A green economy indicator framework for tourism destinations

This paper presents a green economy indicator framework for tourism destinations which has been developed in the case study destination of Bali, Indonesia. Whilst the term “green economy” can have many interpretations, here it refers to the global strategy framework surrounding Rio+20, as well as the policies and strategies being developed by tourism destinations as a response. Many uncertainties remain about the effectiveness of these efforts and how they may be measured. For lesser developed countries in particular, reliable data is often difficult to obtain and this study uses a case study approach to identify the relevant, and measurable, indicators in this context. First, a nominal group technique was applied to identify the green economy issues for local tourism stakeholders. The indicators were then selected based on the green economy literature and a review of the available secondary data for the destination. Data on greenhouse gas emissions from tourism was identified as one of the critical gaps and an estimate is provided to show how this could be obtained and monitored. While this indicator framework was developed specifically for Bali, the case study may be relevant for many other island destinations in the lesser developed world that are experiencing rapid tourism growth.     

Developing energy conservation and carbon reduction indicators for the hotel industry in Taiwan

This study develops and weights energy conservation and carbon reduction (ECCR) indicators for the hotel industry in Taiwan to create an instrument to help address climate change. Eighteen semi-structured interviews were conducted with senior hotel managers, environmental specialists, and government officials to identify the preliminary ECCR framework. An expert panel then was invited to review the structure of ECCR criteria and the compiled criteria in a structure for item modification. An analytic network process questionnaire survey was employed to determine the relative weights of the criteria. The data analysis reveals seven categories in the ECCR framework: communication and participation, top management commitment, energy, water, waste, building, and purchasing. A total of 32 indicators were identified and prioritized in terms of their relative importance to ECCR contributions. The results of this study suggest that the success of ECCR implementation depends primarily on management support and staff engagement. Hotel operators can improve their environmental management by initiating ECCR practices based on the proposed ECCR indicators.     

The effects of beach characteristics and location with respect to hotel prices

This paper measures the effects of beach characteristics and hotel location with respect to the beach on sun-and-beach hotel prices by using a well-established hedonic perspective. The paper’s main results are that, after controlling for the relevant variables, location in front of a beach increases the price of a room in costal hotels of Catalonia by a figure between 13 and 17%, and that a Blue Flag increases the price by around 11.5%. The effects on hotels’ prices of other beach characteristics (such as beach length, width, sand type or beach services) are also estimated. With these estimates, the paper ranks beaches according to their characteristics and provides a setting to assess different policies regarding beaches from the point of view of hotels, such as regeneration, maintenance or achieving a Blue Flag award.     

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.     

基于价值链将财务与非财务指标相结合综合评价公司业绩

本文在概览公司业绩评价发展及现状的基础上,简单分析了主要评价方法,指出业绩评价指标应用中存在的问题,进而推测未来综合业绩评价的发展趋势,并且建议基于价值链将财务与非财务指标相结合综合评价公司业绩。     

HR managers in five countries: what do they do and why does it matter?

The 1980s saw the need for change in the organizational role of human resource (HR) professionals, from the traditional employee champion and administrative expert to strategic business partner and change agent. The argument posited was that a more challenging environment compels organizations to turn to managing their HRs as a source of competitive advantage and that means an increasing business partnership for HR professionals. However, very few studies examine the execution of these multiple, sometimes contradictory roles, despite the risk that neglecting traditional roles endanger organizational performance in the long term. This five-country comparative study finds that multiple roles are at least moderately executed, and that these HR roles have different impact depending on the aspect of organizational performance. As well, a more challenging environment, defined here as legal constraints and industry challenges, generally does not have a significant moderating effect on the impact of the different HR roles on organizational performance.     

HRM implementation by line managers: explaining the discrepancy in HR-line perceptions of HR devolution

Previous studies already established the idea of a partnership in which HR professionals and line managers share an organisation’s HRM responsibility. Yet, this relationship is often plagued by conflicts and other obstacles. As such, a perceptual discrepancy is likely to exist between both parties on the degree of HR devolution, which may eventually lead to bad performance. Using survey data, we empirically analyse which factors may explain a perceptual discrepancy between HR professionals and line managers on the latter group’s role in HRM. Results show that the HR-line discrepancy on the degree of HR devolution is rooted in differences in perception on several other factors, including organisational support, (personnel) red tape, the line’s individual capacity and age. Overall, though, it is a matter of understanding both HR’s expectations and the line’s experiences in all aspects of their partnership.     

Trust or not: Heuristics for making trust-based choices in HR management

The present two studies examine how the participants (i.e., 150 managers) make trust-based employee selection in hypothetical situations, based on five cues of trustworthiness derived from previous surveys. In Study 1, each executive participant is presented with a pair of candidates with different cue profiles so that the choice would favor one of them based upon each of the four following heuristics: Franklin's rule, likelihood expectancy, take-the-best (TTB), and minimum requirement (MR). Study 2 adopting a within-subject design jointly compares the four heuristics. The results show that simple heuristics (MR and TTB) outperform the more complex strategies (Franklin's rule and likelihood expectancy) in their predictive accuracy. The MR heuristic, a heuristic tallying the frequency of passes against a set of minimal rather than optimal or satisfactory requirements, performs even better than the TTB heuristic, particularly when the number of the cues identified as MRs is small.     

中央企业人力资源管理模式探讨

中央企业人力资源管理改革正在如火如荼进行,也取得了一定的成效,但还没有形成高绩效的人力资源管理系统。在中外人力资源管理模式的对比分析基础上,构建符合中央企业自身发展的人力资源管理模式,为中央企业持续稳定发展提供理论和实践依据。