Academic-Capital

Organization Behavior & Human Resources Management (OB & HRM) track is to advance theories and practices in the OB and HRM domains.  The track welcomes a broad range of scholarly contributions (e.g., empirical research – qualitative and quantitative, theory development, applied research, etc.) that are dedicated to a better understanding of the roles of individual, group and organizational dynamics in shaping organizational outcomes and how organizations can be more effective through managing human resources.   The track is also open to and endorses the use of diverse methodologies and theoretical perspectives in addressing OB & HRM inquiries. Possible topics on which papers can be submitted include but are not limited to: -           Cognition and emotion: perception, attribution, cognitive process, learning, decision making -           Individual differences: characteristics, personalities, values, beliefs -           Behavior and organizational processes: m

Human resources management practices can have a large impact on the overall success of hotel operations. These functions may appear to be subtle but influences nearly every aspect of human capital that makes its way into the customer service experience. It also impacts the ability of an organization to weather changes and develop to market realities. New research helps define which aspects of human resource management impact hotel success and which do not. Human resource administrators would be wise to take into consideration this research. First, it is necessary to define human resource management. Proper human resource management entails the practices that encourages the organizations knowledge, skills and abilities to contribute to business outcomes (Huselid, et. al, 1997). In other words, it manages and fosters those human elements that make a business successful. This can include everything from recruitment to strategic training.  Human resource management often entail