This study compared lodging managers' job competency expectations for newly hired employees in possession of four-year (baccalaureate) degrees from a college or university. Lodging managers mentally separated new hires into two distinct categories when rating the importance of specific job competencies: 1) new hires in possession of a hospitality management baccalaureate degree, and 2) new hires in possession of a non-hospitality management baccalaureate degree. Lodging managers who were current members of the Central Florida Hotel & Lodging Association (CFHLA) at the time of the survey participated and all were employed in the central Florida area at the time of the study. In the fall of 2004, lodging managers (N=156) were sent an electronic mail correspondence requesting participation. Usable responses were received from 137 lodging managers for a response rate of 87.82%. The survey instrument was developed from a literature review of hospitality job competencies and was refined to 3 content areas: knowledge, ability, and attitude. Research questions were designed to identify differences, if any, in lodging manager new hire expectations based upon several criteria: a) type of baccalaureate degree held by the new hire (hospitality management versus other field), b) gender of the manager, c) number of years the manager had worked in the lodging industry, d) whether or not the manager possessed a baccalaureate degree at the time of the survey, e) if the manager possessed a baccalaureate degree, whether the degree was hospitality or non-hospitality specific, and, f) the type of lodging facility employing the manager at the time of questionnaire completion. These comparisons were made between the two groups of new-hires with baccalaureate hospitality degrees and new-hires with non-hospitality baccalaureate degrees. Consistently, lodging managers rated higher expectations for new-hires when the newly hired employees possessed a baccalaureate degree in hospitality or lodging management versus a non-hospitality discipline. Ramifications of these findings are discussed pursuant to higher education hospitality programs, the lodging industry, and human resource professionals recruiting future lodging managers. Future research is suggested utilizing a wider regional, national, and/or international sample.

In response to the millennial job-hopping fad and increasingly low retention rates organizations are facing, it is more important than ever that the best-fit candidate is chosen for the position and the organization. There are two common ways fit is typically defined: person-organization (P-O) fit is the congruence between an employee and the characteristics of a company; person-job (P-J) fit is the match between an employee’s knowledge, skills, and abilities (KSAs) and the requirements of the job in the organization (Edwards, 1991; Kristof, 1996). A large pharmaceutical company developed a quality of new hire criterion measure as a function of both P-O fit and P-J fit; that measure is examined in the current study. Results were limited because there were only six quality of hire ratings for managers included in the data set. Furthermore, no significant differences were found in quality of hire ratings for individual contributors based on their division (i.e., human health, support function, scientist, manufacturing, or animal health). Because of limitations (e.g., small sample size) many ideas for future research are discussed.

Syftet med denna studie var att undersöka upplevelsen av en digital onboarding-process. Studien genomfördes genom en kvalitativ metod där åtta semistrukturerade intervjuer genomfördes med intervjupersoner som hade genomgått en digital onboarding-process under de senaste 24 månaderna. Materialet från datan som insamlades transkriberades och analyserades utifrån Braun & Clarkes (2013) sexstegsmodell för en induktiv tematisk analys. Utifrån analysen hittades tre huvudteman varav ett huvudtema hade två underteman. Första huvudtemat var Att lära sig nya arbetsuppgifter med underteman Tillgänglighet och Kommunikation, andra huvudtemat var Företagskulturen, sista huvudtemat var Sociala kontakter på arbetet. Resultatet i studien visade att det har varit svårt för intervjupersonerna att ta del av alla relevanta delar som ingår i en onboarding-process när de har genomgått den digitalt. Exempelvis har det varit problematiskt att skapa sig en uppfattning om företagskulturen, att lära sig nya arbetsuppgifter samt att lära känna sina nya arbetskollegor på djupet. / The purpose of this study was to investigate the experience of a digital onboarding-process. The study was conducted using a qualitative method where eight semi-structured interviews were conducted with interviewees who had undergone a digital onboarding-process in the last 24 months. The material from the data collected was transcribed and analysed based on Braun & Clarke's (2013) six-step model for an inductive thematic analysis. Based on the analysis, three main themes were found, of which one had two sub-themes. The first main theme was Learning new tasks with subthemes Accessibility and Communication, the second main theme was Business culture, the last main theme was Social contacts at work. The results of the study showed that it has been difficult for the interviewees to learn the relevant and important elements involved in an onboarding-process when they have undergone it digitally. For example, it has been problematic to get an idea of the company culture, to learn new tasks and to get to know their new colleagues in depth.