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The present study among 242 professionals working in a lung clinic and nursing home was designed to test a model that links supervisory behavior (i.e. leader member exchange (LMX) behavior and conflict management behavior) and reciprocity in the supervisor/subordinate relationship to objectively registered subordinate absenteeism. With respect to LMX‐behavior, a distinction was made between consideration and coaching of a subordinate by the supervisor and filling an assistant role by a subordinate. With respect to conflict management behavior, a distinction was made between openness, distribution, and control. It was hypothesized that subordinates’ feelings of reciprocity with respect to the relationship with their direct supervisor mediate the relation between supervisory behavior and subordinate absenteeism. Results of structural equation modeling showed that this was indeed the case for the relation between LMX‐behavior and subordinate absenteeism. Supervisory conflict management behavior was not directly related to subordinates’ feelings of reciprocity, but only indirectly through LMX‐behavior. Finally, and quite surprisingly, subordinates’ feelings of reciprocity turned out to be positively related to their absence frequency.

This paper aims to stimulate the discussion in the fields of hospitality, tourism and leisure on what exactly constitutes “an experience” and how to measure it; the authors unpack the experience construct into its core constituent elements, namely, emotions.

The paper reviews insights from psychology and cognitive neuroscience that define experiences as a fine-grained temporal succession of emotions that occur during an experiential episode. Limitations of current methods for measuring experiences are discussed, after which biometric and neuroscientific methods are reviewed that are optimally geared toward measuring emotions, as they occur during an experience with fine temporal detail.

An overview is presented of the available studies within the fields of hospitality, tourism and leisure that use these methodologies. These studies show that using these methodologies provides a fruitful methodological approach to measuring experiences in real time.

Companies are constantly seeking to create memorable experiences for their customers. The proposed research methodologies allow companies to get a more fine-grained image of what impacts customers over the course of their experience and to actively integrate the use of emotions into creating experiences, as emotions are key to making them memorable.

The paper sketches the contours of a rapidly emerging framework that unpacks memorable experiences into their constituent element – emotions. It is proposed that this will contribute to a deeper understanding of how consumers experience offerings in the hospitality, tourism and leisure industry.

Commitment of employees can be an important instrument for improving the performance of organizations. Based on international literature and studies, commitment has been defined as organizational and task commitment, and is related to personal, job and organizational characteristics. Intends to explore some important relations between the characteristics of commitment and organizational effects. Between commitment and the level of the organization the most important relations are a better communication and less illness; at the level of the individual employee the commitment to change and to take part very actively in change processes, bringing up new ideas, is important. These conclusions are in line with the literature. Commitment is strongly connected with colleagues and the style of management and could be seen as an important asset of the learning company.

Using the Theory of Planned Behaviour (TPB) framework, the purpose of this paper is to explore whether the standard TPB constructs explained variance in Generation Y (Gen Y) individuals’ intentions to join their ideal organisation.

A mixed methods approach was used featuring qualitative and quantitative methods.

The overall TPB model accounted for a significant 51.6 per cent of the variance in intention to join one’s ideal organisation in the next six months with the significant predictors in the model being subjective norm and perceived behaviour control but not attitude.

Using graduating students from a single Australian university sample may mean that the current findings may not extend to all Gen Y individuals. The current study has demonstrated the explanatory utility of the TPB in relation to graduate Gen Y’s intention to join their ideal organisation, providing further evidence of the robustness of the TPB framework in an organisational setting.

These findings have implications for enhancing understanding of the most effective recruitment processes for Gen Y students entering the workforce. The findings could inform recruitment policies and strategies to attract Gen Y applicants.

To the authors’ knowledge this study is the first application of the TPB to this topic. The current research extends the recruitment literature with a theoretically based investigation. Identification of factors which inform organisational recruitment strategies, allow organisations to stand out from their competitors and potentially achieve a larger application pool from which to select the best human capital and sustain competitive advantage.