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Induction of new employees is generally held to be of vital importance in reducing labour turnover during the first few weeks of employment. In this paper some widely held views of induction are surveyed in conjunction with the actual problems of adjustment faced by the stranger to any organization, to conclude that there is a need to tailor induction programmes more closely to these problems of individual adjustment than is often the case.

The purpose of this paper is to examine the impact that HR departments have on alternative stakeholders when they focus on improving the organization’s information capability instead of focusing their information agenda on human resource (HR) departmental activities.

The findings are based on the 2016 offering of the HR Competency study that is sponsored by the Ross School of Business at the University of Michigan and the RBL Group. The data set consists of over 36,000 respondents from around the world. Data were gathered through a 360 methodology that includes self-ratings and HR and non-HR associate ratings.

The findings show that HR’s involvement in leveraging business information has more impact than any other HR department activity on creating value for key external stakeholders. When controlling for other HR activities, the analysis shows that 77.4 per cent of HR total impact on customer value and 55.6 per cent of shareholder value occurs through HR’s involvement in information management. This impact occurs as HR departments contribute to identifying important external information (including customer and competitive information), importing important external information into the firm, analyzing information through both quantitative and qualitative algorithms, disseminating key facts and findings throughout the firm and ensuring the full utilization of information in decision making. The authors provide examples of how HR departments in leading companies are contributing to each of these phases of organization information management.

These findings have potentially important implications for how HR professionals add value to their key stakeholders. It suggests that HR departments will add greater value to their firms as they shift the focus of their information agenda from application to internal HR processes and practices to creating competitive advantage through organization-wide information management capability.

The purpose of this study is to provide an insight on how hospitality companies engage with the sustainable development goals (SDGs) and whether their corporate social responsibilities declaration and actions could achieve the targets of the SDGs by 2030 as they relate to their respective companies.

This study provides a case study analysis of three selected hospitality companies – Marriott International, Booking Holdings and The Soneva Group. The data for the study were obtained from secondary resources such as the companies’ publications and websites. It uses the module of sustainability challenges and the monitoring framework provided in the global sustainable development report 2019.

All the companies examined in this study are investing significant effort and resources to achieve the goals. They are focussing mainly on actions related to challenges that present high to medium levels of socio-political agreement and factual certainty. Though significant progress has been made towards achieving social and economic goals, there is still a large gap in relation to environmental goals. The efforts made solely by the hospitality companies to achieve the targets of Goal 13 are not enough, as hospitality companies cannot achieve these targets on their own. More actions and contributions from governmental and international agencies will be required.

This paper contributes to an understanding of the role that the SDGs play in the hospitality industry and how companies should engage and interact with the goals. Further research might be needed to analyse the financial implications of the SDGs in relation to the companies’ efforts and their respective investment contributions.

This paper aims to answer the why, what and how of culture as an emerging human resource agenda. Understanding culture is a trending topic for organization executives and thought leaders. Few deny the importance of culture for shaping and sustaining employee engagement and productivity, sustained strategy and business results. But while culture matters, it is often ambiguous and hard to define.

Based on our research on over 1,000 organizations, the authors have found that organization (culture) impacts business performance two to four times as much as individual talent.

The authors suggest that culture is not just a random set of values, beliefs or emotions, but a winning culture turns customer promises (firm brands) into internal organization actions. This paper proposes a disciplined process for creating a winning culture that engages employees in the right issues and invite human resource professionals to step up to this opportunity.

In this paper, the authors posit that the war for talent may be supplemented by understanding victory through organization culture.

The purpose of this paper is to provide insights and implications for hospitality management and education through an interview with an entrepreneur, leader, hotelier, and philanthropist in Central Florida – Mr Harris Rosen.

The study takes a qualitative approach along with a personal interview, which was used as a tool for data collection. An open‐ended interview protocol was designed to facilitate data collection.

The study presents insights of Mr Rosen on several key issues in hospitality management and education, including: entrepreneurship, leadership, education, and philanthropy. Implications and discussions are provided based on his perspective.

The study provides fresh ideas and perspectives on many relevant issues related to hospitality management and education. The insights and discussions provide prompt critical thinking on hospitality industry career development and various existing education systems.

The subject of the meeting on 20 June was ‘Numerically Controlled Routing’. Dave Dosier, of Paul Dosier Associates, explained how important it is to maximise programming and routing equipment. Former dusty, noisy fabrication rooms are now humming with NC equipment.

Most of us have read and thought about job enlargement, job enrichment, job design and restructuring. Much has been said and written on these subjects, and perhaps we may now be forgiven if we are somewhat confused by the differences in methodology, terminology, perspectives, etc presented by authors in this area.

The purpose of the paper is to identify trends changing travel and tourism to help managers and researchers better understand these trends. This understanding will help organizations remain competitive in today’s dynamic environment. The rapid advance of technology is changing how consumers evaluate, use and discuss hospitality and tourism products. The common theme among the four trends in this paper is technology. The authors identified four trends related to technology and discuss the impact of these trends on hospitality and tourism. The paper provides implications for mangers and researchers.

The paper reviewed both academic and trade literature to provide an overview of trends that are changing travel and tourism.

The author identified four trends: technology with a focus on robotics and artificial intelligence, big data analytics, social media and online communities and the sharing economy. The findings provide valuable insights for practitioners and researchers.

This paper provides a current view of how the advances in technology have evolved into four separate trends that are effecting both management and consumers. The current implications of these four trends are discussed as well as implications for the future.

The chapter briefly reviews the eight volumes in my Legend series – organizational buying behavior, consumer behavior, product and new product management, marketing strategy, market segmentation, global marketing, marketing research and modeling, and the future of marketing. In addition, the chapter highlights the three driving forces of much of my research: (a) the real world challenges facing corporations and organizations, (b) the search for new methodological developments, and (c) the continuous challenge of the prevailing marketing concepts and approaches. The chapter concludes with some reflections on the evolution of marketing in the past five decades and my wish list for the discipline and my future activities.