Is there a future for hotel financial controllers?

Evidence suggests that organisations can benefit from outsourcing part or all of their accounting function but for hotels, however, this may not be appropriate, given the complexity and variety of the operating and non-operating departments. A recent research project concludes that outsourcing is unpopular, due to issues of management control, but that centralisation of accounting functions may be appropriate providing that control remains within the unit. Two types of financial management are emerging—very standardised systems in highly branded hotels, and fully self-accounting systems for independent hotels. Hence, the type of hotel financial controller may, or may not, be highly skilled and qualified, with implications for their future education and development.     

How persuasive is ‘free’ public transport?: A survey among commuters in the Brussels Capital Region

In Belgium, several cities have been experimenting with ‘free’ public transport based on the concept of a third payer system. This study explores the modal shift potential of this measure for commuters by means of a large-scale survey. The results indicate that there is still a margin for a further modal shift, but in order to make public transport more attractive to car users, the price paid by the commuter should be lowered, the quality and capacity of the public services should be improved and the mobility policy of the companies should be adjusted in favour of public transport.     

Australian Trade Unions' Responses to Human Resource Management Initiatives in a Globalized Era

Within the development of a human resource (HR) philosophy, the HR function has been elevated to take an active role in business strategic planning processes. It should be co-ordinated and integrated to support the notion of human resources as a source of competitive advantage, and these changes should be accompanied by greater involvement in HR matters by all managers and employees as part of their everyday work. This research focuses on the role of trade unions and their strategies in maintaining a pro-active position within workplaces that embrace a HR framework. If the goal of a unified workforce, committed to common goals, is to be realized it is critical that industrial relations reflect this philosophy. Employee commitment becomes a pivotal precondition for success. This view raises questions about whether dual commitment to both the organization and union is possible, or indeed whether such an approach precludes the need for unions. Greenfield sites, relatively free from past negative stereotypes, have been identified for the research because they offer an untarnished opportunity for the practice of effective HR principles and the observation of union responses.     

Assessing policy measures for the stimulation of intermodal transport: a GIS-based policy analysis

Intermodal transport is the combination and integration of several transport modes (such as rail, inland waterways with road transport). In order to make the transhipment easy and efficient standard loading units are used, such as containers or swap-bodies. As for the main haul, more environmental friendly modes are used (rail and inland waterways) and a modal shift towards these modes can help in reducing the congestion. Therefore several policies are directed to stimulate the intermodal transport market.In this paper, a location analysis model for Belgian intermodal terminals (LAMBIT) is developed and used to assess different policy measures in Belgium. The simulations show that the different policy measures oriented towards the rail/road and inland waterways/road combinations should be incorporated in a coherent, integrated vision, in order to not create a modal shift between the different intermodal transport options. The methodology can easily be extended towards a European scale.     

Making evaluation an integral part of injury programme implementation

Uncertainty about the nature of evaluation can lead to injury prevention programme evaluations being poorly resourced and poorly conducted. The aim of this paper is to demystify programme evaluation and, by stressing its function, offer a perspective on evaluation that may encourage its more widespread integration in the general activity of injury prevention and control. Programme evaluation is best understood simply as the process of getting answers to essential questions about a programme. Methodology used in evaluation needs to be based in empirical science but is otherwise unrestricted except by the chosen question and the practical circumstances relating to the programme and the community in which it is implemented. Discussion about which methodology is appropriate for evaluation research is (unwittingly) a debate about 'which questions should you be asking?'. If the right people ask the right (and properly formulated) questions and build the means of obtaining the information to answer these questions (using appropriate methodology) into the conduct of the programme then evaluation will no longer be a problem but an essential component of the overall effort to reduce the community burden of injury.     

The relationship between new venture entry mode and firm performance

Grounded in the knowledge-based view of the firm, this paper compares the performance outcomes from different modes of new venture entry. Data from new hotels entering the United Kingdom between 2006–2010 was used to explore how entry mode (i.e., franchised or independent) impacts post-entry firm performance. Controlling for market demand and market segments, this study found that affiliation with a franchise made it easier for new owners to ramp up revenues in the first six months if the service had a high level of operational complexity (e.g., full-service hotels). After this initial benefit period no significant performance benefit accrued to branded full-service hotels. In contrast, hotels that offered less complex services obtained higher levels of performance when relying on independent status vs. brand affiliation between six and twenty-four months after entry. Implications of the results are offered in the context of determining the value of explicit versus tacit knowledge obtained from external sources versus going it alone as an entrepreneur.     

HR Professional Role Tensions: Perceptions and Responses of the Top Management Team

The aims of the research are to explore evidence of professional human resource management (HRM) role tensions, the factors that affect HRM role tension, and to consider the impact on management perceptions when role tensions exist. Using a qualitative approach, 25 interviews were conducted in Australia with senior HRM personnel, top management team (TMT) executives, and a management consultant. Findings reveal that the failure of the HRM profession to attract people with a business focus increases HRM role tensions. Respondents report that tensions were reduced when aspects of the HRM role were devolved or outsourced, there was an acceptance of a changed psychological contract, and clearer attempts were made to communicate an agreed‐upon strategic focus for HRM. HRM role bias led to a reduced willingness among TMT members to respect, and communicate with, HRM professionals. The implications of the negative outcomes of HR role tensions are discussed with reference to the power of the HRM function. © 2013 Wiley Periodicals, Inc.     

Next generation workforce

The health care industry has become a very complex business. CQsts are rising and resources such as funding and human capital are diminishing. Human capital resources are about to reach true crisis proportions. The vital workforce we have counted on is expected to begin thinning as large numbers of Boomers retire. Not only does this deplete the workforce from a pure numbers perspective, but it also affects intellectual capital and institutional memory. Generational trends and characteristics have affected the workforce environment and will continue to do so as another generation continues to enter the workforce. Generation Y, also tagged Nexter, offers core values that can bring positive changes to the health care workforce. Technology continues to change at lightning speed. Embracing new technology and using it to refine the way we do business will help deliver success. Meaningful strategic plans are needed to change the model of business delivery and employee care in our future workforce.