Human Resource Strategies for Hospitality Excellence - Driving Employee Retention and Organizational Performance |Book Publisher International

 

The hospitality industry is fundamentally people-centric, with service quality, guest satisfaction, and organisational performance shaped directly through employee–guest interactions. In response to persistent challenges such as high employee turnover, emotional labour, labour shortages, and rapid technological change, Human Resource Strategies for Hospitality Excellence positions Human Resource Management as a strategic capability rather than an administrative function. The book provides an integrated and theory-driven examination of how strategic HR practices contribute to employee retention and sustainable organisational performance in hospitality contexts.

 

The book draws explicitly on established theoretical frameworks, including the Resource-Based View, Job Demands–Resources model, Job Characteristics Model, Service–Profit Chain, Socio-Technical Systems theory, and the Technology Acceptance Model. These perspectives are synthesised to explain the mechanisms through which HR systems, leadership practices, job design, and digital HR technologies influence employee experience, engagement, service behaviour, and performance outcomes. Central themes addressed include employee well-being and experience, technology acceptance in HR systems, ethical and human-centred HRM, workforce flexibility, and strategic talent management.

 

By integrating people, technology, and ethical considerations within a coherent conceptual framework, the book bridges the gap between academic theory and hospitality practice. It offers evidence-based insights for managers and HR professionals while advancing scholarly understanding of strategic HRM in service-intensive environments. The book is intended for postgraduate students, researchers, and industry practitioners seeking a comprehensive and applied understanding of human resource strategies for hospitality excellence.

Author(s) Details

Dr. Mahasweta Ghosh
NSHM, Durgapur, India

 

Please see the book here :- https://doi.org/10.9734/bpi/mono/978-81-999106-2-1

Strategic Management in a Global Era: The Playbook for Competitive Advantage in a Volatile World | Book Publisher International

 

This book examines strategic management as practised in an era defined by globalisation, rapid technological change, social transformation, and increasing regulatory complexity. It brings together foundational and advanced perspectives, covering key areas such as competitive advantage, industry and environmental analysis, internal resource evaluation, business- and corporate-level strategies, international expansion, business growth through mergers and acquisitions, strategy implementation and control, strategic resource management, and strategy evaluation. The book also addresses contemporary themes, including organisational change and leadership, digital transformation, artificial intelligence, sustainability, stakeholder capitalism, platform-based competition, cultural diversity, and government regulation in global markets. The central aim of the book is to provide a rigorous yet practical framework for understanding and applying strategic management in today’s interconnected and dynamic business environment. As technological disruption, geopolitical shifts, and rising social expectations reshape how organisations operate, traditional strategy models alone are no longer sufficient. This work responds to that reality by equipping students, managers, and policy-oriented leaders with analytical tools and strategic perspectives that reflect modern competitive conditions. The book adopts an integrated scholarly approach, drawing on systematic reviews of peer-reviewed research, international policy and regulatory documents, and established strategic frameworks. These are complemented by applied models and case-based illustrations that link theory to practice. The analysis shows that sustainable competitive advantage increasingly arises from dynamic capabilities, digital intelligence, ethical leadership, stakeholder engagement, and organisational adaptability rather than from static resources or protected market positions. By bringing classical strategy together with emerging global challenges, this book provides a comprehensive and forward-looking guide to strategic management in the twenty-first century.

 

 

Author(s) Details

Israel Kofi Nyarko
Department of Management Sciences, Evangelical Presbyterian University College, Ghana.

 

Please see the link:- https://doi.org/10.9734/bpi/mono/978-93-47485-94-7

The Impact of Empowering Leadership on Employee Motivation, Well-being, and Behaviour: The Role of Personality Traits and Self-efficacy | Chapter 11 | The Evolving Blueprint, Strategic Leadership, VALUE-Driven Police Leaders and Ethical Excellence in Law Enforcement

 This study examines the effects of empowering leadership on employee motivation, extra-role behaviours, and well-being, while considering individual characteristics such as general self-efficacy and proactive personality. Drawing on self-determination theory and social cognitive theory, the study explores both the enabling and potential burdening aspects of empowering leadership. The research investigates how empowering leadership influences employee autonomy, responsibility, and overall engagement. Findings suggest that empowering leadership enhances motivation and well-being but may also lead to challenges if not implemented correctly. The results underscore the importance of balancing empowerment behaviours in leadership practices to optimise organisational outcomes. These findings contribute valuable insights for managers seeking to foster an effective and supportive work environment.

 

Author (s) Details

Dr. John Motsamai Modise
Tshwane University of Technology, South Africa.

 

Please see the book here:- https://doi.org/10.9734/bpi/mono/978-93-49970-95-3/CH11

Assessing the Impact of Delegation of Authority on Organizational Performance: Evidence from Twiga Chemical Industries Ltd | Book Publisher International

The study aimed at determining the effects of delegation of authority on organisational performance at Twiga Chemical Industries Ltd. The study was guided by four specific objectives, which include: determining the effects of legislative delegation, adjudicative delegation, monitoring and enforcement delegation and agenda setting delegation on performance at Twiga Chemical Industries Ltd. The study adopted a descriptive research design and a correlational research design. The target population in this study was 200 permanent employees of Twiga Chemical Industries Ltd in Nairobi. A stratified sampling technique was used in this study to come up with a desirable sample. Primary data was collected by use of questionnaires and utilised in this study to enhance the originality of the study. The questionnaires were administered to the randomly selected employees who were the respondents. The study used the quantitative method of data analysis. The collected data was edited, coded, keyed in and analysed using Statistical Package for Social Sciences (SPSS) version 20. The quantitative data was analysed using both descriptive statistics and correlations. A regression model was then used to show the relationship between the independent variables and the dependent variable. Regression of coefficients results showed that legislative delegation and organisation performance are positively and significantly related at both 1% and 5% confidence level (B=0.284, p=0.032). The results further indicated that adjudicative delegation and organisation performance are positively and significantly related at 1% and 5% confidence level (B=0.319, p=0.011). The results further established that monitoring and enforcement delegation were positively and significantly related at 1% and 5% confidence level (B=0.334, p=.013). Similarly, results showed that agenda setting, delegation and organisation performance were positively and insignificantly related at a 5% confidence level (B=0.094, p=0.455). Based on the findings, the study recommended that organisations and firms should consider the delegation of authority as one way of enhancing organisational performance. The study further recommended that those in authority should be very careful when delegating authority, not to go overboard.

 

Author (s) Details

Kennedy Akweyu Shikami
The Management University of Africa, Kenya.

 

Please see the book here:- https://doi.org/10.9734/bpi/mono/978-93-49970-52-6