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Relative to other industries, hospitality organizations tend to be labor intensive, employing large numbers of individuals in hotels, resorts, restaurants, and other related enterprises. There has been long-standing debate between the rights of worker personal privacy and the need for employers to know information concerning prospective and current employees. This article presents an evolution of employment relationships in the hospitality industry to demonstrate the complex nature of employment from legal, moral, and ethical perspectives that exists at the current time. It provides discussion of the balance between the rights of individuals and employers’ “need to know” private information to draw conclusions and suggestions for practicing hospitality human resource managers.

This article posits a model to describe a learning process that may be applied to the development of leadership practices of hospitality managers who are current practitioners in hotels, resorts and other hospitality establishments. The premise of the model is found in the academic disciplines of science and philosophy as they relate to leadership and learning theories. The article concludes with a suggested seven‐step method that may be used to enhance leadership development among workers in hospitality enterprises.

The purpose of this study is to determine competency expectations for entry level supervisory employees in the golf and club management industry.

The study was conducted with members of a Chapter of the Club Managers Association of America. A 20‐question survey was developed for the study to identify desired competencies to be acquired by the next generation golf and club management professional. The survey was distributed electronically.

Competencies identified for entry level golf and club management positions were similar to those required for current effectiveness of club managers already in practice and comparable to the more recognized hospitality industries of restaurants and hotels. The findings also demonstrate the overall impressions of practitioners concerning levels of preparation for entry level positions in the industry.

The paper presents conclusions and suggestions for collaborative initiatives aimed at improving the preparation of individuals for successful entry into hospitality and tourism industry employment.

The golf and club management industry is challenged by an insufficient number of qualified applicants for management vacancies. The research offers new approaches to recruitment and development of entry level managerial candidates.

This study identified differences of work values between two types of hospitality workforce members: hospitality industry practitioners and hospitality student/practitioners. A total of 398 nonstudent practitioners were randomly selected from various hospitality organizations to participate in this study. There were 828 student practitioners included in the data collected from a hospitality management college. Fifteen values were identified along with their hierarchical order. Three-dimensional work value structure shared by hospitality-major student/practitioners and industry practitioners were revealed. They are: General Work Values, Management Work Values, and Hospitality Work Values. The differences of the three dimensions among the four categories of student practitioners and industry practitioners were identified. Furthermore, work values were found to differ by gender. Implications are drawn for industry managers as well as educators.

The purpose of this paper is to discuss the impact of technology on the human resources (HR) function in organizations, in general, and in hospitality firms, in particular.

The issue is presented through an extensive literature review, in addition to practical examples and demonstrations from the hospitality industry.

The literature clearly points to a substantial incorporation of technology in HR operations, to the extent that human resource information systems (HRIS) are perceived today as internal e‐commerce. This transition offers significant potential but also raises challenges and concerns. In addition, certain constraints often prevent HRIS from being utilized to their full potential, and therefore need to be addressed at the managerial level.

The review particularly raises the importance of managerial commitment to the successful performance of HRIS in organizations. In addition, suggestions for overcoming the barriers of the effective implementation of HRIS across HR functions are detailed throughout the paper.

The paper presents an important contemporary issue that has received very little attention in the hospitality and tourism literature. By providing a state‐of‐the‐art review on the potential contribution of HRIS to the industry, and elaborating on critical issues related to the topic, the paper can be of value for both HR educators and practitioners.

This study aims to develop a theoretical framework of the impact of clan and hierarchy cultures and knowledge technological capabilities on organizational learning.

A questionnaire survey was used to collect data from 693 employees working in knowledge management centers in various law and enforcement units in the United Arab Emirates (UAE). Structural equation modeling was used to test the relationships between the variables.

The findings show that the clan culture had a significant negative effect on organizational learning. However, hierarchy culture and knowledge technological capabilities had a significant positive impact in predicting organizational learning behavior.

The study focuses on a specific type of public organization only, which somewhat limits the generalizability of the research results. Second, as the study was cross-sectional, the causal relationships could not be inferred directly. The study results will help policymakers create a learning organization by examining the impact of organizational culture and knowledge of technological capabilities.

This paper has added knowledge about the relationship between culture types, knowledge technological capabilities and organizational learning, particularly in the UAE. This study helps to bridge the gap in research on culture and knowledge technological capabilities and organizational learning.