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In hospitality operations customer satisfaction relies heavily on group‐based activities and the need for different departments to work closely together. It is particularly important therefore to develop an organizational culture which encourages group motivation, harmonious working relationships and good teamwork. Culture is developed over time and is shaped in response to a complex set of factors. Raises a number of important questions relating to the culture of short‐life hospitality organizations.

The aims of this paper are to consider the role of money as a motivator for managers and staff in the licensed house sector of the hospitality industry and to consider the implications of the findings from both an academic and an industry viewpoint. As part of a one‐day training event, a pilot study was undertaken with 57 managers and employees of an independent public house operator in an attempt to establish what makes people work and what makes them work harder. The research was then transposed into an academic context and related to underlying theories and research studies. Initial findings indicate that the traditional approaches to motivation do not necessarily apply to this particular industry sector. There are marked differences between managers and staff and these differences appear to be influenced by demographics and level in the organisation.

The issue of AIDS/HIV is currently a concern of many employing organizations. Considers the contextual factors which surround AIDS as a workplace issue in terms of legislation, state policy, and trade union and employer positions. This is followed by an analysis of current UK corporate AIDS policies. Identifies two approaches to policy formulation: definsive and humanistic. The former regards AIDS/HIV largely in instrumental terms whereas the latter frames the issue as one of social justice and responsibility. Considers the implications of each position and explores the prospects for future research and practice.

Notes the link between “strong” organizational cultures and effective organizational performance; particularly so in the hospitality industry, where the aim has been to promote cultural individuality in order to differentiate between brands, thus encouraging customer loyalty and ensuring repeat business. Equally well documented has been the notion that the development of culture is a long‐term, incremental process occuring in response to a complex set of factors. However, the concept of organizational climate has been given less emphasis, often being subsumed within the topic as a whole. An implicit assumption has been made that one is a naturally occurring by‐product of the other. These issues raise important questions for short‐life hospitality organizations in terms of whether both culture and climate can be inculcated over a short time span and the importance of the traditionally assumed link with organizational effectiveness.

The purpose of this paper is to examine the influence of the Chinese cultural architecture on motivating workplace behaviour for enhanced productivity in Chinese workplaces.

The paper describes the Chinese cultural architecture and presents a cursory review of the substantive literature in this field. Based on this review, a conceptual framework for managing within Chinese organizations is presented, based on the first‐hand experience in the field as well as anecdotal evidence provided by practitioners in international management.

In the light of research, which suggests that the realities about motivation in the context of Chinese workplaces are more complicated than originally thought, this paper moves away from viewing Chinese workplace behaviour from a purely systems‐based perspective. Although ideas about collectivism and individualism certainly explain important aspects of workplace behaviour, an orientation to practicality and the emotive side of life in Chinese workplaces also affects behaviour in quite subtle ways.

While the development of a conceptual framework for practicing managers provides a guide to managing in China, work that is more empirical is necessary to test the resilience of the framework.

The paper offers practical steps to improve the performance and productivity of both managers and employees in Chinese organizations.

The framework presented utilizes the conventional collectivism/individualism dichotomy with notions of practicality and emotion in Chinese workplaces. This is one potential step forward to the development of a more motivating management style in China.