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466 profit<br />

tourism service providers. However, professionalism<br />

is not easily defined. Clearly, the degree of<br />

professionalism within an occupation is rooted in<br />

the values and norms that individuals bring into<br />

an occupation, are exerted by individuals within<br />

the context of the immediate workplace, and are<br />

developed from societal values, proscriptions and<br />

prescriptions.<br />

Researchers have attempted to define professionalism<br />

by determining the factors that when<br />

taken collectively are seen as indicators of accepted<br />

behaviour. These factors encompass a code of<br />

ethics, presence of formal and informal workplace<br />

sanctions, reaction to community sanctions,<br />

presence of a reward system that reinforces ethical<br />

behaviour, an educational degree or specialised<br />

training within an appropriate discipline, dedication<br />

to the highest level of customer service<br />

possible, behaving in a socially responsible manner<br />

within a public service setting, a high degree of<br />

prestige and a high degree of competence within<br />

the field. In essence, these factors have been shown<br />

by research conducted from the 1970s to the 1990s<br />

to advance an individual in an occupation to a<br />

professional standing. Overall, the cumulative<br />

combination of these factors has advanced the<br />

image of the individual working in the tourism<br />

industry. The net result is that the individual and<br />

the profession as a whole are viewed as credible by<br />

the consuming public.<br />

Further reading<br />

D'Amore, L. �1993) À code of ethics and guidelines<br />

for socially and environmentally responsible<br />

tourism', Journal of Travel Research 31�3): 64±6.<br />

Hall, S. �1993) Ethics in Hospitality Management, East<br />

Lansing, MI: Educational Institute of the American<br />

Hotel and Motel Association.<br />

Kwansa, F. �1992). À conceptual framework for<br />

developing a hospitality educators' code of<br />

ethics', Hospitality Research Journal 15�3): 27±39.<br />

Sheldon, P. �1989) `Professionalism in tourism and<br />

hospitality', Annals of Tourism Research 16�1): 492±<br />

503.<br />

RANDALL S. UPCHURCH, USA<br />

profit<br />

The residual of revenues minus costs of an<br />

enterprise is known as profit. This may be<br />

expressed on a per unit basis, such as profit<br />

per cover �restaurants), segment or total<br />

enterprise �departmental, all hotel), unit of time<br />

�annual, monthly), or level �gross, net). Key profit<br />

determinants are unit price level, volume of units<br />

sold or guests served, and level of fixed and<br />

variable costs.<br />

profit centre<br />

LEEM.KRUEL,USA<br />

A profit centre is an operating department, in<br />

tourism businesses and elsewhere, which generates<br />

revenues and has related expenses. The activities of<br />

a profit centre are detailed on a departmental<br />

schedule which provides information on revenues,<br />

payroll and related expenses, cost of goods sold,<br />

other expenses and departmental income. The<br />

charges against revenues include only a limited<br />

amount of expenses that are traceable to the<br />

department.<br />

profit margin<br />

STEPHEN M. LEBRUTO, USA<br />

Profit margin refers to the percentage ratio of net<br />

profit to total revenue generated in tourism or<br />

other production units. It measures the overall<br />

relative operating efficiency of the business �sales<br />

generation and profit control) from one operating<br />

period to another. It is computed after all costs are<br />

deducted from sales. Key determinants are costs<br />

relative to selling prices. High volume operations<br />

tend to have low profit margins, while low volumes<br />

have high margins.<br />

profit sensitivity analysis<br />

LEEM.KRUEL,USA<br />

Profit sensitivity analysis measures the affect of<br />

changes to dependent variables when changes

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