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This chapter aims to (1) examine the effect of full-time employees’ STARA awareness on innovative work behavioural intentions in US casual dining restaurants; (2) investigate the mediating roles of employees’ challenge–hindrance appraisals of STARA awareness on the relationship between their STARA awareness and innovative work behavioural intentions; (3) compare the group differences between management employees and non-management employees; and (4) provide recommendations for the casual dining restaurants.

This chapter employed an online survey to collect data from 609 full-time employees in US casual dining restaurants, including 306 management employees and 303 non-management employees. Partial least squares–structural equation modelling was applied for data analysis. The results reveal that the high levels of employees’ STARA awareness raise innovative work behavioural intentions through the mediations of challenge appraisal of STARA awareness.

The proposed conceptual framework and empirical findings in this chapter enrich the literature of cognitive appraisal theory, transactional model and stress, two-dimensional stressor framework, and person-environment fit theory. Employees’ challenge appraisal of STARA awareness makes the job insecurity stressor to drive innovative work behavioural intentions. As STARA adoption deepens in casual dining restaurants, managers need to be aware of full-time employees’ stress and psychological responses towards STARA adoption. Restaurants are suggested to provide employees with adequate resources and support to help employees’ professional competency growth. The capable employees will appraise the job insecurity stressor induced by STARA adoption as an opportunity and be motivated to perform innovatively in the workplace. The casual dining restaurants may enjoy a competitive advantage in the market through value-added innovative activities.

This paper seeks to examine gender‐ and management‐ level differences in perceptions of effective leadership within a framework of new leadership models that focus on the processes of influencing self and others rather than leadership based on hierarchy.

A self‐report questionnaire was distributed to a sample of council employees. The responses were analysed using thematic matrix displays.

Males and non‐management employees (when compared with female and management) perceived effective leadership as that which emphasises fairness, equality and honesty, develops staff, fosters workplace harmony, and is trustworthy. Female employees emphasised communication, decision‐making ability, and supporting the leader as being important to how a work unit could contribute to organizational leadership effectiveness. Employees at the management level underscored vision, supporting the leader, and integrity as being important to how a work unit could contribute to organizational leadership effectiveness. Female and non‐management employees highlighted employee development, contingent reward, communication and vision as being central to how organizational leadership could contribute to the effectiveness of the work unit.

Unlike the literature that differentiates between charismatic and transformational forms of leadership, this paper views these two constructs as both being components of transformational leadership.

The purpose of this paper is to investigate US lodging properties’ organizational employee‐retention initiatives and practices, and to examine the impact of those initiatives on employee turnover and retention.

Using the Directory of Hotel & Lodging Companies, a convenient sample group of 24 management companies are selected. A self‐administered mail survey instrument is developed to measure and test organizational initiatives and practices on employee turnover and retention. Using SPSS 16.0, two statistical tests are employed to test study hypotheses. Correlation analysis is used to identify the relationships between predictor and response variables. Likewise, regression analysis is used to examine the relationships between predictor and response variables hypothesizing that the effectiveness of practicing the human resource management organizational initiatives on management and non‐management retention and turnover will differ.

The findings reveal that Corporate Culture, Hiring and Promotions and Training practices influence non‐management employee retention. At the same time, Hiring and Promotion practices impact management retention, as well. Moreover, Organizational Mission, Goals and Direction, and Employee Recognition, Rewards and Compensation were found to positively reduce non‐management employee turnover.

Owing to the study methodology and the relatively low response rate, generalization of the study findings is limited. Future replication studies are recommended.

The findings will equip lodging organizations and industry professionals with the contemporary tools to proactively reduce employee turnover and for maintaining employee retention. This should have a positive impact on workforce productivity.

This study makes a major contribution to the relative influence of the practice of eight study‐defined organizational initiatives on turnover in lodging businesses.

This study aims to investigate the impact of women’s representation at one hierarchical level on women’s representation above or below that level. No past research investigated these effects in the hospitality and tourism industries. The mixed results of research in other industries and across industries demand tests of curvilinearity and moderators.

Using annual equality reports, a panel data set for 2010–2019 was created for the hospitality and tourism industries. The sample of 581 organizations had up to 5,810 observations over the 10 years.

The analyses show the following effects of women’s representation: an inverted U-shape from management to non-management, a U-shape from non-management to management and a U-shape from management to the executive team, with more pronounced effect in small organizations.

To increase the number of female employees, organizations should invest their resources in hiring and retaining female managers until a gender balance is reached while managing any backlash from men. The results suggest that organizations with more than 40% of women non-management employees and 50% of women managers start `experiencing positive bottom-up dynamics. Thus, efforts need to be made to attract and retain a women’s pipeline at the non-management and management levels.

This study delivers pioneering evidence of the top-down and bottom-up phenomena in hospitality and tourism. It refines evidence of such effects found in past research conducted in other industries and across industries.

The purpose of this paper is to investigate employee turnover in a leading Chinese retail organisation, where high turnover rates are recognised as being a major issue for human resource strategy. The study seeks to focus on the job satisfaction‐turnover relationship, examining how this is moderated by occupation.

A literature review on employee job satisfaction and employee turnover provides the basis for the research model and hypotheses. A self‐completion questionnaire survey, involving 164 respondents (95.4 per cent response rate) from a leading Chinese retail organisation was used to gather data and test existing theory in a Chinese context.

The results provided strong support for the hypothesised negative relationship between employee turnover intention and job satisfaction. Occupation is also significantly associated with job satisfaction, turnover intention and the job satisfaction‐turnover relationship: non‐management/frontline employees expressed higher levels of intention to leave their job than management/office employees.

The sample was limited to one retail organisation in China. It may not be appropriate to generalise the findings across other populations or settings. However, the sample can be viewed as a representative case typical of many other organisations in the same industry.

The results provide insight into the impact of employee job satisfaction on turnover intention in the particular Chinese retail setting which could benefit managers and policy makers in the focus organisation as well as other organisations operating in the same sector in general.

The paper studies problems that characterise the Chinese retail sector.

In recent years, empowerment of National Health Service (NHS) Trust employees has been given substantial political and managerial support. Examines the extent to which the commitment and morale of staff in two NHS Trust hospitals has altered following the introduction of a raft of techniques under the empowerment label. The researchers interviewed substantial numbers of staff with managerial responsibilities, personnel specialists and conducted written surveys seeking employee opinion. Reports the findings which confirm that, under empowerment, the work of both managers and staff has become more intensive but managers claim that their commitment has risen, while for non‐managerial employees, severe problems of commitment to the Trust, declining morale and high stress were exposed. Identifies reasons for these difficulties which were the salience of budgetary and operational priorities; lack of training; resistance to the implementation of empowerment and recognition that little real authority was being devolved to employees. Concludes that the limited effects attributable to empowerment could be explained by its association with harder‐edged manpower policies introduced to meet financial and competitive pressures. Under favourable contextual conditions, empowerment may exert more positive effects.

The purpose of this paper is to study the relationship between management’s commitment and effective occupational safety and health committees (OSHCs), which are a form of representative employee involvement in Malaysia.

Using data from a survey of 231 manufacturing companies in Malaysia, the study empirically examines both passive and active management commitment and its relationships with the perceived effectiveness of OSHCs.

Respondents to the survey, who were members of OSHCs, felt that both passive and active management commitments had significant, positive relationships with OSHCs’ perceived effectiveness, with active management commitment having a stronger relationship with the dependent variable – the effectiveness of OSHCs. All three variables were perceived to be at the medium level, with active management commitment recording the lowest mean value.

The research is limited by the fact that it is cross-sectional. However, this allows its findings to be placed in the context of past research, underpinned by Malaysia’s manufacturing sector and legislative framework.

This paper provides suggestions for how the perceived effectiveness of OSHCs can be improved in the Malaysian context.

This study conceptualises management’s commitment in terms of passive and active commitment, given the context of the current legislative framework, and it addresses the relationships between both types of management commitment and the effectiveness of OSHCs, in the heretofore-unexamined Malaysian manufacturing context.

Since logistics employee substance abuse can have a significant negative effect on logistics efficiency and effectiveness, logistics managers should develop policies and procedures effectively to control logistics employee substance abuse. This article provides a benchmark for managers who seek to develop such policies by reporting the results of a survey of current US corporate logistics substance abuse policies and practices. Forty per cent of the respondents reported not having a written substance abuse policy. The most widely used detection methods were management observation followed by drug testing. Only 50 per cent of the firms employed pre‐employment screening and less than 40 per cent screened current logistics employees. Of those who did drug test, more than two‐thirds tested for cause only, in all logistics occupations except truck driver, airline pilot and vehicle mechanic. Logistics management should aggressively pursue substance abuse policy development, pre‐employment screening, detection methods for all job classifications and employee assistance programmes.

There is little information regarding how, or whether, small‐firm owners use their own and their management team’s skills and experiences as part of a strategic approach to achieving business goals, durability and, if desired, growth. It would appear that firms which do utilise a strategic approach, however informal, are more likely to endure. Design school strategic management techniques have traditionally been sited in, and associated with, corporate enterprises and, as such, would not be readily accessible to most small firms. Recent critics of this design school approach argue that strategic activity, in the majority of firms, is far more intuitive and flexible than previously believed and describe this as an emergent approach to strategy. If this is the case, it should be possible for most small‐firm owners and managers to harness their business skills, which evidence would suggest are likely to be intuitive, based on experience, and flexible, to develop an emergent approach to strategy. To investigate the proposition further, this paper focuses primarily upon strategic human resource management (HRM) in small firms, arguing that the efficient use of labour in small firms is a critical activity for such firms to achieve durability and if desired, growth. This paper will, therefore, briefly consider the debates surrounding design school and emergent strategies, examine the role of strategic HRM within the enterprise in some detail and then present empirical findings to illustrate these issues.

Argues that winners of the Malcolm Baldrige National Quality Award, the Deming Prize, and the European Quality Award are held up as models of how organizations should be managed. Unfortunately, what may be good for them can be disastrous for your organization. Bases this report on one of the world’s largest international management practice’s database and provides statistically sound conclusions that can change the way you think about best practices, benchmarking, and the way you are managing your organization’s improvement efforts.