Retirement villages: Hospitals or hospitality operations - Management attributes and traits

This paper considers the growth in large retirement villages which appear to have many of the same facilities as upscale resorts, and asks what attributes and traits the managers of these facilities require in order to be successful in their roles. After a literature review of what is known about characteristics of hotel managers, the literature available on retirement homes, and the private member clubs sector, the paper discusses the findings of five in-depth interviews with 'village managers', the most common title for those in charge of these facilities. Managers were found to be well-qualified, often in hospitality management. Most did not have a medical background and all stressed the customer-focused aspects of their role, and in particular the importance of building long-term relationships with well-educated and eloquent residents. Managers felt their hospitality background helped them but that their village manager roles enabled them to build communities rather than constantly crisis managing as in hotels. Several emphasised that to do well in the retirement village sector required life experience and that while they acknowledged the need to develop future village managers, recent hospitality graduates may struggle to gain respect from the residents. Recommendations for further large-scale quantitative studies and comparisons with other regions are made. Studies into the experience of residents is also recommended