Search results

The purpose of this paper is to examine the applications of the social networking software, Facebook, currently practiced by “expert user” faculty teaching within a Malaysian Higher Education Hospitality Diploma programme. Of particular interest is whether the faculty experiences with Facebook reveal its functional appropriateness for use on an experiential learning platform. The aim is also to prompt further research and experimentation with the medium on teachers and students.

Phenomenological: the researcher uses a focus group to enable the essence of teachers' experience in the utilisation of Facebook as a teaching and learning tool within the syllabus of their taught subjects in a shared hospitality curriculum to emerge.

The experiences divulged in the focus group reveal the use of Facebook as an “effective” medium for reflective purposes in relation to experiential teaching and learning activities and as a mechanism for reflective and extrapolative cognition on experiential or practical classes.

This lies in the focus on actual Facebook use within the syllabi of a Faculty “community of practice”. It also lies in the focus of the paper on applications within a Hospitality curriculum. In relation to marketing, the visual materials discovered to be uploaded by teachers and students on Facebook are perhaps the real teaching and learning experiences of students that could be used by marketers for promotional purposes utilising the paradigm of experiential marketing and a service‐dominant logic.

PUBLICATION late in September of a House of Commons Expenditure Committee report on the Charity Commissioners and on charities generally seems unlikely to arouse forebodings at the Library Association, which enjoys such special status.

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

This is a selective annotated bibliography of the literature on Christopher Columbus from 1970 to 1989. The subject is particularly relevant considering the approach of the Quincentenary of the “discovery” of America in 1992. For that same reason, there has been an outpouring of literature on the subject since 1990, a significant subset of which contributes to are interpretation of Columbus the man, his voyages, and their impact on the new world. It is hoped that this more recent literature will be part of a subsequent annotated bibliography.

This study examines how managers' human capital, time spent with employees and employees' human capital can influence employees' career advancement. While research tends to find a positive relationship between human capital and career advancement, less attention is paid the effect of managers' human capital on employee careers. A combination of human capital and social capital theories is used to develop hypotheses.

A five-year sample of American football players selected in the National Football League (NFL) draft is used to test the hypotheses. Archival data for human capital, social capital and career success measures are used, and OLS regression analyses test the hypotheses.

The authors find employees with higher levels of human capital experience greater career advancement. Managers' human capital moderates this relationship and the length of time worked together by the employee–manager dyad. The relationship between employees' human capital and career advancement is strengthened when managers have high levels of human capital.

The results of this study indicate that individuals with higher levels of human capital and social capital have greater career success. When individuals have higher levels of human capital it is important for them to determine how long they should work for a particular manager before advancing in their careers. Individuals with higher levels of human capital may need lees time working for a manager than those with lower levels of human capital before advancing in their careers.

This study contributes to careers and human resource management research by examining the moderating impact that manager human capital and time employees spend with a manager have on the relationship between employee human capital and employee career advancement.

This issue is a selected bibliography covering the subject of leadership.

The human capital of a leader and the human capital of the employees who work for the leader can impact the bonus earned by the leader. Little to no research has examined data that includes the maximum potential bonus that could be earned by a leader and the actual bonus earned. This information provides a closer examination of leader performance and the impacts of leader and employee human capital on the bonus earned by the leader.

The authors use a sample of NCAA college football teams and head coaches over two years to test their hypotheses. They measure the human capital of the team and the human capital of the head coach. In addition, the authors assess the percentage earned by the head coach of the maximum potential bonus possible.

The authors find that a coach's human capital and the human capital of their team positively and significantly predict the percentage of the maximum possible bonus earned by the head coach.

The results of this study indicate the importance of leader human capital to a leader's ability to earn more of their maximum potential bonus. Additionally, if a leader is able to surround himself or herself with highly talented employees, it will benefit the leader in terms of the amount of bonus earned.

This study extends previous research to provide a more complete picture of factors that influence a leader's ability to earn more of their maximum possible bonus. The authors’ findings that both the human capital of the leader and the human capital of employees who work for the leader impact the amount of bonus earned by the leader add value to human resource management research. Specifically, when examining factors that impact a leader's bonus earnings, it is important to consider not only characteristics of the leader but also factors apart from the leader, such as the leader's employees.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.