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Vincent P. Magnini, John C. Crotts and Esra Calvert
While all recoveries are good, some are better than others with regard to their speed and/or magnitude. Many revenue-related key performance indicators (KPIs), such as comparisons…
Abstract
Purpose
While all recoveries are good, some are better than others with regard to their speed and/or magnitude. Many revenue-related key performance indicators (KPIs), such as comparisons to budgets and forecasts that were designed pre-pandemic to assess a hotel's or destination's performance are no longer valid. Therefore, the primary purpose of this conceptual paper is to highlight the need to peg financial-related KPIs relative to competitors' performance during and following a radical market disruption. The secondary purpose of this paper is to summarize advances reported in the literature and in the industry related to competitor benchmarking and accurately identifying competitor sets.
Design/methodology/approach
This conceptual paper synthesizes research from disparate sources to offer a series of recommendations to the industry regarding best practices for developing and monitoring revenue-related KPIs during pandemic recovery. Such KPIs will be different based upon hospitality or tourism sector but must be largely founded upon benchmarking off comparable operations.
Findings
Industry disruptions triggered by COVID-19 underscore the need (1) to increasingly utilize competitor-based revenue KPI benchmarks; (2) to have reliable competitor benchmarking data more readily available for use by hotels and destination marketing organizations (DMOs) and (3) for both hotels and DMOs to more accurately identify their competitive sets.
Originality/value
The recommendations offered in this paper are anchored with appropriate theories and empirical research; and as a consequence, offer guidance for the industry for KPI formulation during and following the pandemic.
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Tui McKeown and Robyn Cochrane
The purpose of this paper is to examine “black box” links between HRM innovations and organizational performance by investigating the perspective of a workforce often excluded…
Abstract
Purpose
The purpose of this paper is to examine “black box” links between HRM innovations and organizational performance by investigating the perspective of a workforce often excluded from the HR realm. Professional Independent Contractors (IPros) play a vital role in achieving workforce flexibility and innovation. While the use of such arrangements has been examined often using a compliance-oriented lens, the authors explore the value of adding a commitment aspect.
Design/methodology/approach
In total, 375 IPros working in Australian organizations completed an online questionnaire distributed by a national business support services provider.
Findings
Results show organizational support significantly predicted work engagement and affective commitment. Self-efficacy, age and gender were also significant predictors.
Research limitations/implications
The cross-sectional nature of this study and reliance on self-reported data limit the reliability of the findings. In addition, the findings may be specific to the Australian labor market.
Practical implications
The study present the views of a difficult to reach population and the findings suggest by adopting an innovative hybrid commitment-compliance HR configuration, practitioners may positively increase desirable contractor outcomes.
Social implications
Concerns that organizational imperatives for efficiency, quality and high performance will be compromised by considering the human side of non-employee work arrangements are not supported. Indeed, as previously outlined, much of the concern with the employee/non-employee dichotomy is legally based and an artefact of a system of labor law that in many settings has failed to move with the times.
Originality/value
Few investigations of the impact of high commitment HRM practices have incorporated the perspective of professional, non-employees. While IPros are recipients of compliance focused contractor management practices, carefully integrated commitment-based HRM aspects have the potential to deliver positive outcomes for both individuals and organizations.
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The purpose of this paper is to explore the fluidity of the fieldwork roles “insider” and “outsider.” The paper aims to move the discussion of insiders from an a priori…
Abstract
Purpose
The purpose of this paper is to explore the fluidity of the fieldwork roles “insider” and “outsider.” The paper aims to move the discussion of insiders from an a priori categorized status and contribute to the literary insider–outsider debate by unfolding the micro process of how the role of an insider is shaped in situ. Grounded in empirical examples, the paper illustrates how the researcher’s role is shaped through interactions with organizational members and by context.
Design/methodology/approach
The paper is based on an ethnographic study in an IT department of a Nordic bank and draws on empirical material generated through a combination of data: shadowing, interviews, observations and documents. Excerpts from fieldnotes are included to invite the reader into “the scenes” played out in the field and are analyzed in order to illustrate the shaping of roles in situ.
Findings
The study finds that, independent of the researcher’s role as sponsored by the organization, the interactions with organizational members and context determine whether the researcher is assigned a role as insider or outsider, or even both within the same context.
Originality/value
The paper contributes with a new discussion of how the roles of insiders and outsiders are fluid by discussing the shaping of the roles in situ. By drawing on relational identity theories, the paper illustrates how interactions and context influence the researcher’s role, grounded in empirical examples. In addition, the paper discusses what the assigned roles enable and constrain for the ethnographer in that particular situation.
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