Starting out: Quality of working life of young workers in the retail and hospitality industries in Australia

In the 1990s workers in Australia were increasingly subjected to negative work pressures. Irregular work patterns, work intensification, and the transformation of the notion of career, often in the name of ‘flexibility’, were increasingly common. This period was also characterised by scant regard for the quality of working life of young people in entry-level employment, which is often portrayed as a transition stage prior to their admission into the full-time core workforce. This paper explores the experiences of twenty-two young people at the beginning of their careers, in the hospitality and retail industries, with reference to three quality of working life (QWL) elements: hours flexibility, work-life balance and career potential. Qualitative evidence reveals a variety of experiences but, on balance, suggests a negative quality of working life and limited commitment to their current industry. In conclusion, the paper suggests that these industries must pay more attention to QWL issues in order to attract and retain quality staff.

Crisis management and risk communication: Why the food industry must get it right

There is public unease about food-related issues including food additives, food poisoning bacteria and GM ingredients. The public wants evidence of no risks, but all regulators can ever offer is no evidence of risk or evidence of a very small risk. The situation is complex because experts and non-experts can perceive the same risk in vastly different ways. The way in which the food industry manages crises and communicates risks will determine the public acceptance and success of new technologies such as GM foods and nanomaterials. There is a need for the food industry (including regulators and scientific experts) to sharpen up their risk communication skills to ensure that technical innovations are accepted by consumers, and crises such as food recalls do not undermine the public's confidence in the food industry. The AIFST has a key role to play in driving the risk communication process and allaying public unease about food-related issues.

Assessing Union Strategies in Indonesian Telecommunications Industry

This article explores the implementation of a comprehensive model of union strategy,consisting of union aims, union methods, union tactics, and level of decision-making (Gahan 1998). The analysis further employs the framework of Boxall and Haynes (1997) to assess the dominant strategy pattern of the unions. Empirical data are provided from a survey of seven national enterprise unions in the telecommunications industry in Indonesia. Research findings reveal that consultancy unionism is playing important roles in explaining the relationships among unions, workers, and employers. This pattern of strategy places more emphasis on servicing and limited partnership with employers. The stronger organising solidarity from their members may improve their partnership in the interest of union survival facing tough competition in the telecommunications business.

Monitoring hotel performance

There is a pressing need to address productivity analysis in the hospitality industry if hotels are to exist as sustainable business entities in rapidly maturing markets. Unfortunately, productivity ratios commonly used by managers are narrowly defined. This study illustrates data envelopment analysis of cross-sectional data that benchmark hotels on observed best performances. Data envelopment analysis enables management to integrate unlike multiple inputs and outputs to make simultaneous comparisons. Findings from the cross-sectional data suggest that some of the hotels have the potential to reduce number of beds and number of part-time staff while increasing revenue.

Managing new product development in the Chinese steel industry: An empirical investigation

This study explores several important aspects of the management of new product development (NPD) in the Chinese steel industry. Specifically it explores NPD success factors, the importance of management functions to new product success and measures of new product success from the perspective of the industry's practitioners. Based on a sample of 190 industrial practitioners from 18 Chinese steel companies, the study provides a mixed picture as China makes the transition from a centrally-controlled to market-based economy. On one hand, respondents ranked understanding users' needs as the most important factor influencing the performance of the new products. Further, formulating new product strategy and strengthening market research are perceived as the most important managerial functions in NPD. However, technical performance measures are regarded as more important and are more widely used in industry than market-based or financial measures of success.