Search results

This chapter provides a comprehensive exploration of the pivotal role of family planning in advancing sustainable development goals (SDGs). It elucidates the intrinsic connection between family planning and sustainable development, scrutinizes the harmonization of family planning initiatives with SDG targets and indicators, gleans insights from global approaches, and identifies formidable challenges, with a particular focus on marginalized communities. This chapter culminates with a set of substantial recommendations aimed at surmounting these challenges and propelling SDG attainment through the prism of family planning.

Introduction: Skills are vital for the survival of an organisation to meet its objectives through producing goods and services. Due to their importance, they are among the sought-after aspects of employment. However, organisations need more skilled employees to bridge the gaps due to disruptions, shifts in consumer demands and needs, and transformations in the global world.

Purpose of the Study: This study aims to identify various skill gap in talent, competencies, and experience emerging in the hospitality sector. It will also present some challenges to the hospitality sector that faces due to the skill gap identified.

Industrial and Academic Justification of the Study: The study examines the needs and challenges from academic and industry perspectives. Hence, it provides significance for academics and industry to apply the findings to address skill gap.

Research Gap: Previous research has focused on different aspects of skills in other countries. This study will look at the issue globally and the recent trends emerging from disruptions and shifts in consumer behaviour.

Results and Findings: Though the study is ongoing, the findings show that specific skill gap exist, particularly in emerging technologies, digitisation, data, robotics, and various job openings from different countries’ perspectives, hospitality, and the tourism industry.

Practical Implications: The findings have implications for the tourism and hospitality industry as a whole, as well as individual organisations. The tourism and hospitality industry should apply these suggestions, such as operational skills, digital skills, and interpersonal skills in various sections of tourism and hospitality organisations

Introduction: The COVID-19 pandemic was unprecedented, and none of the world’s think tanks could have predicted how far it would spread. People visualise the pandemic as a classic example of a VUCA environment (an environment characterised by volatility, uncertainty, complexity, and ambiguity). Managing COVID-19 requires unique and different leadership qualities.

Purpose: This study’s rationale emphasises that VUCA demands strategic and agile leadership. Leaders across the globe must acknowledge the fact that the elements of VUCA, i.e. volatility, uncertainty, complexity, and ambiguity, are not synonymous and hence need differential treatment. Also, recommend adopting agile leadership to tackle the VUCA world.

Methodology: This is a conceptual study focusing on agile leadership. The study addresses the challenge of leading in the VUCA environment. The constituting components of VUCA are differentiated, followed by an extensive literature review of agile leadership.

Findings: VUCA is the new normal and is there to stay. Business leaders still need to counter VUCA due to their incapacity to distinguish and treat the components equally. Furthermore, there is an emergent need to develop an agile workforce, agile organisations, and agile leadership to combat VUCA. The study indicates that business leaders must be agile enough to handle the COVID-19 pandemic and future crises. There is a constant need to ensure agility. This study will provide a deep insight into VUCA and help business leaders emerge victorious in turbulent times.

Purpose: The COVID-19 pandemic is the most severe threat we have faced since World War II. So far, there have been about 5 million recorded cases, with over 300,000 fatalities globally. The epidemic is also wreaking havoc on the corporate world. People are losing their jobs and money, and no one knows when normalcy will return. So, addressing the VUCA Leadership Strategies Model is important to get more insight into this topic.

Need for the Study: According to the International Labor Organization, the pandemic might cost 195 million jobs. Even when the immediate impacts wear off, the long-term economic impact will reverberate for years. All four volatile, unpredictable, complex, and ambiguous (VUCA) characteristics apply to the issues we confront due to the coronavirus.

Methodology: Changes caused by COVID-19 occur daily, and are unpredictable, dramatic, and quick. No one can predict precisely when the epidemic will end or when a treatment or immunisation will be available. The pandemic impacts many parts of society, including health care, business, the economy, and social life. There is no ‘best practice’ that enterprises may utilise to tackle the pandemic’s issues. The VUCA leadership strategy models will be discussed and compared in this research study.

Findings: In this moment of transition, leaders must adhere to their fundamental values, core purpose, and ambition for big, hairy, and audacious goals.

Practical Implications: In this chapter, VUCA leadership strategy models will be discussed in detail for pre- and post-pandemic scenarios and their impact on different sectors, which will be very important for researchers in the same field.

Purpose: This study examines the effect of uncertainties on the hospitality industry from different perspectives across the globe. The hospitality industry faces several contemporary issues and challenges that have the potential to impact its growth and development. This study aims to analyse the current problems and uncertainties in the hospitality sector.

Need for the Study: The hospitality industry plays a significant role in the global economy with various services, including accommodation, food and beverage, events, and tourism. However, the sector faces several contemporary issues and challenges that have the potential to impact its growth and development. This study provides an overview of the most significant problems and challenges facing the hospitality industry today.

Methodology: A systematic literature review was conducted to identify and synthesise relevant studies on the effect of uncertainties issues on the hospitality industry. A systematic search of the Web of Science and Scopus databases was conducted to determine relevant studies published between 2010 and 2021. Studies were screened and selected based on pre-defined inclusion and exclusion criteria. A thematic analysis was performed to categorise the uncertainties and issues in the hospitality industry.

Findings: The study identified several uncertainties and issues facing the hospitality industry, including the pandemic uncertainties, financial crisis, whether positive and negative impacts, terrorism attacks on hotels and tourist places, uncertainties in government policies, situational risks like uncertainties, ambiguity, cultural differences, changes in tourist preferences and changing habits of the tourist.

Purpose: The study discusses various concepts for human resources (HR) executives for effective decision making in VUCA times, talent management, hybrid work business model, creativity and innovation in HR practices, diversity, equity, and inclusion (DEI) in HR practices, and flexibility in HR policies.

Need for the Study: The driving truth of this study is to approach a successful dynamic critical model for HR leaders in the IT Industry in Chennai city during VUCA times. Volatility, Uncertainty, Complexity, and Ambiguity are the four main components of VUCA.

Methodology: The essential information was gathered with Google Structures, and testing methods were embraced to review the Snowball Examining Procedure. The 211 reactions were settled for the concentrate after deficient reactions. The auxiliary information was gathered from sources like Papers, Business Magazines, Industry Reports, Articles, and Reading material. The information was dissected with measurable programming SPSS 25 and AMOS 23. The validity check, t-test, correlation analysis, regression analysis, and structural equation modeling (SEM) are the statistical methods used in the study.

Findings: The review results that the free factor is the ability of The board, Crossbreed Work Plan of action, Imagination and development in HR rehearses, Variety, Value and Consideration in HR practices, and adaptability in HR strategies altogether affect the reliant variable viable decision making during VUCA times.

Practical Implications: The study identifies hybrid work models and flexible HR policies as crucial parameters in VUCA times.