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The paper aims to provide an overview of how UK conference centres have incorporated Web 2.0 applications, such as Linkedin, Facebook and Twitter, into their marketing communications strategies.

Following an analysis of the impacts of Web 2.0 applications on purchase decision‐making processes in general, the market environment within which conference centres promote themselves was examined. The results of a questionnaire‐based survey of UK conference centres' marketing communications strategies were then analysed.

The paper's findings suggest that while some UK conference centres have comprehensively adopted Web 2.0 applications into their marketing communications programmes, others have yet to harness the potential of these new promotional tools. A few serious barriers to wider adoption remain.

The extent to which the results may be generalised beyond the geographical parameters of this study may be limited, therefore further research is required, to test the findings across a broader range of locations. In addition, the insights provided by this study need to be complemented by research into the use of Web 2.0 applications by those who are responsible for selecting venues.

The paper considers the consequences of venues using Web 2.0 applications in their marketing communications strategies. These include potential loss of control of the venues' marketing messages, resource issues and the need to evaluate the effectiveness of these tools.

This study therefore takes a first step towards achieving an understanding of how venues are using the opportunities and dealing with the challenges created by the availability of Web 2.0 applications as potential and actual elements in their marketing communications programmes.

This paper aims to review the past, current and future trends in human resource management (HRM) in the hospitality industry, with a specific focus on large international hotels. The setting of this review is within the context of general HRM theory development.

This paper provides a detailed review of the literature, background, issues and trends in HRM. It moves from the generic HR review to examine the hospitality industry and specific identifiable trends and issues. Additionally, personal communication with senior industry executives is used to highlight specific areas.

Issues of training and skills development and of service quality are as important in the future as in the past. Technology is now set to revolutionise the way HRM is conducted. Generational change and how Generations X and Y view work require new approaches for HRM. Casualisation and outsourcing will become more dominant methods of employment. Strategic human resource management (SHRM) and its practices have the flexibility to add value to future hospitality firm performance. The future of HRM in the hospitality industry will need to take into account the various trends but will also be influenced by local circumstances.

This is a conceptual paper based on a review of literature that addresses a large area of both generic and hospitality HRM, and focuses on a specific section of the hospitality industry: large international hotels.

The paper provides a basis for understanding how the various HRM trends are developing, and addresses the steps required to meet future challenges in the industry.

The value of the paper is in its identification and analysis of the major trends in HRM and the implications these hold for the future of the hospitality industry.

Recently, the importance of a lived experience workforce in the delivery of mental health services has been demonstrated. The roll-out of the National Disability Insurance Scheme (NDIS) in Australia has generated the need for a significant increase in the disability workforce, including psychosocial disability. The purpose of this paper is to describe the strategies outlined in the One Door Mental Health Lived Experience Framework (LEF), which is the culmination of over 30 years of experience in providing mental health services and the employment of a lived experience workforce.

One Door developed and implemented the LEF, a thorough guide to the employment and support of a workforce of people with lived experience of mental illness, through consultation with consumers, carers, stakeholders, practice advisors, management, human resources and employee focus groups.

Extensive support structures in the LEF are key to achieving the benefits of a lived experience workforce. The LEF has positioned One Door successfully for the achievement of key organisational goals in mental health support and advocacy.

Mental health policies and support are critical for productivity outcomes in any workplace regardless of the level of lived experience of the employees. This paper provides organisations, particularly those within the mental health sector, an example to build on in their own employment and support strategies.

This paper is of particular value in the context of organisations in the mental health sector transitioning to the NDIS.

Community forest enterprises (CFEs) represent a unique business model in the forest sector which has significant potential to foster community development through sustainable utilization of forest resources. However, CFEs are mired in numerous management challenges which restrict their ability to harness this potential. This paper identifies those challenges and, by drawing on the field of social enterprises, offers specific solutions to address them. The paper also enriches the social enterprise literature by highlighting the role of decentralized decision-making and community empowerment in achieving sustainable development.

Using qualitative meta-synthesis, the paper first identifies key challenges from the CFE literature. It then draws on the social enterprise literature to distill actionable insights for overcoming those challenges.

The study reveals how the social enterprise literature can guide CFEs managers in making decisions related to human resource management, marketing, fundraising, developing conducive organizational cultures and deploying performance measures.

The paper provides novel and actionable insights into managing and scaling CFEs. It also identifies opportunities for future inter-disciplinary research at the intersection of decentralized management of natural resources and social enterprises that could facilitate progress toward achieving sustainable development.

This study aims to explore generational differences in the psychological contract of hospitality employees and work outcomes such as commitment and turnover intention.

Data were collected in 20 hotels (n=359) from a four‐star hotel chain in The Netherlands using a self‐administered questionnaire. Data were analysed using MANOVA and post‐hoc analysis.

Findings suggest that opportunities for development and challenge, variation and responsibility are more important to younger generations of hospitality workers. Generation X placed high value on work‐life balance, autonomy and job security. No differences were found for work atmosphere, salary and task description. Significantly lower commitment and higher turnover intention was also found for Generation Y.

The findings provide insight into generational differences in expectations that hospitality workers have of their employers. This helps managers in developing management styles as well as human resource policy to better address these expectations.

This study is one of the first to explore the psychological contract in a hospitality context and contributes empirical evidence to the body of knowledge on generational differences.

Current research suggests that increases in the number of women studying engineering and related courses have not been matched by a similar increase in women engineering professionals. This sug ests that although women are attracted to engineering, their experiences in higher education (HE) discourage them from pursuing their chosen career path. The paper explores whether the masculine culture of the engineering sector permeates the culture and curriculum in engineering HE, and if it does, what impact this has on women engineering students. This is achieved through semi‐structured, qualitative interviews with a range of female engineering students from both the pre and post 1992 university sectors. Findings indicate that while women are not deterred from pursuing their chosen engineering career, the culture and structure of the engineering education system has been designed for a male audience. This suggests that engineering HE does not benefit most female students to the same extent as male students. It is recommended that HE engineering must review its structure, culture, practices and curriculum if it is to retain female engineering graduates and to attract more women into the sector. This paper fulfils an identified gap in research on women in engineering and will be of interest to university engineering departments and faculties and the Engineering Council, as well as to those in the fields of social policy, education and equal opportunities.

The purpose of this paper is to explore how ethnicity remains relevant to the workplace experience of minority ethnic graduate employees in contemporary British organizations.

Qualitative interviews were conducted with 30 British Black Caribbean graduate employees drawn from a range of public and private‐sector organizations to examine the ways in which they felt their ethnicity impacted on how they experienced their places of work. Template analysis was used to analyse the data.

The paper finds that racial discrimination, social class and ethnic identity were key elements of the way in which ethnicity was experienced by these minority ethnic graduate employees. The paper discusses the differing ways racial discrimination is experienced and conceptualized in contemporary British organizations; and highlights the ways in which social class may play a role in how a group of (largely) working class minority ethnic graduates progress their careers in (largely) middle class organizational environments. Presented for the first time is a theory on the key facets of the ways ethnic identity might be experienced at work.

Further research would be required to see if the findings are replicated with graduates from other minority ethnic groups.

The paper provides insights into ways in which majority and minority ethnic employees may experience organizations differently.

This paper provides some new insights into the role of ethnicity at work. It also attempts to address some of the issues with organizational psychological research on ethnicity at work identified by Kenny and Briner.