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Integration of midwifery and nurse education into higher education was completed in 1996. This article highlights issues which emerged prior to, during and post‐integration. It focuses on the process itself, student support, status, titles and employment contracts of lecturers and examines these issues in relation to one model of change. The personal perceptions and reflections of the authors are based on their own experiences of integration in two institutions. The authors conclude that although lecturers are still “juggling” with their roles as lecturers in higher education, change should be embraced and viewed positively, and all opportunities for research, collaboration and professional development should be grasped.

The purpose of this paper is to examine the nature of professionalism within Library and Information Science (LIS) and in doing so draw comparisons with the education and medicine professions.

The paper provides a review of the extant literature from the three professions and gives a brief review of the theoretical constructs of professional knowledge using the work of Eisner and Eraut to explore knowledge types. It then relates these definitions to knowledge use within LIS, education and medicine, before examining the roles that professional associations have on the knowledge development of a profession. It concludes with a reflection on the future of professionalism within LIS.

The literature suggests a fragmented epistemological knowledge-base and threats to its practices from outside professions. It does, however, find opportunities to redefine its knowledge boundaries within the phronetic practices of LIS and in socio-cultural uses of knowledge. It finds strengths and weaknesses in professionalism within LIS and its practitioners.

This review provides a contemporary update to several earlier, related, works and provides useful context to current efforts to professionalise LIS by the Chartered Institute of Library and Information Professionals.

This study aims to explore the factors that affect the work attitudes of Generation Y towards the hotel industry in Macau from the perspective of senior management.

Using a purposeful sampling method, an in-depth interview with five executives in the hotel industry who are having a supervisory or managerial role from different departments and types of hotels was undertaken; the executives have a supervisory or managerial role from different departments and types of hotel.

The results reveal that attitudes of Generation Y lack the key aspects that potential staff should carry, but organizational culture and human resource management strategies, as well as external environment, can influence Generation Y’s work attitudes and loyalty. The findings also indicate that building Generation Y’s positive work attitudes and moderating the negatives are vital roles of human resource management strategy to maintain service performance.

A comprehensive Generation Y work-attitude framework is developed, and this study incorporates practitioner engagement in real-world practice, which impacts upon service performance in the hotel industry.

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.