1. Employees are highly affected by the level of work-to-family interruptive behaviors of their managers. That may surely vary according to the employees characters and the degree of acceptance of such behaviors.

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  2. Work overload is divided into two constructs: self-initiated overload (SIO), and organization-imposed overload (OIO). These two constructs relate different outcomes of job satisfaction, emotional exhaustion and work-family conflict.

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  3. How do contextual factors shape employees’ proactive motivational states and influence their personal initiative behavior ?

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  4. To what extent résumé photographs provide accurate information about the personality traits of their owner ?

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  5. Academic procrastination appears to concern over 50% of college students and has negative consequences such as cheating and low academic performance measured by GPA, assignment grades, quiz scores, and course grades. Our study examines the five factor model with the aim to understand which personality traits predict academic procrastination.

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  6. A pairing suggestion for food with wine by the glass directly placed on the menu may increase wine by the glass sales.

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  7. The effectiveness of a classical communication strategy compared to that of a binding communication strategy to encourage guests to choose sustainable behavior showcases that the classical model prevails.

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  8. This research compares the effectiveness of commitment and normative strategies to promote towel reuse among hotel guests. The results demonstrate that the isolated use of norms and commitment has a positive effect on guests' pro-environmental behavior.

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  9. When individuals experience "agape love" from spouse and children, the family becomes an enrichment to the employee’s work life.

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  10. What are the antecedents of organization citzenship behavior for the environment (OCBE)?

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  11. A look at how family supportive environments in organizations relate to lower employee turnover in companies.

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  12. Newly opened hotels are able to achieve stabilized rate and occupancy with considerable speed, provided they are affiliated with a management company or franchise brand. Independent properties however, need around five years to stabilize.

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  13. When the Great Recession crushed Spain’s nascent commercial archeology business, very few firms rode out the recession and later prospered as they had to reinvent themselves through diverse ways. This study demonstrates the various operations these firms undertook.

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  14. The effectiveness of management response to the environmental scarcity relies on the CEO’s ability to correctly perceive and interpret the nature of the changes to the company’s existing competitive niche.

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  15. Team-based knowledge work is an essential mechanism for engaging individual employee knowledge in knowledge intensive firms.

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  16. Ill-considered downsizing approaches can damage a company’s competitive position.

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  17. Study found that firms involved in successful turnarounds paradoxically engage in both retrenchment and recovery.

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  18. Study analyzes five communities of practice and their modes of operation.

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  19. Semi-structured interviews conducted in multiple rounds with members of nine communities of practice in seven multinational corporations revealed the existence of a 5 level integration process, as people moved closer to the center of the group.

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  20. This article shows how to identify, formulate, and implement intangible incentives for various hierarchical levels during the management of a corporate turnaround.

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  21. Engaging employees in corporate turnarounds is a key factor in the overall survival of a company.

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  22. How companies can successfully turn around their declining fortunes? By implementing proactive, innovative and forward-looking turnaround strategies.

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  23. A multi-year examination of corporate turnarounds stresses a two-prong approach involving strategies both for retrenchment and recovery.

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  24. Gilbert Probst, whose research interests have expanded the range of organizational behavior research, demonstrates the twin focus on education and development that characterizes the best leaders.

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  25. The most effective CSR activities are those that are related to the firm’s core business and when employees are given the opportunity to participate.

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  26. Hospitality managers typically seek to encourage organizational commitment, but the specific actions they make take for this purpose depends in part on the national culture, particularly as it relates to power distance.

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  27. Study of 900 front-line employees shows how to boost customer service and resulting client satisfaction.

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  28. Study shows the benefits of corporate social responsibility initiatives and highlights five actions that management can take.

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  29. Within a sample of hotel employees from hotels operated by an international hotel chain in the Middle East and Asia, managers’ empowering behaviors were found to directly affect employees’ in-role service and helping behaviors.

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  30. Proactive, forward-thinking employees take action in one or more self-directed behaviors, which are most commonly aimed at self-improvement.

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  31. High levels of bureaucracy tend to discourage hotel employees from going beyond their position responsibilities.

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  32. The wisest way to recruit employees for cruise line positions is by presenting both the favorable and unfavorable aspects of the job, according to a survey of two cruise lines, five cruise line employment agencies, and sixty recent cruise line hires.

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  33. An exploratory study of a dozen hotel unit and corporate human resources managers depicts both the gradual evolution of HR practice and the divergent responsibilities of the two groups.

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  34. Asked to identify a set of strategies for knowledge management, a select group of eighteen corporate chief knowledge officers highlighted three categories of effective and ineffective strategies.

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  35. The research lens on the adjustment of expatriates should be expanded to include interactions with other stakeholders, in order to offer a window into a more detailed view of expatriate success and new avenues for ensuring that success.

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  36. A study demonstrated the effects of perceived organizational support on workplace and personal life adjustment, as well as commitment to the organization, as perceived by expatriate managers working at an automobile and auto parts manufacturer in China.

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  37. Study demonstrated that decision autonomy is related to expatriates’ level of adjustment of all three types (namely, general adjustment, work adjustment, and interaction adjustment).

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  38. Study finds a stronger relationship between spouse adjustment and worker success, rather than family responsibilities and shows that factors influencing adjustment to a new location are complex. 

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  39. Study shows how to strengthen an expatriate’s performance and reduce premature departure.

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  40. Although prior international experience can be an indicator of probable success for an expatriate, other factors influence the likelihood that the worker will complete the job or leave early.

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  41. The importance of reciprocal spillover relationships of expatriates and spouses in terms of satisfactory general adjustment to a foreign land and of spouses’ general adjustment spilling over to favorable work adjustment of workers is demonstrated in this study.

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  42. Individual’s moral virtue develops through the process of decision-making as learning takes place after each decision.

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  43. A series of semi-structured interviews demonstrates how certain factors influence the process of building and maintaining contacts.

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  44. Networking requires an instrumental and social outlook that blends together performance and chemistry and combines a narrow and broad approach to bond with others.

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  45. What are your networking skills? Five « universal » personality traits explain the trends.

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  46. Facilitating employees to balance their work and family life have a positive impact on the business, not only because they show greater motivation and commitment, but also because in the family individuals acquire leadership skills.

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  47. According to this study, hotels that maintain their relative price position by having an ADR above their immediate competitors recorded an annual revenue per available room that also was relatively higher than their competitive set.

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  48. An analysis of two different types of innovation by an American lodging chain found that different post-adoption strategies were required for effective implementation of the innovations.

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  49. Motivated by increasing competitive pressures and challenging economic times, the Spanish hotel industry has since 2004 embarked on a course of innovation.

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  50. Competitive hotel strategies have their specific related tactics, all with a goal of producing a sustainable competitive advantage.

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  51. How hotels tend to get a higher annual RevPAR? Through a greater ADR than their direct competitors.

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  52. As was the case in a survey taken in 2001, human resources was a global concern in a 2009 survey of 243 hotel managers in sixty countries, and specific HR concerns varied by location.

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  53. According to a case study, higher hotel rates increase annual revenue per available revenue (RevPAR).

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  54. Job satisfaction and voluntary turnover are often related to an employee’s interaction with the attitudes of the work unit.

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  55. Substantial research into the nature of leadership has crystalized five elements of leadership.

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  56. What were the determinants in terms of HR practices to be listed in Fortune magazine’s « 100 best firms to work for » in 2009?

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  57. The lack of reaction to subordinates’ performance causes detrimental effects and decreases employee opinion of a manager’s effectiveness.

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  58. Lost productivity is the largest cost of turnover, based on an analysis of 33 US hotels, with sizes ranging from 20 to 720 rooms.

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  59. A study of 243 employees at two hospitality employers demonstrates the importance of management reinforcement of good performance.

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  60. Based on a study, making sure that customers have a reasonable level of choice during the service encounter or the ability to influence the direction of that encounter has a strong effect on whether they will be satisfied with the service.

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  61. A case study confirms the relationship between authentic leadership and authentic followership, and how the mechanism that connects both, enhances work performance.

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  62. To determine the effects of leaders’ behavioral integrity, the authors conducted a study of nurses, with regard to the effects of workers’ psychological safety on patient safety, as measured by reports of treatment errors.

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  63. Manager’s authentic leadership and their behavioral integrity are closely linked with the performance of employees.

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  64. Proper training for workers can reduce workplace injuries, and therefore decrease turnover intent.

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