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Increasing the diversity of an organisation's workforce is a primary concern for many businesses with the realisation that it can bring significant competitive advantage. The challenge lies in how organisations can best do this. This article highlights a pragmatic guide as to how organisations can increase their diversity through their recruitment practices through activities such as: market research into your potential recruitment pool; building a business case to influence line managers and other stakeholders as to the need to recruit for diversity; using a variety of communication channels to reach your target candidates; and rewarding employees when they successfully increase diversity through recruitment.

The purpose of this paper is to cover the inaugural UK employment candidate experience awards (The C&Es). It aims to include details of the program, best practice case studies and some of the 2012 C&Es winner success stories.

This paper draws on research findings from participating organizations that shared data on their candidate experience processes and practices. This also includes research findings from 857 candidates who applied to these organizations. References may also be made to the North American research data – the second year has just concluded – with 90 participating companies and 17,500 candidate responses. Some of the organizations featured include UK winners GE Capital, Risk Management Solution and Avanade, and North American winners Adidas Group and Deloitte.

Organizations which do not recognize the importance of providing good candidate experience practices will find it increasingly difficult to source the right talent. Candidates expect a return on investment, and time invested will become the currency that fuels their expectations. Their key expectation/requirement will be timely, accurate and transparent communication. A personalized experience, and all that entails, will become the norm.

The paper provides evidenced research findings which were verified by candidates who experienced part or all of the organizations' recruitment processes.

The purpose of this paper is to investigate whether guests’ tipping motivations (i.e. server quality, social norm and food quality) and demographic characteristics (i.e. gender, age and income) influence loyalty to the server in a restaurant.

Based on a national online survey consumer panel comprised of 468 participants, the authors utilized decision tree using R statistical software. Predictor variables were tipping motivations and demographic characteristics (age, gender and income). Target variable was loyalty to the server.

The findings suggest that social norm, food quality and income influence customers’ loyalty toward the same server on future visits. Social norm turned out to be the strongest predictor. If consumers did not have high social norm on tipping, their loyalty toward a particular server was affected by the combination of determinants such as server quality, social norm, income and food quality.

Future research can identify or develop scales of tipping motivations with stronger reliabilities in the context of restaurants. Future research can also explore other demographic differences (e.g. ethnicity and sexual orientation) in tipping motivations and server loyalty.

Servers are indeed the primary contact point and they are in the most influential position with consumers. Overall, results of this study provide an interesting insight in that restaurant guests’ experience can be ruined by bad quality of food or can be mitigated by server quality. Thus, this research highlights a step-by-step process as to the actions that a server may perform and manage in order to enhance server loyalty.

Loyalty has been examined in the context of products, brands or service providers. This study focuses on loyalty toward a specific server, because the consideration of server–guest relationship provides both a compelling and timely area of study in that restaurants continue to look for unique ways to drive server–guest rapport and customer loyalty.

The purpose of this study was to investigate restaurant clientele tipping behavior and its inspiration on foodservice empathy within two- and three-star hotels in Kisumu County, Kenya. This was with the objective of analyzing the tipping effect on restaurant food service quality with an emphasis on Parasuraman, Zeithmal and Barry's empathy as a key dimension of quality in accordance to the SERVQUAL model.

For the purpose of this study, food service empathy was investigated in relation to the influence of tipping on restaurant food service quality. Further, a census of all the two and three star-rated hotels within Kisumu County was carried out. The study applied descriptive research design in the investigation on the tipping behavior and its inspiration on foodservice empathy. Moreover, simple random sampling was employed in the selection of clients since it yielded a sample that is representative of the population. Additionally, the study employed the use of questionnaires for collection of data, which were coded, analyzed and presented in frequencies, tables and graphs.

The study findings reveal that there is a significant relationship between rewards upon perception of service and food service empathy but failed to find a significant relation between incentives for improved future service as well as the social norms and foodservice empathy. However, in general, the study established a significant relationship between tipping and foodservice empathy in the sampled hotels in Kenya. Thus, in summary, at 95% confidence level, the study concluded that there is a significant relationship between tipping and foodservice empathy.

This study was restricted on two and three-star hotels within Kisumu County in Kenya with a sample size of 384 respondents, which would otherwise limit the degree to which the findings were applied. Consequently, the study sought to collect data from restaurant clients although the access and, therefore, direct interaction were denied by some of the hotels. Further, this study employed a survey approach in the collection of data from restaurant clients in two and three-star hotels. Accordingly, there was minimal local and regional research literature available on the study topic.

Tipping in the context of the broad global service industry, including hospitality's restaurant food service, is as old as Roman times. However, tipping is practiced differently across the world with some countries practicing while other countries not practicing the act of tipping. For that reason, tipping is not regulated in some of the countries including Kenya and therefore the lack of policy. Nonetheless, tipping is perceived to be the genesis of food service failures as a result of discriminatory restaurant food service in addition to increasing costs of eating out. This study therefore sought to investigate restaurant tipping behavior and its inspiration on foodservice empathy. The study results might be applied in policy formulation in order to curb the negative effect of tipping on food service empathy.

Minimal studies have been instituted and published in the area of tipping and service quality relationship with an emphasis on each of Parasuraman, Zeithmal and Berry's dimensions of quality. This research survey, therefore, sought to collect data from restaurant clients in two and three-star hotels within Kisumu County in Kenya and therefore investigated restaurant clientele tipping behavior and its inspiration on food service empathy.

It is a matter of sad record that the author of the memoirs from which this account of Cardiff in the 1930s has been extracted died while his work was still in the press. As “Files on parade” it is scheduled to appear in book form this year. By arrangement with Scarecrow Press, LR prints this extract in tribute to one of the most individual of its occasional contributors.

Examines the emergence of environmental legislation and the response of organizations. Most legal academics have attempted to explain these responses in the context of rational choice theory, using an economic framework such as the rational polluter model. Argues that whilst the rational polluter model offers a partial explanation of organizations’ behaviour in response to environmental legislation, it does not explain why the majority of organizations are law abiding. Examines work on legitimacy theory, and by drawing on that work and placing it in the context of case law, suggests that it offers a better explanatory framework.