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The aim of this paper is to evaluate and analyze hourly line-level employees' characteristics and their perceptions of their employment experience in large US theme parks and attractions, as well as to explore predictors for their retention.

The research instrument adopted a theoretical framework based on previous retention studies of hourly employees in various industries. Following a qualitative phase with theme park employees, the survey was tailored to the uniqueness of the industry. Since major theme park companies are protective of their employee database, a “snowball” sampling technique was adopted using a variety of Social Networking Sites (SNS). A total of 307 usable responses were attained.

The results indicated that of the 27 employment characteristics studied, the most important were perceived to be advancement opportunities, humane approach to employees, and a fun and challenging job. Importance-Performance analysis revealed that the largest gaps were recorded in the areas of pay, advancement opportunities, and a humane approach to employees. The results also confirmed that hourly employees' retention was predicted by employees' level of satisfaction, better experience with pay, and better experience with employee development training classes. However, hourly employee retention was also predicted by the employees' negative experience with flexible working hours and performance reviews.

Data collection through Social Networking Sites (SNS) may not necessarily be as reliable a source for data collection as other methodologies, though some contemporary research justifies its reliability. Utilizing the “snowball” technique and the absence of random sampling may have slanted the responses. Although demographic data on the typical theme park employee is unavailable, the data was skewed towards younger employees who may not necessarily represent other age groups. Due to the US theme park industry's leading presence in Central Florida, the sample primarily represented hourly employees working for the Central Florida theme park industry.

As the labor pool continues to decline, employers must adopt new creative strategies to keep their employees and attract new ones at the same time. This may be attained by developing and revising mission statements, values, and corporate visions that may be applicable to hourly employees: the largest labor segment in the theme park and attraction industry.

While recent hospitality turnover research focused on its antecedents, this study explores the predictors of why employees stay. Previous retention studies have focused on hotels or restaurants and not on the unique group of theme park hourly employees that work in different settings and employment conditions. Knowing why people stay can help reduce turnover and thus lower the cost of staffing.

The objective of this paper was to identify and analyze barriers to hiring persons with disabilities from the perspective of employers and persons with disabilities.

A scoping review was used to evaluate both evidence and grey literature. An integrative analysis was employed to explicate the most salient macro and meso level barriers that limit the hiring of persons with disabilities.

A total of 38 articles from 6,480 evidence literature and 19 documents from grey literature were included in data extraction. Barriers included: negative attitudes in society, by employers and coworkers (macro and meso); workplace barriers (meso) were about lack of employer knowledge of performance skill and capacity of persons with disabilities, and the lack of awareness of disability and the management of disability-related issues in hiring and retention; and service delivery system barriers (macro) were focused on the lack of integration of services and policies to promote hiring and retention.

Knowledge gained furthers the understanding of the breadth of social, workplace and service delivery system obstacles that restrict the entry into the labor marker for persons with disabilities.

Barriers to employment for persons with disabilities at the macro and meso level are evident in the literature and they remain persistent over time despite best efforts to promote inclusion. Findings in this review point to the need for more specific critical research on the persistence of social, workplace and service delivery system barriers as well as the need for pragmatic approaches to change through partnering and development of targeted information to support employers in hiring and employing persons with disabilities.

Earlier this year Richmond Fellowship launched its new RETAIN job retention service for people with mental health problems. Vicky Edmonds and Anton Neumann describe why the service was developed, and how it aims to help people experiencing difficulties at work.

The purpose of this paper is to present research on the relationship between the emotional intelligence (EI) of managers and levels of engagement amongst their direct reports. The findings are discussed in terms of a business case for EI development as a strategy to improve employment brand, talent retention and productivity.

Within three different organisations, employees completed an assessment of their engagement and the EI of their manager via an online web survey system. Correlation analyses were then performed with the data.

The EI of managers was found to meaningfully correlate with employee engagement scores. A substantial amount of the variability in direct report engagement scores was accounted for by managers' EI.

Future research needs to establish whether the EI of managers correlates with direct report engagement scores whilst controlling for direct reports' EI. Additionally, whether employee engagement scores improve as a result of improvements in managers' EI needs to be examined.

Organisations may be able to improve their employment brand, talent retention and productivity by developing the EI of management.

This paper is the first to report on the empirical relationship between managers' EI and employee engagement. It will be of interest to those who are challenged with the task of improving leadership and employee engagement more broadly.

This article contributes to the debate on how social policies and labour market regulation have been used to limit the socio-economic consequences of the pandemic by focusing on one specific economic segment of European labour markets: private consumption services, such as trade, tourism, catering and other support services.

The analysis combines mixed methods and a variety of sources. First, we built a set of indicators from the EU-LFS microdata for 2019 and the 2018 Eurostat “Structure of earnings survey” and performed a cluster analysis (k-means) on the dimensions and indicators considered. Second, we elaborated EU-LFS data covering 2019 and 2020 (by quarter) and OECD 2020 data, and finally we traced Covid-related policy reforms for the period March 2020–December 2021 and analysed documents and information collected in different policy repositories.

The paper shows the relevance and characteristics of private consumption services in different countries, demonstrating that so-called labour market “outsiders” are highly represented in this sector and illustrates the policies adopted to respond to the pandemic in different European countries. The paper asks whether this emergency has been a window of opportunity to redefine regulation in this sector, making it more inclusive. It demonstrates, however, that the common approach in Europe has been dominated by temporary, short-term and one-off measures, which do not represent major changes to the social security schemes that were in place before the pandemic.

This article builds on the literature on labour market dualization, but approaches the concept from a different perspective – one not centred on the nature of employment relations (stable/unstable) but on economic sectors/branches. This article does not, therefore, discuss in general terms what happened to labour market outsiders during the pandemic, but rather focus attention on a specific group of workers who are highly exposed to risks stemming from dualization: those employed in the private consumption services. The economic sector perspective is an integrative way of framing dualization which is still under-researched.

Neil Robdale describes how the Enable pilot job retention project has been successfully developed into a county‐wide service that aims to step in before people experiencing mental health problems become long‐term unemployed and help negotiate a return to their former job. Key to the success of the service is taking referrals directly from GPs, as well as from the community mental health teams, although this requires considerable investment in promoting the service.

The author proposes the broad use of a Librarianship Portfolio in performance evaluation of librarian work performance and promotion decisions, and a rubric is formulated to guide managers in its use.

The librarianship portfolio and rubric offer a flexible and significant alternative to many performance evaluation techniques. Tailored to a broader array of institutional types and employment situations these tools can provide both management and employees with collaborative and substantive information about professional performance and appraisal.

The librarianship portfolio itself and the proposed rubric offer the library world a structured, summative and collaborative process for performance evaluation of work performance. They offer employees a means of ‘looking their best’ to the management, and the management a calibrated and clear method of feedback.

The librarianship portfolio discussed as well as the rubric proposed are original formulations and tools, based on well-established and effective evaluative techniques.

As the practice of outsourcing business activities has become more common than ever, partnerships have increasingly been forged. The aim is to ensure superior performance through organizational relationships characterized by trust and cooperation. Strategic human resource (HR) management highlights the importance of practice for competitive reasons. However, companies' strategic decisions on outsourcing are primarily driven by economic and financial aspirations. As a result, the HR issues fundamental to the effectiveness of the outsourcing practice are often overlooked. Based on a distinctive outsourcing activity involving a public‐private partnership, the purpose of this paper is to reveal how the outsourcing process influences employee commitment and citizenship behavior (willingness to go the extra mile), and to provide insights for strategists, executives and HR managers to enhance their strategic HR practices in line with their outsourcing decisions.

The paper is an embedded case study of a British National Health Service hospital based on quantitative and qualitative data collected from: 101 questionnaires completed by ancillary (non‐clinical) staff employed by the NHS but seconded to a private partner under the ROE (Retention of Employment) model; and 15 semi‐structured interviews with managers and frontline staff.

The findings reveal that: whilst employees developed notably strong emotional attachment to their managing organization their bonds with the employing organization, the hospital, seem to have weakened somewhat; moreover, employee commitment proved to be an effective predicator of citizenship behavior and job performance; and the nature of the contractual relationship, performance management and HR management practices had significant influence on employees' job performance and the private company's ability to meet the performance requirements defined by the NHS.

Although based on a unique case of the public‐private partnership, the findings reflect the challenges of strategic HR management in outsourcing in public and private sectors.

The findings offer practical insights for company executives, HR managers and policy‐makers. When selecting an outsourcing partner and managing outsourcing activities the structure and nature of the inter‐organizational relationship and the strategic potential of employees and employee management need to be considered.

The paper provides first‐hand insights based on viewpoints from employees at different levels who are involved in the NHS outsourcing activities under a partnership arrangement. The findings caution strategists, executives, managers and policy‐makers to re‐visit their outsourcing and HR practices.

The purpose of this paper is to investigate the attitudes of students in the United Arab Emirates (UAE) towards non‐institutionally sanctioned student evaluation web sites, and to consider how educational institutions might respond to the demands of students for specific information.

The study involved a self‐completed questionnaire administered to 118 undergraduate students at a single university in the UAE.

Even though there exists no UAE‐based web site that carries student evaluations of faculty/teaching, 13 per cent of the survey participants had previously visited a site that held student ratings, 85 per cent said they would consider posting on one if it existed in the country, and just over a half of the students were in favour of such web sites being established in the UAE.

Despite limitations, such as the sample size and convenience sampling strategy, it is clear that students appreciate information about course evaluations and that educational institutions should consider how students obtain this information.

The advent of student evaluation web sites in the UAE could bring a set of challenges and opportunities to educational institutions, but, whether they are established or not, institutions might benefit from developing effective strategies for the dissemination of course evaluation and other student‐related data in the near future.

Student evaluation web sites, such as RateMyProfessors.com, are popular in the USA, Canada and the UK, but it was unknown how students in a relatively conservative country such as the UAE would react to such web sites. Educational institutions can use the findings of this study to develop suitable policies and strategies that address the issues discussed herein.