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Because of the increasingly higher expectations of accrediting organizations, calls for greater accountability from state governments, and students’ demand for an education that prepares them for a career, most hospitality programs are now required to have an effective assessment of learning outcomes process. The increasing popularity of the assessment of learning outcomes process is viewed as highly positive because it can be considered as best practices in higher education. The paper aims to discuss this issue.

This is Part 1 of a two-part article that provides an overview of the justifications for implementing an assessment of learning outcomes process, the steps that were developed by two hospitality programs and the experiences of the two programs during implementation of the seven steps. Part 1 includes foundational principles of the process and the first three of the seven steps.

The steps in a closed-loop assessment of learning outcomes process are relatively detailed; however, because of changes in expectations of stakeholders and the requirements of accreditors, they are now mandatory for most hospitality programs. Therefore, the choice is not whether to implement them, but when to implement them. From a competitive standpoint, it is to the program’s advantage to begin as soon as possible. Another factor to consider is that the implementation of an effective closed-loop assessment of learning outcomes process will take several years to complete.

This paper is presenting a critical view of one of, if not the most important concepts in higher education, the closed-loop assessment of learning outcomes process. Hopefully, the information on the process that is provided and the experiences of the two programs can shorten the learning curve for other hospitality programs.

Because of the increasingly higher expectations of accrediting organizations, calls for greater accountability from state governments and students’ demand for an education that prepares them for a career, most hospitality programs are now required to have an effective assessment of learning outcomes process. The increasing popularity of the assessment of learning outcomes process is viewed as highly positive because it can be considered as best-practices in higher education. The paper aims to discuss this issue.

This is Part 2 of a two-part article that provides an overview of the justifications for implementing an assessment of learning outcomes process, the steps that were developed by two hospitality programs, and the experiences of the two programs during implementation.

The steps in a closed-loop assessment of learning outcomes process are relatively detailed; however, because of changes in expectations of stakeholders and the requirements of accreditors, they are now mandatory for most hospitality programs. Therefore, the choice is not whether to implement them, but when. From a competitive standpoint, it is to the program’s advantage to begin as soon as possible. Another factor to consider is that the implementation of a closed-loop assessment of learning outcomes process will take several years to complete.

This paper is presenting a critical view of one of, if not the most important concepts in higher education, the closed-loop assessment of learning outcomes process. Hopefully, the information on the process that is provided and the experiences of the two programs can shorten the learning curve for other hospitality programs.

Service robotics, a branch of robotics that entails the development of robots able to assist humans in their environment, is of growing interest in the hospitality industry. Designing effective autonomous service robots, however, requires an understanding of Human–Robot Interaction (HRI), a relatively young discipline dedicated to understanding, designing, and evaluating robotic systems for use by or with humans. HRI has not yet received sufficient attention in hospitality robotic design, much like Human–Computer Interaction (HCI) in property management system design in the 1980s. This article proposes a set of introductory HRI guidelines with implementation standards for autonomous hospitality service robots.

A set of key user-centered HRI guidelines for hospitality service robots were extracted from 52 research articles. These are organized into service performance categories to provide more context for their application in hospitality settings.

Based on an extensive literature review, this article presents some HRI guidelines that may drive higher levels of acceptance of service robots in customer-facing situations. Deriving meaningful HRI guidelines requires an understanding of how customers evaluate service interactions with humans in hospitality settings and to what degree those will differ with service robots.

Robots are challenging assumptions on how hospitality businesses operate. They are being increasingly deployed by hotels and restaurants to boost productivity and maintain service levels. Effective HRI guidelines incorporate user requirements and expectations in the design specifications. Compilation of such information for designers of hospitality service robots will offer a clearer roadmap for them to follow.

This chapter explores the evolution of a network, initially based on providing sustainable seafood through Loblaw’s supply chain, to a network that is collectively working to improve ocean health. It describes the role of the CEO and key managers, the internal changes taken by Loblaw to become a more sustainable organization, and the external partnering that resulted in a more coherent network with shared goals.

The chapter describes models and theories of sustainable organizations, issue nets, and collaboration and then applies the concepts to understand Loblaw’s sustainability journey and the creation of a network.

The model of the evolution to a sustainable organization is extended to include the journey to sustainable issue or domain networks. What Loblaw and the partnering organizations were able to create suggests that there are increasing levels of collaboration around changing a domain, if there is the courage to take a leap of faith and increase an organization’s time horizon beyond immediate financial demands.

The findings of this chapter will help senior executives with responsibility for shifting supply chains to become more sustainable. In addition, this case provides a new level of detail in describing the journey to sustainability, shifting from a company focus to an issue focus.

Although organizational citizenship behavior (OCB) is widely known to have a positive ethical impact in work organizations, the causal antecedents that influence the likelihood of such behaviors among employees is understudied. We addressed this gap by examining the influence of visual images of people on relevant work-related behavior in a work-like setting using the theoretical frame of the social identity perspective. We found that students in a university setting, who were exposed to religious-themed student images, exhibited slower helping behaviors toward the organization than those who were exposed to organizational-themed student images. The results of the current study provide the first-known experimental confirmation of organizational identity as a causal antecedent of OCB.

THE somewhat limited attendance at the Annual Meeting of the London and Home Counties Branch of the Library Association at Twickenham gave some colour to the contention of one of our writers that London is rather moribund to‐day. Fortunately it cannot be said that the younger members of the profession are losing their interest, because the bulk of the attendance was of assistants, and as the A.L.A. section has its own monthly meetings, it will be seen that assistants are doing their share. The chief librarians of London, and in this we include librarians of other than public libraries, make at present a most: disappointing showing. A few years, or even months, ago this could be attributed to the fact that they were all senior men whose vitality, if not their interest, had been reduced by age. To‐day, however, every library in London is in the hands of a young man. There is something significant in the fact that they do not come together in any numbers. When we read from the Annual Report of the Branch that the membership is nearly 700, we are somewhat surprised to learn that the attendance at Twickenham was less than one‐forteenth of that number.

In the continuing endeavour to work towards ever better management, experience plays a crucial role. We learn from success, but we can learn much more from failure. Further, it is far better and cheaper when we learn from other people′s failures rather than our own. This monograph assesses the requirements of project management in relation to industrial projects, illustrating the factors that can result in failure by means of a series of case studies of completed and abandoned projects worldwide that have failed in one way or another. The key roles played by project planning and project cost control in meeting and overcoming the practical problems in the management of industrial projects are examined in detail. In conclusion the lessons that can be learned are evaluated and presented, so that we may listen and learn – if only we will.

The term “medical” will be interpreted broadly to include both basic and clinical sciences, related health fields, and some “medical” elements of biology and chemistry. A reference book is here defined as any book that is likely to be consulted for factual information more frequently than it will be picked up and read through in sequential order. Medical reference books have a place in public, school, college, and other non‐medical libraries as well as in the wide variety of medical libraries. All of these libraries will be considered in this column. A basic starting collection of medical material for a public library is outlined and described in an article by William and Virginia Beatty that appeared in the May, 1974, issue of American Libraries.