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This project inquires whether transitioning to adopting sustainable practices involves emphasizing the significance of education and skill development that aligns with employees' knowledge. Additionally, this project explores whether soft skills can act as a means for effective communication, collaboration and ethical decision-making when addressing the intricate and socially interconnected nature of sustainability challenges. Thus, this research explores employee sustainability knowledge and soft skills to gain a more nuanced understanding to provide evidence-based recommendations to enhance organizational sustainability initiatives.

This study used a form of chain-referral sampling with two populations. A two-step cluster analysis with a log-likelihood distance measure and Schwarz’s Bayesian criterion was employed to identify communities of employees with different levels of sustainable practices and soft skills knowledge. A corresponding analysis was conducted to better understand different communities in terms of industry and managerial experience. A confirmatory factor analysis was conducted using a covariance-based measurement model to establish measurement validity and reliability and to impute latent variables (i.e. constructs) scores.

Aligning human resource (HR) strategies with these identified knowledge communities enables organizations to strategically enhance comprehensive training programs promoting sustainable practices and soft skills. Tailored training and workforce development programs for each community are recommended, with the proposal of active training methods like Lego Serious Play to dynamically engage employees. As organizations increasingly invest in training, this research offers valuable insights for educators and industry professionals to better cultivate and apply soft skills to develop employee sustainability practices and enhance employee development.

Although this study’s findings are not generalizable to the population, they are useful when considering critical sustainability knowledge and soft skills necessary for employees in the hospitality industry. The convenience sample of this study could have been more robust, with participants with greater tenure in the industry or a better understanding of sustainable practices and soft skill competencies. This research used a Qualtrics survey to gather subject responses. This may have caused biases in responding to the survey, such as a central tendency, immediacy, the rater’s knowledge about each criterion or boredom with the survey length.

The practical implications drawn from this study’s findings offer actionable insights for organizations seeking to enhance sustainability practices within their workforce. As one navigates the diverse landscape of employee categories, including sustainable champions, emerging learners and skillful initiators, it becomes evident that a one-size-fits-all approach to training and workforce education is not conducive to cultivating a sustainable culture. In this section, some possible practical strategies tailored to each employee category are suggested, ensuring that organizations can effectively harness the unique strengths and development needs within their workforce.

Using a social cognitive theoretical lens (Bandura, 1977), sustainable catalysts' elevated knowledge levels make them influential contributors to the organization’s sustainability goals, while their adeptness in soft skills positions them as effective communicators, collaborators and leaders in fostering a culture of sustainability. Figure 1b displays this idea. As such, sustainable catalysts were present four times in the effectiveness of the top five soft skills, meaning these sustainable catalysts should be the area of primary focus as they can assist organizations by educating other employees due to their enhanced soft skills and level of sustainability knowledge.

Rooted in social cognitive theory, this study investigated how HR practices can effectively shape sustainability-related workforce development in the workplace. The results identified distinct knowledge communities – sustainable catalysts, skillful initiators, emerging learners and sustainable champions – aligned with quadrants of sustainable practice effectiveness. Aligning HR strategies with these identified knowledge communities enables organizations to strategically enhance comprehensive training programs promoting sustainable practices and soft skills.

The purpose of this research is two-fold: first, the researchers will create a reliable and valid hospitality senior exit survey by conducting a Delphi panel of experts and second, the researchers will pilot-test the instrument with students from a four-year university. The data will be (a) assessed to determine the retention of knowledge by four-year students, (b) used by academicians to make changes to course material and (c) used to help with the accreditation assessment process.

A Delphi panel of hospitality educators was used to validate the items, and graduating hospitality students were used to calculate reliability.

By embracing the hospitality exit survey (HES), institutions can effectively evaluate and enhance their programs. With its ability to gauge students' knowledge retention, the study findings serve as a powerful tool for shaping the future of hospitality education.

The study's findings might be somewhat limited in representing a broader range of perspectives within hospitality programs. Another limitation stems from the structure of the survey itself. The survey included numerous items requiring two inputs for each item. This format has the potential to introduce certain biases among participants.

In a positive statement, organizations can use this information to discover why employees stay and then continue to develop goals/strategies to ensure this process stays up to date. Academia is no different. Academia also wants to produce the best product, and since the students are to become the next set of leaders, these programs need to know what is successful and what needs to be adjusted.

A strategic exit interview program should 1)Uncover issues relating to human resources/students; 2) understand employees'/students' perception of the work; 3) managers'/directors' leadership style and effectiveness; 4) human resource/college/departments benchmarks and 5) improve the organization.

This research holds significant importance as it focuses on developing the senior HES and its potential utilization within hospitality programs. The HES serves as a valuable tool for these programs to evaluate the knowledge levels of their graduating students and collect data necessary for assessment and accreditation purposes.

This paper seeks to understand how a new elite, known as the cork aristocracy, emerged in the Bordeaux wine field, France, between 1850 and 1929 as wine merchants replaced aristocrats. Classic class and status perspectives, and their distinctive social closure dynamics, are mobilized to illuminate the individual and organizational transformations that affected elite wineries grouped in an emerging classification of the Bordeaux best wines. We build on a wealth of archives and historical ethnography techniques to surface complex status and organizational dynamics that reveal how financiers and industrialists intermediated this transition and how organizations are deeply interwoven into social change.

This is the first study to evaluate ADHD-hyperactive/impulsive subtype in a large clinical sample of adults with ADHD. The Quality of Life, Effectiveness, Safety and Tolerability (QuEST) study included 725 adults who received clinician diagnoses of any ADHD sub-type. Cross-sectional baseline data from 691 patients diagnosed with the hyperactive/impulsive (HI), inattentive (IA) and combined sub-types were used to compare the groups on the clinician administered ADHD-RS, clinical features and health-related quality of life. A consistent pattern of differences was found between the ADHD-I and combined subtypes, with the combined subtype being more likely to be diagnosed in childhood, more severe symptom severity and lower HRQL. Twenty-three patients out of the total sample of 691 patients (3%) received a clinician diagnosis of ADHD -hyperactive/impulsive subtype. Review of the ratings on the ADHD-RS-IV demonstrated, however, that this group had ratings of inattention comparable to the inattentive group. There were no significant differences found between the ADHD-HI and the other subtypes in symptom severity, functioning or quality of life. The hyperactive/impulsive subtype group identified by clinicians in this study was not significantly different from the rest of the sample. By contrast, significant differences were found between the inattentive and combined types. This suggests that in adults, hyperactivity declines and inattention remains significant, making the hyperactive/impulsive sub-type as defined by childhood criteria a very rare condition and raising questions as to the validity of the HI subtype in adults.

Crisis services personnel are frequently deployed around the globe under highly demanding conditions. This raises the need to better understand the deployment process and more especially, sustainable reintegration after deployment. Despite recent research efforts, the study of the post-deployment stage, more specifically the reintegration process, remains fragmented and limited. To address these limitations, this review aims at (1) describing how reintegration is conceptualised and measured in the existing literature, (2) identifying what dimensions are associated with the reintegration process and (3) identifying what we know about the process of reintegration in terms of timing and phases.

Following the preferred reporting items for systematic reviews and meta-analyses (PRISMA) protocol, the authors identified 5,859 documents across several scientific databases published between 1995 and 2021. Based on predefined eligibility criteria, 104 documents were yielded.

Research has primarily focused on descriptive studies of negative individual and interpersonal outcomes after deployment. However, this review indicates that reintegration is dynamic, multi-sector, multidimensional and dual. Each of its phases and dimensions is associated with distinct challenges.

To the authors’ knowledge, this is the first research that investigates reintegration among different crisis services and provides an integrative social-ecological framework that identifies the different dimensions and challenges of this process.