The ‘demographic timebomb’ and how some hospitality employers are responding to the challenge

The phrase ‘demographic timebomb’ has taken on the aura of a shibbholeth and that everyone knows they ought to be fearful about. But is it really understood and what needs to be done? This article seeks to answer these questions and to shed some light on the employment strategies being developed by some British hospitality employers to counteract the demographic changes of the 1990s. As a result, some of the myth that the hospitality industry is lagging behind other industries can be dispelled but other findings support popular testimony that the industry faces special problems.     

Improving Service Quality in Person-to-Person Encounters: Integrating Findings from a Multi-disciplinary Review

Although the core of most services is a person-to-person encounter, we still know very little about its underlying mechanisms as very few models or theories have been developed for these dynamic interactions between persons. An holistic approach to quality improvement is therefore suggested. Different prototypical person-to-person encounters may be studied on different levels and interfaces in service operations to eliminate inconsistencies. The aim of this contribution is to review some recent research findings for person-to-person encounters from the neighbouring management fields of services, operations and human resources in order to draw together their strategic implications for service managers. Some ontological and methodological considerations of studying person-to-person encounters from a qualitative perspective are discussed. The outline of a multi-disciplinary and learning-centred research approach is also suggested. Findings are integrated by a model of four generic and strategic processes for quality improvement in service operations. Finally, some implications for managers are proposed.     

Integrating benefits decision making

Integrated employee benefit decision making helps employees use their benefits more wisely and identify opportunities to balance their immediate benefits needs (such as health care) and future benefits needs (such as retirement). This article discusses how employers can overcome employees' behavioral barriers to making integrated employee benefit decisions by changing the ways benefits are communicated and employees are presented with action decisions. Undertaking these steps allows employers to not only improve their employees' overall financial perspectives, but also furthers plan sponsors' goals of actively promoting personal responsibility with respect to retirement funding and changing employee behavior with respect to controlling health care costs.     

The new retirement reality: calculating the true cost of retirement income adequacy

Recognizing that 401(k) plans are emerging as many employees' sole source of employer-sponsored retirement income, plan sponsors are increasingly adding paternalistic plan features to increase the amount--and effectiveness--of dollars invested in 401(k) accounts. The authors describe the results of a study they prepared for Hewitt Associates that assesses retirement income adequacy for individuals represented in a plan participant database of 1.8 million individuals. The study includes analysis of retirement income adequacy for the aggregate population as well as the results for different subgroups, reflecting factors such as whether individuals actively contribute; the impact of different levels of retiree medical coverage; and the presence of a defined benefit pension. Finally, the authors discuss how plan sponsors can bolster the adequacy of retirement income from 401(k) plans, depending on employer objectives.