Are there major differences in the attitudes and service quality of standard and seasonal employees? An empirical examination and implications for practice

Despite the increased use of seasonal employees by organizations, few studies have been completed on the attitudes and service quality of seasonal office workers. Using Lautsch's classification model, we analyzed the organizational context in which the standard and seasonal workers in this study were employed. Hypotheses were developed based upon the organizational analysis and social exchange theory. Results from archival data obtained from a web‐based organizational survey of 205 clerical and professional workers indicated contrary to expectations, standard and seasonal employees did not significantly differ in terms of perceptions of overall job conditions, perceived organizational support (POS), or job engagement. However, seasonal employees did report significantly fewer opportunities to work on challenging tasks, less comfortable physical working conditions, and less job security than the standard workers. As predicted, standard employees reported significantly higher levels of service quality performance than seasonal employees. Additionally, job engagement mediated the relationship between POS and service quality for both the standard and seasonal employees. Implications for managing seasonal employees are discussed.     

Why Are Themed Brandstores So Powerful? Retail Brand Ideology at American Girl Place

Although there is growing interest in themed brandstores, we still know very little about the source of these retail environments’ power to affect consumers profoundly. Utilizing an ethnographic study of American Girl Place, a culturally rich and highly successful retail environment, we find that effective retailing in these contexts is an intensely ideological affair. In our participant-observation of, and on-site interviews with, consumers at American Girl Place we find that the ideology of the brand manifests powerfully through a variety of different and distinct areas within the store: the Museum, the Library, the Café, the Salon, the Theater, and the Photo Studio. Ideological expression is central to each of these places. Tracking the influence of brand ideology through consumers’ retail experiences, we theorize about the centrality of retail place in ideological branding. Although the confluence of ideology and retailing has been referenced in prior research, this paper focuses on and systematically develops the theoretical interconnection between the two. The physical immediacy of themed brandstore experience acts as a quilting point that links together related cultural concepts into a strong retail brand ideology. The implications of this theory draw our attention to ideological and morally-bound retail brand expressions, emphasize the importance of a variety of retail formats within a single store, and provide practical guidelines for retailers eager to build successful brands of their own.     

Embedding consumer culture in health and social care education – a university office's perspective

Health and social care services are changing – and this change is radical. Service user and carer involvement has been a key aspect of health and social care policy for a number of years. In terms of the National Health Service (NHS), this has been significantly strengthened by the report ‘High Quality Care for All’. The NHS will no longer be a monolith dictating what services it offers. It is beginning to take seriously the views of its consumers: the patients, service users and carers. The NHS is starting to put the patient experience at the centre of everything it does, and its regulators are asking for evidence of public and patient involvement. This process may yet prove to be one of the NHS' greatest challenges as it transforms to prioritize the consumer viewpoint. Social care, though further down the line in relation to involvement, is now responding to the relatively new personalization agenda. This paper will consider what the university sector can do to embed the consumer and service culture within the education of health and social care professionals. It looks at the challenges of involvement and required culture change, highlighting the key points to address in the early and middle stages of involvement from a university office's perspective. It includes examples of consumer involvement in teaching, assessment and the selection of students and how their input is starting to make a difference. Finally, the paper outlines what is needed in a development office to establish and support effective service user and carer involvement on health and social care courses in higher education. The article concludes by acknowledging that there is much more work that needs to be done in this field to embed the work of a development office, but that early steps have been promising.     

多种多样的新船建造融资方式

船厂建造资金的主要来源是买方提前支付合同价款,其目的是使船厂在建造项目开始时(和在船舶建造的重要阶段)获得充足的流动资金,从而能按合同约定的期限完成船舶建造,交付买方.典型的付款方式是在合同签订后,船舶买主即按合同价支付分期付款的第一笔预付款(例如合同价的10%),其余款项则应在不同的建造阶段予以支付.这些都是船舶交付前的分期付款.合同价的余额(通常为合同价的60%～80%)将在船舶交付时支付,被称为"交船时支付的尾款".     

Inbound Travelers' Selection Criteria for Hotel Spas in Hong Kong

With a growing number of travelers enjoying spa experiences, it is vital that hotels understand their preferences. As Hong Kong has a high visitor inflow and is in the preliminary stages of hotel spa development, an examination of the selection criteria used by inbound travelers when choosing hotel spas should provide Hong Kong hoteliers with the information needed to further develop and refine their facilities. This study examines the selection criteria that inbound travelers use to gain insight into how demographic factors and travel characteristics affect their spa-related decisions. A measuring instrument was developed based on in-depth interviews of spa industry professionals and secondary data. The results reveal that relaxation, pampering, and beautification were the main reasons that people visited hotel spas; with the three most important major selection dimensions being therapists, price, and product and treatment types. Of the 28 selection criteria studied, professional skills, product and service knowledge, sense of privacy, range of facilities, and product branding were the most important attributes. The implications of these findings and directions for future research are discussed here.     

Valuing and Pricing Retail Leases with Renewal and Overage Options

We consider retail leases with landlord overages options, with tenant renewal options, with both and with neither. We illustrate how the ratio of initial expected sales to the sales threshold can be manipulated to equate the value of the landlord overage options to that of the tenant renewal option at the same initial rent. Not only are the values equal, but the cumulative distributions of potential IRRs on the two leases are nearly identical, suggesting that these leases are equally attractive to risk-averse investors and thus that the same risky discount rate can be used in valuing the leases. In contrast, the appropriate risky discount rate for the overage lease is calculated to be 75–160 basis points greater than that for the renewal lease.     

Dilemmas in the management of temporary work agency staff

Temporary jobs account for an increasing proportion of new engagements in the UK labour market, with temporary work agencies or 'labour market intermediaries' occupying a central role in the regulation of entry into some organisations. Such evolving arrangements have been found to have their contradictions, even for the host organisation. This article explores the internal and external pressures to use a temporary work agency as a means of recruiting labour at host organisations. It considers some of the HRM issues that stem from the use of such workers, including the tendency to devolve HRM to the managers of such agencies operating within the host organisation. Central to this article is a consideration of the potential sustainability of organisations' use of temporary agency workers, engaging with this concern from the perspective of organisational cost‐effectiveness.