Human capital in the Dubai hotel industry: A study of four- and five-star hotels and the HR challenges they face

Dubai brands itself as an international leisure and business center and home to the luxury hotel market. While hotel growth has been, and continues to be rapid, little is known about hotel employees, their demographics or how they feel about working in this industry. This article reports the findings of what is the first review of Dubai hotel human capital, noting there are significant difference in workforce demographics to other countries, for example, it is male dominated, highly educated, and employees note positive levels of organizational social capital. It also highlights potential challenges going forward.     

Factors affecting hotel human resource demand in Taiwan

This study explores the factors affecting hotel human resource (HR) demand and focusing on the organizational, industrial and macroeconomic factors of the hospitality industry. A prediction model was built with eight independent variables and four dummy variables. Secondary data was collected via a governmental statistic database, and regression analysis was performed using the Generalized Least Squares (GLS) method. The results show that the HR demand of international tourist hotels is more likely to be affected by industrial factors and macroeconomic factors, while the HR demand of standard tourist hotels is less complex, and is mainly affected by organizational factors.     

国家公园旅游发展对周边社区居民生活质量的影响——以黄山风景区为例

旅游发展是国家公园生态价值转化的重要路径与国家公园全民公益性的重要体现,周边社区居民是国家公园体制建设与旅游发展中的核心利益相关者之一,其生活质量影响国家公园生态保护与高质量发展。本文利用黄山风景区门户社区居民调查数据,探讨了处于探索阶段、参与阶段、发展阶段和巩固阶段等不同旅游生命周期阶段的社区居民生活质量差异及其成因。研究表明：（1）不同旅游发展阶段的社区居民生活质量差异显著,居民生活质量随社区旅游发展阶段演进而提升的现象具有滞后效应;（2）居民生计资本对不同旅游发展阶段社区居民生活质量的提升具有差异性;（3）随着社区旅游发展水平的不断提高,人力资本对居民生活质量的提升处于主导地位。     

出版企业人力资源存在问题及应对策略

出版企业之间的相互竞争体现在人才的竞争上,对人力资源的正确管理是出版企业的核心竞争力。当前,出版企业的人力资源问题包括人才流失严重、人才结构不合理、用人机制不完善、内部培训机制需改进。因此,文章提出要加强出版企业人力资源的建设和管理,具体策略包括积极转变传统理念、建立公平公正的招聘选拔体系、建立科学有效的绩效考核体系、建立合理的薪酬体系、重视人才培养和储备、加强企业文化的建设6个方面。     

论先秦帝王管理技法对现代企业人力资源管理的启示意义

先秦时代,我国上古帝王在管理国民的实践操作中体现出一些优秀思路,达到了良好的人力资源管理目的,大致有四个层面:德才兼重的人才甄选标准,量才为用的人员评估体制,恩威并施的团队凝聚手段,理至情切的说服技巧。其中的精髓成分,值得现代企业管理者深思和借鉴。     

基于实验人文地理学的旅游目的地选择行为研究

文章基于实验经济学和计算机实验人文地理学的方法思想,以旅游目的地选择行为研究为案例。首先设定研究目标,进而提出了实验的前提假设。采用地理信息科学和网络服务技术,构建旅游目的地选择行为实验平台,展开实例研究,研究结果表明:(1)进行大尺度旅游目的地选择时,被试者表现出不断追求旅游效益最大化这一目标,且与旅游目的地的资源类型无关。(2)被试者经过一定实验学习后,总体上呈现出不断追求个人收益最大化的趋势。然而,有些情况下,也可能出现决策失误。案例研究的成功进一步表明,实验人文地理学思想方法和研究手段对于典型人文地理学问题进行研究是可行的。文章为正在发展的实验人文地理学发展提供了案例指导。     

融于过程,精于细节——人力资源管理与情绪管理的新结合

随着情绪管理成为人力资源管理的新内容,从人力资源管理过程中各环节为着眼点,重点对情绪管理在人力资源管理中的运用进行了初步的探讨;并且对组织内影响情绪的因素及情绪管理的方式进行了简要归纳。最后,讨论了将情绪管理融于人力资源管理过程中的必要性及意义,认为有效的情绪管理将成为企业发展的催化剂。     

煤炭地质企业人力资源管理存在的问题及对策

结合河南省煤田地质局物探测量队人力资源管理实际,在分析人力资源管理和优化组合特点及意义的基础上,重点剖析当前煤炭地质企业人力资源管理中存在的问题,探索问题产生的根源,并从7个方面系统阐述了对企业人力资源管理的思考和对策,为研究新形势下企业人力资源管理定位和现实路径改善提供了参考和借鉴。     

Positive and negative synergies between the CEO's and the corporate board's human and social capital: A study of biotechnology firms

This paper contributes to the corporate governance literature by developing and testing theory regarding positive and negative synergies between the CEO's and the board's human and social capital. Using a sample of 360 biotechnology firms that went public between 1995 and 2010, we demonstrate that accumulated public company board experiences of the CEO and the board have positive synergistic effects on IPO performance whereas the current board appointments have negative effects. While scientific educational backgrounds have positive synergies, industry‐specific experiences produce either positive or counterproductive effects depending on the age and profitability of the firm. Thus, our paper contributes to the corporate governance and human and social capital literatures by describing the costs and benefits of specific types and combinations of CEO and board capital. Copyright © 2013 John Wiley & Sons, Ltd.     

Upper‐echelon executive human capital and compensation: Generalist vs specialist skills

This study extends current knowledge of upper echelon executive compensation beyond the CEO, specifically CFO compensation, based on whether they possess generalist or specialist skills. We find that “strategic” CFOs with an elite MBA (generalist) consistently command a compensation premium, while “accounting” CFOs (specialist) and CFOs with a non‐MBA master's degree, even from an elite institution, do not. Further, scarce “strategic” CFOs are awarded both higher salaries and higher equity‐based compensation. Our findings support the view that unique complementarities between scarce CFOs and firms increase these executives' bargaining power leading to pay premium. Our results are robust to post‐hiring years, firm sizes, board characteristics, and CFO's insider/outsider status. We contribute at the confluence of upper‐echelon compensation, executive human capital, resource‐based view, and assortative matching literatures. Copyright © 2014 John Wiley & Sons, Ltd.