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Tonirepetti-Vita.Pdf Toni Repetti, Ph.D. Office: 4505 S Maryland Parkway, Box 456021, Las Vegas, NV 89154-6021 Phone: 702(895)-4408 Email: [email protected] EDUCATION Ph. D. in Hospitality Administration University of Nevada, Las Vegas, Las Vegas, NV Dissertation: “Adjusting Payroll With Changes In Business Volumes: An Examination Of Nevada Gaming Properties” Masters of Business Administration Colorado State University, Fort Collins, CO Bachelor of Science in Business Administration University of Nevada, Las Vegas, Las Vegas, NV Major: Managerial Finance ACADEMIC EXPERIENCE Associate Professor June 2018 – Current Assistant Professor May 2012 – June 2018 University of Nevada, Las Vegas • HMD 101 – Introduction to Hospitality (online) • TCA/HMD 221 – Hospitality Accounting I – Financial Accounting • TCA 321 – Hospitality Accounting II – Managerial Accounting • TCA 420 – Hospitality Financial Management • HMD 340 – Hospitality Financial Analysis • HOA 705/MHA 605 – Financial Analysis for the Service Industries (MHA is online) • HOA 718/MHA 618 – Principles of Casino & Gaming Management (MHA is online) • HOA 731 – Operational Analysis in Hospitality Management • MHA 606 - Hospitality Revenue Management (online) • MHA 608 – Casino Accounting & Auditing (online) Interim Department Chair, Resort Gaming & Golf Management May 2020 – June 2021 University of Nevada, Las Vegas • Responsible for personnel recruitment and for personnel evaluation, to include recommendations on retention, tenure, promotion, and merit and annual • Responsible for scheduling courses and instructors in consultation with faculty for approximately 25-30 courses each semester • Provide leadership in curricular review • Provide leadership in establishing and implementing departmental goals, priorities, and policies • Serve as the department representative to the Dean's Council/Cabinet. Director of Master’s in Hospitality Administration July 2017 – June 2020 University of Nevada, Las Vegas • Responsible for scheduling all courses and instructors for approximately 25-30 courses annually • Advisor for all students in the program (approx. 100, up from 40) • Responsible for oversight of the program including development of master courses, all contracts, first line of approval for spend, etc. • Promotion and marketing for the program to assist in increasing enrollment, including all marketing efforts for the new Gaming Management track Assistant Professor August 2011 – May 2012 University of Central Florida, Orlando • HFT 2401 – Hospitality Industry Financial Accounting • HFT 3431 – Hospitality Industry Managerial Accounting • HFT 4464 – Hospitality Industry Finance • HFT 6477 – Financial Analysis for Hospitality Enterprises • Guest Lecturer - Casino Cost Control • Guest Lecturer - Hotel Auditing Instructor June 2009 – Current International Gaming Institute/PLuS Center • Casino Auditing I (Online) • Casino Auditing II (Online) • Gaming Cash Flow, Title 31 and SAR, Casino Auditing and Gaming Analysis seminars • Financial Analysis January 2008 – July 2011 University of Nevada, Las Vegas • TCA 221 – Hospitality Accounting I – Financial Accounting • TCA 321 – Hospitality Accounting II – Managerial Accounting • TCA 420 – Hospitality Financial Management • GAM 426 – Accounting for the Gaming Industry (Online and In person) REFEREED PUBLICATIONS 1. Repetti, T., & Zhang, L. (2020). Food and beverage staffing changes in Nevada resorts after the Great Recession. Journal of Hospitality Financial Management, 28(2), 103–115. 2. Repetti, T. (2020). How hospitality firm executive diversity affects firm performance. International Journal of Contemporary Hospitality Management, 32(9). 3. Repetti, T. & Hoffman, S. (2020). Where women stand in tribal vs. non-tribal gaming leadership. UNLV Gaming Research & Review Journal. 4. Hong, J., Repetti, T., Henthorne, T., & Erdem, M. (2020). Effect of guest demographics on perception of hotel room price. Journal of Hospitality and Tourism Insights 5. Jung, S., Repetti, T. A., Chatfield, G., Dalbor, M. C., & Chatfield, R. (2019). Internationalization and accounting-based risk in the restaurant industry. Journal of Hospitality and Tourism Management, 41, 148-155. 6. Tang, J., Repetti, T., & Raab, C. (2019). Do they think it’s fair? An Investigation of restaurant customers’ perceptions of fairness of revenue management practices in restaurants. Journal of Hospitality and Tourism Insights, 2(1), 92-108. 7. Repetti, T. (2019). I don’t need to know accounting, I’m going to be a hotel manager. Right? Journal of Hospitality & Tourism Cases, 7(4), 9-20. 8. Repetti, T. & Hoffman, S. (2018) Glass ceilings & leaky pipelines: Gender disparity in the gaming industry. UNLV Gaming Research & Review, 22(1), 37-55. 9. Repetti, T., & Roe, S. (2018). Minimum wage change effects on restaurant pricing and employment. International Journal of Contemporary Hospitality Management, 30(3), 1545- 1562. 10. Repetti, T. (2016). How the Great Recession affected casino staffing in Nevada casinos. UNLV Gaming Research & Review Journal, 20(2), 41-61. 11. Repetti, T., Dalbor, M. C., Singh, A. K., & Bernhard, B. (2015). Expense Preference Behavior By Managers in Casino Resorts. Journal of Hospitality Financial Management, 23, 124-137. 12. Philander, K., Abarbanel, B., & Repetti, T. (2015). Consumer spending in the gaming industry: Evidence of complementary demand in casino and online venues. International Gambling Studies, 15(2), 256-272. 13. Green, A. J., & Repetti, T. (2015). Clickers – Strategy for active learning in a hospitality classroom. Journal of Hospitality & Tourism Education, 27, 171-179. 14. Repetti, T., Roe, S. J., and Gregory, A. (2015). Pricing strategies for resort fees: Consumer preferences favor simplicity. International Journal of Contemporary Hospitality Management, 27(5), 790-809. 15. Repetti, T., & Jung, S. (2014). What happened to Atlantic City’s gaming volumes? UNLV Gaming Research & Review Journal, 18(2), 23-38. 16. Repetti, T., & Jung, S. (2014). The importance of finance and accounting competencies: The gaming industry’s perspectives. Journal of Hospitality Financial Management, 22, 4-17. 17. Repetti, T., & Dalbor, M. C. (2014). Do rooms managers exhibit expense preference behavior in Nevada casinos? Journal of Human Resources in Hospitality & Tourism, 13(4), 371-388. 18. Roe, S., & Repetti, T. (2014). Consumer perceptions of resort fees and their impact on hotel selection. Journal of Hospitality Marketing & Management, 23(5), 564-578. 19. Repetti, T., & Jung, S. (2013). Building the first gaming master’s program: An industry perspective. UNLV Gaming Research & Review Journal, 17(2), 63-79. 20. Repetti, T. (2013). The finance and marketing dilemma: Do promotional allowances actually increase revenue and profits for Atlantic City casinos? UNLV Gaming Research & Review Journal, 17(1), 1-12. 21. Repetti, T., & Kim, J. (2013). Weathering the storm: A case study of Wynn’s financial performance during the economic downturn. Journal of Hospitality & Tourism Cases, 2, 42- 55. 22. Repetti, T. (2011). Recent research trends in the gaming industry: A focus on casino profits. UNLV Gaming Research & Review Journal, 15(2), 91-108. 23. Dalbor, M. C., Oak, S. & Repetti, T. (2010) How closely is CEO compensation tied to performance? An examination of the U.S. restaurant industry. Journal of Hospitality Financial Management, 18(2), 1-14. 24. Rowe, T., & Kim, J. (2010). Analyzing the relationship between systematic risk and financial variables in the casino industry. UNLV Gaming Research & Review Journal, 14(2), 47-57. 25. Upneja, A., Dalbor, M., Hua, N. & Repetti, T. (2010). Increased interest expense and management’s expense preference behaviour of publicly-traded restaurant firms. Journal of Services Research, 10, 69-84. PAPERS IN REVIEW 1. Lee, S., Repetti, T., Singh, AK., & Bernhard, B. The impacts of a smoking ban on gaming volume in a South Korea casino. In review for Journal of Gambling Business & Economics. 2. Belarmino, A., & Repetti, T. Be our guests: How restaurants adherence to COVID-19 regulations impact consumers’ willingness-to-pay. In review for International Journal of Contemporary Hospitality Management RESEARCH IN PROGRESS 1. Repetti, T. A comparison of payroll expense changes during economic downturns in integrated resorts. Which departments were better staffed? 2. Repetti, T. Changes in women in gaming executive roles during and after COVID. REFEREED CONFERENCE PROCEEDINGS 1. Repetti, T. (2012). Do promotional allowances actually increase profits for Atlantic City casinos? 2012 Annual International CHRIE Summer Conference Proceedings. Retrieved from http://www.chrie.org/data/files/gallery/ContentGallery/2012_ConferenceProceedings.pdf 2. Upneja, A., Dalbor, M., Hua, N. & Repetti, T. (2009). Increased interest expense and management’s expense preference behavior of publicly traded restaurant firms. Proceedings from 2009 ICHRIE Conference. Retrieved from http://scholarworks.umass.edu/refereed/Sessions/ REFEREED CONFERENCE PRESENTATIONS 1. Repetti, T. (2019). Hot labor topics in restaurant management. Stand up presentation at HSMAI Revenue Optimization Conference, Minneapolis, MN. 2. Repetti, T. & Hoffman, S. (2019). Female leadership in gaming: Where are they & where are they missing? Presentation at the 17th International Conference on Gambling & Risk Taking, Las Vegas, NV. 3. Hong, J., Repetti, T., Henthorne, T., & Erdem, M. (2019). A cross-cultural investigation of the relationship between customer demographics and hotel room price perception. Paper presented at
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