If we look back to society and want to restore it as it was just before the Corona outbreak, we need exactly everyone who participated then. So also shareholders, storytellers, healthcare workers and even criminals. There was a balance. With fewer criminals, there would be less police force, and consequently other “players” would take their chances to cross the line between justice and injustice somewhere else, which in return would demand more control (police), etc. In other words, it’s an equilibrium.
MULTIFILE
This paper, presented at the Persuasive Conference 2014 (21-23 May, Padua, Italy) describes an experiment in which the particpants daily received a SMS message. De SMS message was meant was meant to trigger participants on safety awareness, cleaning behaviour, and quick and instant tasks. The experiment was part of the Safety at Work project of Saxion University of Applied Sciences.
MULTIFILE
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."
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.
