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Destination brand personality has been considered as an emotional relationship between a branded destination and its visitors (Ekinci, 2003). Previous studies exclusively focused on the match between visitor’s personality and destination personality (Sirgy & Su, 2000; Usakli & Baloglu, 2011). However, there is a lack of investigation centered on tourism industry professionals (TIPs). This chapter is to assess the congruity between TIPs’ self-assessed personality, their perceived brand personality of Macau as a destination as well as the brand personality of their tourism/hospitality-related organizations. Findings of this study reveal that TIPs’ perceived Big Five dimensions of self, Macau, and organization tend to match with each other in certain dimensions. Neither their own nor their organizations’ Big Five dimensions “Openness” and “Conscientiousness” matches their perceived brand personality of Macau. This chapter provides empirical evidence which may suggest to Macau policy makers to further develop branding strategies through strengthening its brand personalities.

This column is designed to address library personnel issues. This particular installment seeks to discuss preparation for interviews, the interview process, and appropriate follow‐up actions after an interview.

The column is based on the author's substantial experience dealing with personnel matters in academic, public, and special libraries, including hiring for all types of positions. It is personal opinion, based on lengthy experience.

The column is intended to help people to deal with all types of personnel issues overall; this specific column is intended to assist people in the process of searching for and interviewing for a professional position.

The column is intended to assist people with personnel issues in general, and specifically, in this instance, with finding and securing a professional position.

Although the job market remains extremely competitive for entry‐level librarian positions, only individual, anecdotal stories of what hiring committees are looking for in the candidates they invite to interview currently exist; no formal studies have been conducted since the recession began in early 2008. This survey was created with the aim of allowing those with recent experience on hiring committees to provide advice to those on the market for entry‐level public and academic librarian positions and to answer what are, for many job‐seekers, burning questions.

This is an exploratory study designed to give librarians with hiring committee experience an opportunity to speak honestly about their preferences, explain how the interview process works at their institutions, and provide advice to job‐seekers.

The results of this survey provide guidance on what candidates can do to make the most of their abilities, knowledge and skills during the interview process.

Can a new library school graduate compete with those who have so much more experience? What traits are hiring committees looking for in an entry‐level librarian? While the literature does give some indication of best practices for hiring committees in libraries, the researchers of this study wanted to delve into what hiring committees really seek in entry‐level librarians now that the competition is more intense.

This research aimed to fill several gaps in the tipping literature which has overlooked the server's perspective in identifying and understanding variables that influence a tip amount and therefore where they concentrate their efforts during the service encounter. Furthermore, the extant literature has theorized how or why certain variables influence the tip amount, but these studies fail to capture insight from server's which would supplement the theory and provide a more in-depth understanding of the mechanisms at play.

This study adopts a grounded theory approach using semi-structured one-on-one interviews with tipped restaurant employees who were identified and selected using snowball sampling. Content analysis is employed to code and categorize the data.

The content analysis revealed five categories where servers focus their time and effort to earn tips: service quality, connection, personal factors, expertise and food quality. The server's personality was identified as a variable the tipping literature has largely ignored as a determinant of the tip amount. Server's shift their style of service for groups of eight or more people, and for regular customers, who must dine in the restaurant at least once per week. Lastly, despite the many drawbacks associated with working for tips, servers would not want to replace it with any other method of compensation.

This is the first qualitative study focused on understanding the server's role in the service exchange relationship since McCarty et al. (1990) study. The results provide new insights on the often-studied variables from the tipping literature.

The extra-low minimum wage for US restaurant workers has remained unchanged for over 30 years. Periodic campaigns have brought this wage, and its connection to the perpetuation of inequality and exploitative work, to public attention, but these campaigns have met resistance from both employers and restaurant workers. This article draws on a workplace ethnography in a restaurant front-of-house, and in-depth interviews with tipped food service workers, to examine the tipped labour process and begin to answer a central question: why would any workers oppose a wage increase? It argues that the constituting of tips as a formal wage created for workers a two-employer problem, wherein customers assume the role of secondary, unregulated, employers in the workplace. Ultimately, the tipped wage poses a longer-term strategic obstacle for workers in their position relative to management and ability to organize to shape the terms and conditions of their work.

The purpose of this paper is to present a next step in Greta Foff Paules' groundbreaking analysis of control‐resistance in service work by exploring the work practices of restaurant servers in regard to ways they resist and reshape the tipping system that structures their work life. Specifically, the author explores how workers will attempt to manipulate the system to elicit higher tips from customers and when servers forgo an economic tip, so that they can exercise dignity and self‐respect. Central to this analysis is to highlight the space in between Paules' notions of “getting” and “making” a tip. In this space, servers can exercise resistance and still acknowledge the humanness of the customer.

The research methodology is participant observation and interviews.

Restaurant servers see their ability to manipulate the tipping system as routes to exercising agency and resistance in work interactions. Moreover, servers see their ability to earn tips (and even forgo tips) by both capitalizing on the organizational structures and capitalizing on the customers' human nature.

The research focuses on servers broadly, and not on distinctions within groups of servers (i.e. sex differences, age differences or restaurant types).

This paper furthers the understanding of the tipping practice, which is historically viewed in terms of status inequality and control. In contrast, the author highlight how workers in practice, are able to use the tipping system to resist customer and manager demands, assert their creativity, agency, and self‐dignity, and still treat the customer as a social being.

Current theoretical frameworks within economics have so far been unable to adequately explain why people tip. This chapter synthesizes anthropological method and theory into a symbolic interactionist approach, attempting to access, through ethnography, the negotiated meanings underlying and actuating tip payment in Vancouver restaurants. Customers tip for a variety of reasons, including (1) for good service, (2) to follow a social norm, (3) out of sympathetic feelings, (4) to demonstrate or enhance social standing, and (5) to secure a specific preference. The disconnect between common rationalizations for tipping, which are often reflections of formalist economic canon, and how customers actually tip, that is, according to social, cultural, and moral factors, suggests that the popular distinction between “economic” and “non-economic” exchanges is ideologically maintained. Tipping illustrates the existence and contours of what Hart (2005) refers to as the two circuits of social life – but also that these two circuits are ideological constructs.

The purpose of this research is to highlight some of the experiences and lessons learned from participating in qualitative research abroad for the first time. The chapter provides an overview of an international research trip to Cuba to study the impact of tourism on a tourist's value stance and highlights some of the feelings and emotions a researcher may experience when embarking on this type of trip. Tips for conducting research before, during and after a trip, are provided throughout the chapter.