From the conference paper : "The authors examined how to improve the total (onsite and offsite) labour productivity of production and assembling of fast retrofitting concepts in the Netherlands. The authors analysed the collected data of two NetZero energy renovations in which the initial process were quite traditional. In the first case the labour productivity can increase spectacularly by prefabricating the roof. In the second case the providers modernized the process by working in multi-disciplinary teams. No evidence have been found that working in a multi-disciplinary team can increase the labour productivity but the time for realization did decrease."
The two-dimensional vehicle routing problem (2L-VRP) is a realistic extension of the classical vehicle routing problem where customers’ demands are composed by sets of non-stackable items. Examples of such problems can be found in many real-life applications, e.g. furniture or industrial machinery transportation. Often, these real-life instances have to deal with uncertainty in many aspects of the problem, such as variable traveling times due to traffic conditions or customers availability. We present a hybrid simheuristic algorithm that combines biased-randomized routing and packing heuristics within a multi-start framework. Monte Carlo simulation is used to deal with uncertainty at different stages of the search process. With the goal of minimizing total expected cost, we use this methodology to solve a set of stochastic instances of the 2L-VRP with unrestricted oriented loading. Our results show that accounting for systems variability during the algorithm search yields more robust solutions with lower expected costs.
The project focuses on highlighting the importance of the work-life balance within the hospitality industry, in 5-star hotels. Moreover, it is tailored to deliver a concrete and efficient implementation plan of a 5-day work week system instead of the current 6-day work week model system within a 5 star hotel in Abu Dhabi, United Arab Emirates. Several aspects were taken in consideration when developing the project such as, financial implications, stakeholder management, resistance management and organizational change.
MULTIFILE
Despite Dutch Hospitality industry’s significant economic value, employers struggle to attract and retain early career professionals at a time when tourism is forecasted to grow exponentially (Ruël, 2018). Universally, hospitality management graduates are shunning hospitality careers preferring other career paths; stimulating the Dutch Hospitality to find innovative ways of attracting and retaining early career professionals. Following calls from the Human Resource Management (HRM) community (Ehnert, 2009), we attribute this trend to personnel being depicted as rentable resources, driving profit’’ often at personal expense. For example, hotels primarily employ immigrants and students for a minimum wage suppressing salaries of local talent (Kusluvan, et al 2010, O’Relly and Pfeffer, 2010). Similarly, flattening organizational structures have eliminated management positions, placing responsibility on inexperienced shoulders, with vacancies commonly filled by pressured employees accepting unpaid overtime jeopardizing their work life balance (Davidson, et al 2010,). These HRM practices fuel attrition by exposing early career professionals to burnout (Baum et al, 2016, Goh et al, 2015, Deery and Jog, 2009). Collectively this has eroded the industry’s employer brand, now characterized by unsocial working hours, poor compensation, limited career opportunities, low professional standing, high turnover and substance abuse (Mooney et al, 2016, Gehrels and de Looij, 2011). In contrast, Sustainable HRM “enables an organizational goal achievement while simultaneously reproducing the human resource base over a long-lasting calendar time (Ehnert, 2009, p. 74).” Hence, to overcome this barrier we suggest embracing the ROC framework (Prins et al, 2014), which (R)espects internal stakeholders, embraces an (O)pen HRM approach while ensuring (C)ontinuity of economic and societal sustainability which could overcome this barrier. Accordingly, we will employ field research, narrative discourse, survey analysis and quarterly workshops with industry partners, employees, union representatives, hotel school students to develop sustainable HRM practices attracting and retaining career professionals to pursue Dutch hospitality careers.
