<p> The purpose of this multiple case study was to explore strategies that managers in the retail grocery industry use in reducing short-tenured employee attrition in the West Midland states in the United Kingdom. Participants were 4 store managers who had managerial experience in the retail grocery industry, worked as a retail store manager in the West Midlands, and had experience implementing effective strategies to reduce employee attrition. The Herzberg 2-factor theory was the conceptual framework. Semistructured interviews were used to collect data. Data were analyzed using Yin&rsquo;s 5-step data analysis process. The major themes were: training and development, enriched job responsibility, human resources intervention, and employee recognition. Participants relied on training and development, enriched job responsibility, human resources intervention and, employee recognition to reduce employee attrition. The results may provide retail grocery leaders with strategies for reducing short-tenured employee attrition in grocery stores, which may reduce adverse effects on the industry&rsquo;s profitability. Implications for positive social change include improving the quality of life of the community and citizens; improved levels of satisfaction in quality of life translate into developing and maintaining positive relationships with family and friends, as well as helping the local communities and the economy.</p><p>

<p> Leaders of companies operating in the supply chain have faced enormous competition, thereby needing to develop alternatives for a competitive advantage within and outside the organization. In the field, researchers have suggested that one&rsquo;s dynamic capabilities may determine one&rsquo;s determining competitiveness. The dissertation is an applied research study of the existing dynamic capabilities in the supply chain of organizations to verify the models used and the changes that it brings to the supply chain. The theoretical framework covered the foundations of this study. To collect research data, the researcher shall use surveys to collect data. Quantitative analysis approach will be used to draw inferences to help in this new research. The position of this dissertation is that dynamic capabilities, employed in the procurement section of the supply chain, have a direct influence on the overall performance of an organization. The study revealed that the dynamic capabilities of supply base alignment, performance improvement, operational performance, supply side competence, and systems orientation was critical to organizational performance. Although individual capabilities held minimal sway, when the individuals combined to form the dynamic capability, the influence had the most power over organizational performance. The supply side and operational performance were both organizational competences, while performance improvement, supply base alignment, and systems orientation were managerial competences. This literature added to work in supply chain and procurement; it has shown successfully that dynamic capabilities used in the procurement section did have direct effect on organizational performance.</p><p>

No description available.

The purpose of this study was to determine whether the needs of the physically handicapped traveler are being met by the hotels in the City of Miami Beach, Florida. A sample was drawn from the hotel population. Mail questionnaires and personal interviews were used as the methods for collecting the data from the sample. The data was compiled and a hotel mean was computed. A mean was also calculated from the standards recommended by the American National Standards Institute to the American Hotel and Motel Association. The statistical test, The Significance of Difference Between Two Means, was used to test the hypothesis. A significance of difference was found and the hypothesis: The hotels in the City of Miami Beach, Florida, are not meeting the needs of the physically handicapped traveler, was accepted.

<p> Colleges and universities in the United States could end operations in record numbers largely from financial shortfalls. The Urban Institute reported that nonprofit organizations lost $3.4 billion in reneged pledges from 2013 to 2014 from donor dissatisfaction, creating a problem because financial losses can occur from a lack of understanding on how media marketing efforts affect fundraising. The purpose of this qualitative multiple case study was to identify traditional and social media marketing strategies that some nonprofit college and university leaders use to increase alumni financial support. Interviews took place with 7 college or university leaders at 3 private, nonprofit colleges or universities in the southeastern United States. The 7 leaders consisted of 3 vice presidents, 2 provosts, and 2 presidents. The conceptual framework differentiated media into categories, 2 of which were owned media and earned media. As the primary data collection instrument, collection of marketing literature for each school and 7 semistructured interviews occurred. In the data analysis process, transcription of interview data and coding using the modified van Kaam method took place discovering themes. The 4 themes discovered included social media effectiveness, evolution of traditional marketing blending with social media marketing, social media marketing efficiency, and the multiplier effect of social media. Implications for social change included increasing the scholarship ability of schools, creating an affordable environment for students to receive postsecondary education. Additional benefits included enhanced economies for communities where a college or university resides and an improved level of education per capita in the areas surrounding a college or university.</p><p>

<p> In Nevada, 300 Big-box store employees had distinct opinions regarding hiring practices, compensation, and equal employment opportunities. This study focused on the examination of the role of business ethics, an integral part of the business environment, as it pertains to hiring practices, compensation, and equal employment opportunities. The study examined how people within an organization use and practice business ethics in hiring and promotion decisions through the use of a mixed methods study. The study was conducted using a survey defined through a 7 point Likert scale to understand the respondent&rsquo;s perceptions and experiences on ethical practices of the organization in hiring, compensation, and equal employment opportunities. Statistical analysis was used to analyze the data. The results demonstrate that there are distinct relationships between business ethics and business operations, suggesting that organizations should develop ethical practices and monitor ethical behavior to assure ethical practices, compensation, and equal employment opportunities. Furthermore, the results suggest that employee satisfaction is increased with improved business ethic practices. Therefore, it can be deduced that increased employee satisfaction can increase productivity, which can increase profit due to lower expenses incurred by the organization. This study may contribute to social change by demonstrating that business ethics is crucial and beneficial to the success of all organizations in a variety of ways, including employee morale.</p><p>

The writer has undertaken the task of preparing an indepth report on the long range planning effort of the Club Managers Association of America. The primary objective of this report is to show some of the background, studies, and results of those studies produced by CMAA's Long Range Planning Committee. In addition, the report is presented to show some of the long range conceptual thinking, priorities, and careful examination which the committee has addressed itself to over the past decade.

Conclusions and Recommendations: The following can be safely stated. Frequent attendance at the English language classes has a positive effect ranging from moderate to profound, in terms of language and intercultural communicative capability and also in terms of work performance. Also, moderate and even low attendance has a positive effect to some degree. Employees and supervisors tend to agree most of the time with regard to the positive effects of the classes on a give employee. Virtually every employee was pleased with the classes. A few expressed reservations about time factors. The following recommendations can therefore be made. The classes should be continued, and should be offered frequently enough to accommodate high-level attenders. Progress evaluations related to the classes, by employees and supervisors, should be carried out at least once and preferably twice a year. Classes should be held on company time, and the 7-8 a.m. class should be moved up a bit later than it is. Frequent attendance should be encouraged with mild incentives, but not pushed too hard. One example: Good refreshments could be served at the classes. At least some of the classes should be specifically directed to Haitians, who tend to attend less than Hispanics. The fact that employees can progress linguistically, interculturally and in job performance through these classes corroborates the subproblems and the hypotheses. The problems do exists; they are "treatable"; and the fact that not only linguistic and intercultural capabilities improve as a result but also job performance indicates the existence of the problems and their negative effects to begin with.

Area of Investigation Foodservice industry professionals in the Greater Miami area, with an industry survey analyzing the daily workday of the manager. Materials and Methods Used Published works that are accepted by the Library of Congress, articles that appear in industry trade journals and authors own experience were used for research and evaluation. A survey conducted with hospitality industry general managers of foodservice operations and food and beverage directors of hotel, food service operations will be interviewed on time management usage during an average workday. The results were consolidated and evaluated with guidelines to help improve a manager's time efficiency during his workday. Major Findings A majority of managers are aware of effective time management but a small percentage are using these methods. Managers that spend over 90% of their time in management functions scored the highest in decision-making. Food and beverage directors scored higher in all areas questioned than general managers of foodservice operations. Time spent planning paralleled those managers who spent more time in managerial duties. Results and Conclusions Time management is essential for management positions in the foodservice industry. . The more time efficient a manager is, the better they will be able to control circumstances that make a manager's maintained successes.

1. Area of Investigation The relative need of higher standards in healthcare foodservice facilities. Individual opinions of foodservice directors. 2. Materials and Methods Used Existing text, trade publications, interviews with industry leaders, conferences with estemmed professors and the author's own experience were used for research and evaluation. An important method used to evaluate the need for higher standards was a descriptive survey and the analysis thereof. 3. Major Findings A. The survey showed, with a 42 percent response, that the overwhelming majority of the respondents have problems within their department. B. It is presumed that these problems are caused by a lack of standards and/or a failure to meet existing standards. 4. Results and Conclusions A. The objectives of the majority of health-care facilities is to provide the best possible care at lowest possible price. The objectives of the foodservice department is to provide the best possible food at the most reasonable cost. B. Continuous education of foodservice directors in all facets of the industry are necessary so that each foodservice director has the capacity to establish and maintain, and in some cases surpass his or her own standards. C. Where no standards exist minimum requirements should be set to satisfy the objectives and goals of both the facility and foodservice department.