Work readiness in graduate recruitment and selection : a review of current assessment methods

Graduate recruitment and selection differs from other contexts in that graduate applicants generally lack job-related experience. Recent research has highlighted that employers are placing increasing value on graduates being work ready. Work readiness is believed to be indicative of graduate potential in terms of long term job performance and career advancement. A review of the literature has found that current graduate recruitment and selection practices lack the rigour and construct validity to effectively assess work readiness. In addition, the variety of interchangeable terms and definitions articulated by employers and academics on what constitutes work readiness suggests the need to further refine this construct. This paper argues that work readiness is an important selection criterion, and should be examined systematically in the graduate assessment process, as a construct in itself. The ineffectiveness of current assessment methods in being able to measure work readiness supports the need to develop a specific measure of work readiness that will allow more effective decision practices and potentially predict long term job capacity and performance.

CSR and water management in the sport sector : a research agenda

Water management and the sport industry’s responsibilities surrounding it have not yet received any attention in the sport management scholarly literature. This research aims to address this oversight by identifying the key issues of corporate social responsibility inherent in water management in the sport sector and suggesting a research agenda. This research paper will present a model of water use in sport in the Australian context, and suggest research methods to further develop an understanding of sustainable water management policy, governance, and stakeholder management in the sport industry.

Radioactivity distribution in some Permian sediments from the Irati and Corumbatal formations of the Parana basin, southeastern Brazil

in the city of Limeira, southeastern Brazil, an important exposure of Permian sediments of the Parana basin was revealed by an open pit mine that exploits limestone for production of soil correction compounds and raw materials for the ceramic industry. The radioactivity of these sediments was investigated in some detail and the results provided a general view of the vertical distributions of uranium, thorium and potassium concentrations and of the element ratios U/K, U/Th and Th/K. In general, the concentrations of the main natural radioactive elements are low, with uranium being enriched in some limestone and shale levels. In addition the results showed that the U-238 series is in radioactive disequilibrium in many of the analyzed samples. Although the origin of the observed disequilibrium has not been investigated, the results suggest that it is due to weathering processes and water interaction with the rock matrix. (C) 2003 Elsevier Ltd. All rights reserved.

Paintings of the petroleum industry in Lea County, New Mexico

"The pr1.mary purpose of this thea1a waa to learn about and t .o produce a aeries of pa1nt1n~.a that aymbolized. tbe oil induatry 1n Lea. Count,-, New ltexic.o. The secondary purpose waa to learn more about tho oil industry, which is the big business in Le.a Countj, :New Mexico"

Studies in the packing industry /

[no. 1] The chain store and the packing industry, by E. L. Rhoades.--[no. 2] The management of chain meat markets, by E. L. Rhoades.--[no. 3] Chain stores and the independent meat retailer, by E. L. Rhoades.--[no. 4] Advertising of meats by chain grocery companies, by E. L. Rhoades.--[no. 5] Consumption of meat and meat products, with particular reference fo price, by J. H. Cover.

The raisin industry of Iran /

Mode of access: Internet.

The molybdenum industry in New South Wales.

At head of title: New South Wales. Department of Mines.

Report to the President by the Board of Inquiry [appointed October 6, 1959, pursuant to Executive order no. 10842 and section 206 of the Labor-management relations act, 1947.

Guy Farmer, chairman.

Report of the Presidential Board, appointed on July 21, 1962, in the matter of certain labor disputes in the Aerospace Industry.

Mode of access: Internet.

Solutions to the Hospitality Industry's Labor Shortage

A shortage of labor exists in the hospitality industry, even to the point that many vacant positions go unfilled. The author discusses some solutions to the problem, including a look at retirees, working mothers, and the disabled.

Ethics In The Hospitality Industry: A Management Control System Perspective

Hospitality managers may assume that unless under control, ethics in their operations are out of control. This article proposes a management control system for ethics.

Franchising in the Hospitality Industry: Accounting Aspects

Franchised businesses are a powerful factor in the American economy. The author provides a general overview of the area, citing statistics supporting its growth in the industry. Attention will be focused on accounting aspects of franchising, placing major emphasis on issues associated with the recognition of franchise fee revenue.

Restructuring In The Hospitality Industry

In her dialogue entitled - Restructuring in the Hospitality Industry - Elisa S. Moncarz, Associate Professor, the School of Hospitality Management at Florida International University, intends for you to know the following: “Recent years have seen a proliferation of restructurings of major American corporations creating an extremely important issue that has affected U.S. business. This article discusses restructuring issues in the hospitality industry, focusing attention on its causes and motivations, as well as on its benefits and perils. The author considers the impact of restructuring on investors and management while examining recent restructurings involving hospitality firms.” In defining the concept of restructuring, Associate Professor Moncarz informs you, “Restructuring entails the implementation of fundamental and comprehensive modification of a company's operational and/or financial structure.” “It has, indeed, become fashionable to take a company apart and put it back together in a different form,” the author says. Additionally, Moncarz refers to a Wall Street Journal study, dated August 1985, which reveals that nearly half the large American corporations were, or were soon to be restructured in the 1984/85 time frame. There are several distinct types of restructurings and the author wants you to be aware of some of them. “…threats of takeover attempts, the larger part of all restructuring have been initiated willingly in order to expand or divest a company's line of business (i.e., operational restructurings) or redirect its finances (i.e., financial restructurings),” the author reveals. “Two principal types of operational restructurings are mergers and acquisitions [M&A], and divestitures [disposing of unwanted units or assets],” Moncarz further defines the concepts of expansion and divestiture. The author explains several types of financial restructuring sketches used in the hospitality industry, including stock re-purchasing, debt issuances and redemptions, swapping debt for equity, and effective theories of realigning debt through extending loans and/or revising terms. To expand their businesses, Moncarz makes anecdotal reference to several major food and beverage corporations that have successfully employed operational restructuring principles. The author wades into the shallow end of the hostile takeover pool by explaining some of the corporate restructuring concepts used to repel that aggressive technique. Walt Disney Company completely redesigned their entire upper level management structure in a successful effort to thwart a hostile takeover bid by corporate raider Saul P. Steinberg, Moncarz informs. To close, the author touches on leveraged buyouts [LBOs], and stock repurchases to divest unwanted divisions and immobilize hostile takeover attempts. A lengthy table of - Selected Restructurings in the Hospitality Industry [1982 to date of article] – is also included.

Essays on Competition in the Pharmaceutical Industry

Chapter 1: Patents and Entry Competition in the Pharmaceutical Industry: The Role of Marketing Exclusivity Effective patent length for innovation drugs is severely curtailed because of extensive efficacy and safety tests required for FDA approval, raising concern over adequacy of incentives for new drug development. The Hatch-Waxman Act extends patent length for new drugs by five years, but also promotes generic entry by simplifying approval procedures and granting 180-day marketing exclusivity to a first generic entrant before the patent expires. In this paper we present a dynamic model to examine the effect of marketing exclusivity. We find that marketing exclusivity may be redundant and its removal may increase generic firms' profits and social welfare. Chapter 2: Why Authorized Generics?: Theoretical and Empirical Investigations Facing generic competition, the brand-name companies some-times launch generic versions themselves called authorized generics. This practice is puzzling. If it is cannibalization, it cannot be profitable. If it is divisionalization, it should be practiced always instead of sometimes. I explain this phenomenon in terms of switching costs in a model in which the incumbent first develops a customer base to ready itself against generic competition later. I show that only sufficiently low switching costs or large market size justifies launch of AGs. I then use prescription drug data to test those results and find support. Chapter 3: The Merger Paradox and R&D Oligopoly theory says that merger is unprofitable, unless a majority of firms in industry merge. Here, we introduce R&D opportunities to resolve this so-called merger paradox. We have three results. First, when there is one R&D firm, that firm can profitably merge with any number of non-R&D firms. Second, with multiple R&D firms and multiple non-R&D firms, all R&D firms can profitably merge. Third, with two R&D firms and two non-R&D firms, each R&D firms prefer to merge with a non-R&D firm. With three or more than non-R&D firms, however, the R&D firms prefer to merge with each other.