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Available. Open Access. Open Access
Article
Publication date: 7 January 2025

Michael J. Tews, Ankie Hoefnagels, Sydney Pons and Fanny Beaumont-Perez

This study examines the importance of fun in the workplace within the context of hospitality internships. It aims to determine the impact of three dimensions of fun – fun…

128

Abstract

Purpose

This study examines the importance of fun in the workplace within the context of hospitality internships. It aims to determine the impact of three dimensions of fun – fun activities, coworker socializing and manager support for fun – on the perceived value of internships and students' commitment to pursuing a career in the hospitality industry.

Design/methodology/approach

The study involved a sample of 253 hospitality management students in The Netherlands. Data were collected through an online survey and analyzed using multiple regression to assess the relationships between fun in the workplace, internship value and industry commitment. The study also considered the influence of job characteristics, social support and work-life conflict.

Findings

The results indicated that coworker socializing had a positive relationship with both internship value and industry commitment. Manager support for fun positively influenced internship value but had a negative relationship with industry commitment. Fun activities did not significantly impact either outcome. Additionally, skill variety was found to be crucial for internship value, particularly for operational interns.

Practical implications

The findings suggest that while fun in the workplace can enhance the internship experience, it should not overshadow other critical factors such as skill variety, supervisor support and the presence of role models. Internship programs should focus on providing diverse and challenging tasks to maximize perceived value and industry commitment among students.

Originality/value

This study extends the research on workplace fun by focusing on its role in the internship experience within the hospitality industry. It provides insights into how different dimensions of fun affect internship outcomes and highlights the importance of balancing fun with other essential aspects of the work environment to foster positive student experiences and career aspirations.

Details

International Hospitality Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2516-8142

Keywords

Available. Open Access. Open Access
Article
Publication date: 9 August 2024

Sydney Pons, Donna Quadri-Felitti, Phillip M. Jolly and Michael J. Tews

Hiring employees with criminal records has become a heightened topic of conversation for hospitality practitioners. The labor shortage in the hospitality industry has increased…

276

Abstract

Purpose

Hiring employees with criminal records has become a heightened topic of conversation for hospitality practitioners. The labor shortage in the hospitality industry has increased consideration for individuals impacted by the justice system, bolstered by programming such as second-chance vocational training programs. However, hospitality practitioners with second-chance employment practices have had challenges managing the multiple stakeholder relationships to employ and retain justice-impacted employees. The purpose of this paper is to aid practitioners in the hospitality industry with an innovative and inclusive hiring practice with timely implications in the United States.

Design/methodology/approach

This paper will emphasize the correctional system actors, community-based partners, and justice-impacted employees as salient stakeholders in such hiring contexts. Employing a stakeholder theoretical perspective, we outline a stakeholder map for hospitality practitioners with fair chance hiring practices to better understand second-chance employees.

Findings

Organizations do not sit on the periphery of a community; they are interconnected with the community in many direct and indirect ways. Past research has yet to identify a relationship between stakeholder theory and second-chance employment when the stakeholders involved in this employee population are arguably extended. By providing a stakeholder mapping process second-chance employment context, the interwoven actors’ needs can be more holistically assessed.

Originality/value

In America, individuals with a criminal record are often a forgotten and stigmatized labor pool. With this paper, we aim to break down barriers of bias while encouraging the narrative toward true Diversity, Equity, Inclusion, and Belonging (DEIB) hiring practices. Multiple stakeholder management is often an organizational challenge, and by providing this framework, we provide guidelines to practitioners while highlighting the opportunity for community leadership. To that end, we provide guidelines for hospitality practitioners intending to increase justice-involved employee retention through stakeholder relationship management.

Details

International Hospitality Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2516-8142

Keywords

Available. Open Access. Open Access
Article
Publication date: 3 June 2024

Sydney Pons, Jalayer Khalilzadeh, Melvin R. Weber and Ruth Annette Smith

This project inquires whether transitioning to adopting sustainable practices involves emphasizing the significance of education and skill development that aligns with employees'…

788

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Social implications

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.

Originality/value

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.

Details

International Hospitality Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2516-8142

Keywords

Available. Open Access. Open Access
Article
Publication date: 31 October 2023

Melvin R. Weber, Craig Marshall, Sydney Pons and Ruth Annette Smith

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…

554

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Social implications

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.

Originality/value

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.

Details

International Hospitality Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2516-8142

Keywords

Available. Content available
Book part
Publication date: 9 August 2023

Abstract

Details

The Emerald International Handbook of Activist Criminology
Type: Book
ISBN: 978-1-80262-199-0

Available. Content available
Article
Publication date: 21 November 2011

Avinandan Mukherjee

985

Abstract

Details

International Journal of Pharmaceutical and Healthcare Marketing, vol. 5 no. 4
Type: Research Article
ISSN: 1750-6123

Available. Content available
Article
Publication date: 23 November 2012

Avinandan Mukherjee

949

Abstract

Details

International Journal of Pharmaceutical and Healthcare Marketing, vol. 6 no. 4
Type: Research Article
ISSN: 1750-6123

Available. Content available
Article
Publication date: 28 October 2014

Avinandan Mukherjee

1497

Abstract

Details

International Journal of Pharmaceutical and Healthcare Marketing, vol. 8 no. 4
Type: Research Article
ISSN: 1750-6123

Available. Content available
Article
Publication date: 25 November 2013

Avinandan Mukherjee and Yam Limbu

319

Abstract

Details

International Journal of Pharmaceutical and Healthcare Marketing, vol. 7 no. 4
Type: Research Article
ISSN: 1750-6123

Available. Content available
Book part
Publication date: 30 July 2018

Abstract

Details

Marketing Management in Turkey
Type: Book
ISBN: 978-1-78714-558-0

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