Search results

This paper aims to uncover how employees make sense of the implementation of holacracy in their organization.

Our research is based on a case study of a Swiss SME (of 160 employees) that is about to implement a holacratic mode of governance. Data was collected using questionnaires (completed by 57 employees) and 12 interviews.

At the level of individual, team and organization, driving forces toward implementing holacracy are stronger than restraining forces.

Implementing holacracy requires careful planning, detailed communications, strong support and training of employees by managers to ensure that they are less fearful of holacracy’s structures and more positive and understanding of its benefits.

This study contributes to a better understanding of holacracy and employees’ sensemaking of the added value of this unconventional structure.

The purpose of this paper is to develop and illustrate a comprehensive framework for how hospitality firms can overcome the broad vs narrow dilemma in sustainable management. The authors develop a framework for how to break down the United Nations sustainable development goals (SDGs) into actionable and context-specific subsets and select individual sustainability initiatives with maximum impact.

The framework focuses on sustainable innovation and management in hospitality and the issue-focused stakeholder perspective. The authors develop a theoretical framework for the selection of impactful sustainability initiatives in the hospitality industry. In addition, the paper provides a broad range of concrete examples for how different stakeholders can act as barriers or catalysts for the implementation of sustainability initiatives.

The major contribution of this paper is twofold. First, it recognizes that the solutions to the great sustainability challenges ahead involve the active participation of the hospitality industry in establishing partnerships with stakeholders. Second, it offers an ambitious roadmap for hospitality firms to identify local issues specific to sustainable management actions committed to advancing the social, environmental and economic dimensions of sustainability.

The framework has considerable practical implications in that it is centered on helping hospitality firms select an appropriate set of SDGs for their local context and translate them into specific sustainability initiatives that address these goals. The “stakeholder-filter model” methodology is aligned with an approach that is already being used for the development of sustainability initiatives outside the scope of the hospitality industry. As a result, the framework should have substantial practical value for the hospitality industry.

In the wake of COVID-19, the cruise industry is experiencing an unprecedented talent management challenge. Extant research suggests a broad range of work values that may attract job candidates to the cruise industry. The purpose of this study is to assess whether there are significant differences in the importance ratings of these work values for the millennials, compared to those of the preceding generation X.

With the support of a leading recruitment agency, the authors obtained responses to an online survey of 1,320 job candidates, of whom 830 were millennials. Using a quantitative approach, the authors asked them to assess the importance of eight work value domains. The authors ranked these domains for the millennials and for generation X and compared mean importance ratings using t-tests.

The results of this study reveal that differences between millennials and generation X in the ranking of the eight work value domains do exist. The authors did not find support for any systematic differences in terms of “extrinsic” versus “intrinsic” work values. However, the results show that the importance of “ego-driven” work values (e.g. support, development, compensation, work–life balance and comfort) is significantly higher for millennials. Conversely, for the more “altruistic” factors, there are no significant differences between the two generations.

Based on a very large sample of job candidates from the cruise industry, the results support the predictions of generational theories. The authors show that differences in work value ratings between generation X and the millennials exist. The authors also provide a novel perspective on the dimensions along which these differences materialize.

在一家领先的招聘机构的支持下, 我们对1320名求职者进行了在线调查, 其中830名是千禧一代。利用定量方法定量评估求职者八个工作价值域的重要性。对千禧一代和X一代的这些领域进行了排名, 并使用t检验重要性评分平均值。

新冠肺炎疫情后, 邮轮行业面临着前所未有的人才管理挑战。现有的研究表明, 广泛的工作价值观可能会吸引求职者进入邮轮行业。本研究的目的是评估千禧一代对这些工作价值的重要性评分与上一代X相比是否存在显著差异。

研究结果显示, 千禧一代和X一代在这八个工作价值领域的排名上确实存在差异。在“外在”和“内在”工作价值方面, 没有任何系统差异的证据支持。然而, 研究结果指出, “自我驱动”的工作价值观（如支持、发展、薪酬、工作与生活的平衡和舒适）对千禧一代的重要性明显更高。相反, 对于更“利他”的因素, 两代人之间没有显著差异。

基于邮轮行业的大量求职者样本, 结果支持代际理论的预测。研究表明, X一代和千禧一代在工作价值评价上存在差异。还提供了一个关于这些差异实现维度的新视角。

Con el apoyo de una importante agencia de contratación, se obtuvieron respuestas a una encuesta online de 1.320 candidatos a un puesto de trabajo, de los cuales 830 eran de la generación del milenio (milenials). A partir de un enfoque cuantitativo, se preguntó que evaluaran la importancia de ocho dimensiones sobre valores laborales. Se clasificaron estas dimensiones para los milenials y para la generación X y se compararon las valoraciones medias de su importancia mediante pruebas t.

A raíz del Covid-19, el sector de los cruceros está experimentando un reto de gestión del talento sin precedentes. La investigación existente sugiere una amplia gama de valores laborales que pueden atraer a los candidatos al sector de los cruceros. El objetivo de esta investigación es evaluar si existen diferencias significativas en las puntuaciones sobre la importancia de estos valores laborales para los millenials, en comparación con los de la generación X precedente.

Nuestros resultados revelan que existen diferencias entre los milenials y la generación X en la clasificación de las ocho dimensiones sobre valores laborales. No se encuentra apoyo para ninguna diferencia sistemática en términos de valores laborales “extrínsecos” frente a “intrínsecos”. Sin embargo, nuestros resultados muestran que la importancia de los valores laborales “impulsados por el ego” (por ejemplo, el apoyo, el desarrollo, la retribución, el equilibrio entre la vida laboral y personal y la comodidad) es significativamente mayor para los milenials. Por el contrario, para los factores más “altruistas” no hay diferencias significativas entre las dos generaciones.

Basándonos en una muestra muy amplia de candidatos a un puesto de trabajo en el sector de los cruceros, nuestros resultados respaldan las predicciones de las teorías generacionales. Se demuestra que existen diferencias en las valoraciones del trabajo entre la generación X y los milenials. También, se aporta una perspectiva novedosa sobre las dimensiones a lo largo de las cuales se materializan estas diferencias.

The purpose of this research is to analyze differences between the roles of HR managers at the corporate and unit level in the specific context of the hospitality industry.

Semi‐structured interviews with 12 HR managers in three countries, complemented by a short questionnaire, yielded quantitative data on Ulrich's HR roles, work time spent in various roles and various degrees of involvement in decision making. Respondents also provided qualitative accounts of their roles.

Distinct differences exist between HR work at the corporate and unit level. Whereas unit level managers tend to focus on their role as “administrative experts” and “employee champions”, corporate level managers stressed their role as “strategic partners” and “change agents”. Corporate level managers benefit from earlier involvement in organizational decisions than those at unit level.

A comparatively small convenience sample of 12 HR managers was used. This limitation is mitigated, however, by the inclusion of managers from three different countries and a good balance of corporate and unit level managers in the sample.

The research provides clear evidence of a lack of strategic HR orientation at both the unit and the corporate levels. These results should help corporate decision‐makers rethink and reorient the activities of HRM in their organizations and strengthen its role in organizational decision making.

Despite the popularity of the Ulrich model, there is hardly any empirical research on differences in HR management across organizational levels. The present study explores this topic with a particular focus on the hospitality industry.

To report on the results of an empirical study on recruitment practices in the cruise industry and interpret these results from the perspective of theory on “realistic recruitment”.

Research was carried out in a two‐step approach. In the first step, semi‐structured interviews were conducted with recruitment specialists at seven cruise lines and recruitment agencies. Based on these qualitative results, a survey questionnaire was sent to recently hired employees of a European cruise line. A total of 60 completed questionnaires were used for the analysis.

The study provides support for the existence and importance of a “realistic” recruitment approach in the particular context of the cruise industry. Recruiters possess extensive knowledge about the companies and jobs for which they recruit and systematically communicate negative information about difficult living conditions and work contexts on board through a variety of media. Candidates ranked the importance and usefulness of different media in the recruitment process and assessed their satisfaction with information received during recruitment.

Both samples – for the qualitative and the quantitative part of the study – are relatively small. The fact that we focused on employees of a European cruise line may limit the generalizability of results.

Realistic recruitment can have a positive impact on turnover and job satisfaction. We provide recommendations for implementing a realistic recruitment approach in the cruise industry.

The realistic recruitment approach is uniquely suited for the particular context of the cruise industry. To our knowledge this is the first empirical study on this topic in the context of the hospitality industry.

This study aims to understand the corporate social responsibility (CSR) perspective of the employees working in manufacturing sector and service sector and further investigates whether there is any significant difference in their opinion on the basis of their gender and their hierarchical position in the organization.

In total, 300 employees of manufacturing and service sector companies have participated in this study. To test the hypotheses, the researcher has used two-way ANOVA, with diagrammatic presentation with the help of SPSS.

The results showed that there was a non-significant effect of gender on the perceived impact of CSR and employees at various level of hierarchy perceived the impact differently by the type of companies in which they work. Specifically, there was significant difference in the perceived impact for officers, managers and assistant managers in manufacturing and service sector, whereas for executives, the perceived impact varied significantly in manufacturing and service sector.

This study has analysed the perception of 300 employees including the employees of the manufacturing and service sectors. Also, the analysis is based on two demographic variables, i.e. gender and hierarchical level which may be considered as the limitation of the study.

The major contribution of this study is the fact that the employees have similar kind of opinion for the efforts and initiatives taken by their companies for CSR practices. The work culture, corporate ethics, managerial support and sectorial priorities do not have much influence on the employees in terms of CSR. However, the employee’s opinion may change after reaching to higher position in organization.

This study is totally unique in nature. As per the researcher’s knowledge, no documented study is available that investigates the CSR perspective of employees from two major sectors, i.e. manufacturing and service sector that validates this study.

The purpose of this paper is to analyse the effect of cantonal social policies and cultural settings (in Switzerland) on women’s and men’s employment behaviour. Special consideration is given to the transition to parenthood.

Based on data from the Swiss Labour Force Survey (SLFS) this paper conducts multilevel analyses to test individual and cantonal effects on the probability of employment and on working hours. To analyse the effect of parenthood, models for women and men with children under three are contrasted with models for women and men without children or with older children.

The paper documents the persistence of gender inequality in employment linked to parenthood. How the reconciliation of work and family life can be realised for women and men strongly depends on a set of policies and cultural conditions. Moreover, individual characteristics such as education or marriage are important predictors.

A shortcoming of this study is the focus on the individual employment use and not on household-level division of labour. This disadvantage is due to the design of the SLFS, which is (at present) the only available survey to allow regionalisation at the cantonal level. However, the paper adds important results to the debate about gender inequality and parenthood in Switzerland as previous research has focused only little on cantonal diversity.

The paper connects to previous cantonal comparative studies of female employment but extends their analyses in three important ways. By analysing cantonal differences in policies and culture this paper takes the diversity of framework conditions in Switzerland into account. Furthermore it simultaneously analyses male and female employment behaviour to get a better understanding of gender inequality and parenthood.