and
15
using appropriate
tools and technology
organization (e.g., restaurant or
hotel) and observed their
service provided by different
service points to assess service
quality and suggest ways to
improve their service operations
using quantitative and
qualitative tools such as
SERVQUAL, DINESERV, and
service audit questions.
100% of enrolled student
met required performance.
reported to HSPM
Department Curriculum
Committee.
PLO #1: To understand the fundamental principles of essential hospitality and tourism business functions
PLO #2: To demonstrate professional behavior and competencies in customer service
PLO #3: To develop a range of leadership skills and abilities such as motivating others, leading changes, and resolving conflict.
PLO #4: To communicate effectively in oral and written communication
PLO #5: To analyze and solve problems, using appropriate tools and technology
PLO #6: To comprehend the challenges and opportunities of working effectively with other people in a diverse environment
16