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This paper aims to review the challenges of performance appraisal in organizations and argue that these challenges can and must be overcome.

The authors review research on performance appraisal in organizations and on claims that organizations are abandoning performance appraisal.

Structured performance appraisals are still the norm in organizations around the world. There are clear and practical strategies for improving appraisals. These include improving feedback and removing unnecessary complexity, clarifying the goals of appraisal systems, focusing appraisal on behaviors and outcomes under the employee's control and increasing the fairness of appraisal systems.

Research is needed on the effects of changing the ways performance appraisals are conducted in organizations.

Practical strategies for improving performance appraisal are outlined.

Better performance appraisals will benefit organizations and their members.

This paper refutes the growing claim that organizations are abandoning performance appraisal and illustrates practical strategies for improving performance appraisal.

This paper aims to examine the value proposition of developing a vacation ownership project in Florida and Hawaii by analyzing actual company data.

The study is based on a net present value model approach that was used for analysis of the company financial data.

Results suggest that the vacation ownership alternative produces better financial performance than traditional hotel development.

Research is limited to the case of a company in two main destinations.

The paper helps practitioners by presenting a current approach to consider in their understanding and perception of vacation ownership.

Research is limited to the case of a company in two main destinations.

This study is one of the few investigations about applying real company data and comparing the main timeshare markets.

The present research aims to examine the scholarly literature on high-performance work practices (HPWPs). Relevant comparisons were made between the hospitality industry, service industry and various other contextual environments in general business that might impact the choice and implementation of HPWPs, and a set of work practices was proposed for the hospitality industry.

A comprehensive review was conducted of scholarly literature related to HPWPs that was published in the past 25 years (1991-2015). A total of 89 scholarly articles were considered in this summary. Based on this review, HPWPs in the hospitality industry were compared and contrasted with other industry sectors.

There is little consensus among researchers concerning specific HPWPs that should be used by every company to improve their organizational- or individual-level performance. Thus, a specific set of 13 HPWPs that take into consideration the unique characteristics of the industry, based on a review of empirical research, was identified for the hospitality industry as a starting point for future research in the hospitality industry.

Following a comparison of HPWPs in the hospitality, services literature and manufacturing-based industry context, the authors extend the body of knowledge and propose a set of HPWPs for future research in the hospitality industry. HPWPs can have positive impacts on both organizational- and individual-level performance. Thirteen specific hospitality HPWPs were identified that are most beneficial, and the circumstances under which they might yield optimal results enhance the scholar’s understanding of HPWPs and provide guidance to human resource professionals to make evidence-based decisions. A better understanding of HPWPs can assist human resource professionals in making policy decisions that optimize the use of human capital in their organizations.

The purpose of this paper is to empirically examine student interns’ experience by considering perceived value, satisfaction and loyalty in the context of the Disney College Program internship experience for international students. The study incorporates the perceived value of the learning experience based on the interrelationships with satisfaction and loyalty intentions for students from various hospitality colleges in Korea and China.

Asian university students who had completed an international internship experience responded to a post-internship survey. The survey gauged the students’ perception of their internship experience, overall satisfaction, loyalty intentions and value dimensions. The proposed model was estimated by using partial least squares path modeling.

The findings of the hypotheses testing show that the value interns get and give is a significant indicator of satisfaction and loyalty intentions. The value of an international internship experience, especially the get component, has a significant effect on the students’ loyalty intentions for their international internship experience and satisfaction with their experience. Overall, students demonstrate a high degree of attitudinal loyalty.

No other study has examined international student interns’ value, satisfaction and loyalty intentions perceptions of the Disney College Program internship program. Students’ loyalty is expressed mainly as favorable word of mouth for their university and the internship program. They recommend not only their university but also the international internship program in which they participated. They also recommend the internship university to other students.

This paper aims to investigate hospitality study abroad experiences as an educational service in which the experience encompasses services that combine tangible and intangible actions that require students to move from the classroom to a practical setting. It empirically investigates the relationship between students’ study abroad, perceived value and perceived sacrifice (monetary and non-monetary) with their overall satisfaction and internationalization intentions.

A total of 57 students who had completed an international externship experience were contacted and invited to complete an online survey. The online survey gauged the student’s perception of their externship experience, the overall satisfaction and the internationalization intentions. The instrument also gathered demographic information about the participants. The proposed model was estimated by using partial least squares (PLS) path modeling.

The results indicate that PLS can be used to assess the theory of consumption value for study abroad experiential learning. The results of the hypotheses testing indicate that the value students get and give is a suitable and significant predictor of satisfaction and internationalization. However, students’ satisfaction with their study abroad internship does not predict future internationalization intentions.

This study sheds light on hospitality students’ perceived value, satisfaction and internationalization intentions when they complete a study abroad internship program. The results indicate that the value students get and give is an appropriate and important predictor of satisfaction and attitude toward international education.

本论文旨在研究酒店管理专业出国留学的学生体验, 此体验既包括实体化行动又包括非实体化行动, 使学生走出教室, 进行实际操作。本论文实际检验学生出国留学、价值感知、牺牲感知（物质上和非物质上）、以及他们整体满意度和国际化意向。

本论文采用在线问卷采样形式, 57名参加出国实习项目的学生为问卷样本。问卷主要衡量了学生出国实习体验、整体满意度、和国际化意向。此外, 问卷还采集了人口统计信息。本论文采用偏最小二乘回归（PLS）路径建模的分析方法来分析数据。

分析结果表明PLS可以检验出国体验学习的消费价值理论。 研究结果表明学生得到和给与的价值是一项决定其满意度和国际化意向的指标。然而, 学生对于出国实习的满意度并不能决定其国际化意向。

本论文主要研究了酒店管理专业的学生, 当完成出国留学项目后, 他们的价值感知、满意度、以及国际化意向。研究结果表明学生得到和给与的价值是他们满意度和国际化意向的有效的决定指标

国际化行为、酒店管理专业实习、体验学习、校外实习、出国留学、价值、满意度

Responding to a public outcry about the level of executive compensation in many corporations as well as the apparent weak linkage between performance and pay, on October 15, 1992, the SEC (US Securities and Exchange Commission) adopted new rules affecting corporate disclosure of compensation. These rules require that executive compensation and company performance be clearly presented, and that the compensation committee of the board of directors explain how they arrived at their compensation decisions. The new rule affects the 1993 proxy statements of all but the smallest publicly‐traded US corporations, and applies to results from the 1992 fiscal‐year.

Much attention has recently been directed toward the relationship between the performance of firms and compensation received by their respective CEOs. We assess this relationship for commercial banks, as regulatory and other industry‐specific conditions can cause the performance‐compensation linkage in the banking industry to differ from that of industrial firms. We find that the accumulated human capital of CEOs and the bank size are positively related to the total compensation (including salary, bonus, and stock options) levels of bank CEOs. We also find a positive significant relationship between bank accounting performance proxies and CEO compensation level for all time horizons. Finally, we find a positive significant relationship between market‐based performance proxy and bank compensation.

The objective of this research is to conduct an exploratory study that will gain consensus among restaurant industry professionals, academics and outside industry experts on the set of work practice dimensions in a high performance management systems (HPMS) for restaurant managers in the US casual restaurant sector.

An exploratory case study method was employed that used a combination of data collection techniques: interviews for the pilot study, the Delphi method and secondary data collection. Restaurant experts were chosen to consider the components of an HPMS construct for unit management in the US casual restaurant business. Assumptions were made based on a review of strategic human resource management literature, then experts were interviewed and a Delphi was conducted to gain consensus.

The authors find thirteen dimensions of an HPMS, which are common to unit management in US casual restaurants. Three work practices that were not considered relevant dimensions to the casual restaurant industry were removed from the Delphi. This translates into a difference of seven work practices between a manufacturing work system and a restaurant work system, which are either excluded or included in a restaurant work system.

Previous strategic human resource management research has dubbed HR work practices “high performance work practices”. With few exceptions these studies have been conducted in contextual settings that do not possess similar operational characteristics to the restaurant service industry. That there are differences in the business models between these industries and hence in the work practices between them is apparent from the results. Additionally, this study was targeted to management in the restaurant industry, not overall employment as the other studies.

Looks briefly at theories underlying the correlation between company performance and executive compensation, develops a mathematical model and applies it to results which show a significant positive link between the highest paid director’s compensation and total shareholder returns, but not with earnings per share. Considers consistency with other research, notes the influence of company size on executive pay and calls for further research on this important issue of corporate governance.