This study seeks to classify visiting friends and relatives (VFR) travel and to explore the linkage between VFR travel types and commercial tourism in an empirical study. The VFR phenomenon is multifaceted, making it hard to integrate research findings. This article proposes an initial typology of VFR travel and positions the major existing studies within this typology. Using data from Queensland, Australia, an examination is made of the relationships between the proposed variables and VFR travel and behavior patterns. The data set gave the researchers the ability to identify VFR as either a prime trip motive or one of a set of activities or regional attractions. The study provides an activities-based segmentation of this type of VFR traveler and attempts to connect different segments to both travel patterns and the variables in the proposed typology.
This introductory chapter defines 'family business' and utilizes a well-known life cycle model of Gersik et al. to establish a framework for examining the interdependent evolutionary processes of ownership, family and business. Major themes in the generic family business literature are also summarized, and these are revisited in the concluding chapter in the context of identifying research needs specific to tourism and hospitality. An industry-specific framework was developed for understanding the family business, starting with the generic core of family vision and the three evolutionary processes of family, business and ownership. It has been argued that the business environment and industry-specific modifiers make family business somewhat unique in tourism and hospitality. The most important modifiers are likely to be the nature of the service environment, including host-guest interactions that are frequently home-based, the owners and family as part of the experience, cyclical demand (i.e. seasonality), the destination life cycle, and unique business opportunities such as those stemming from farm operations or personal leisure interests and skills. Setting modifiers have also been explored in detail, beginning with the differences imposed by a peripheral, rural, resort or urban location for the family business. The level of economic activity in the environment and culture might have an impact on family business.
Purpose
This paper aims to investigate the influence of socially- responsible human resource management (SRHRM) on employee fears of external threats during the COVID-19 outbreak, based on social support and event system theories. COVID-19 caused sharp profit declines and bankruptcies of hotels, restaurants and travel agencies. In addition, employees faced threats to their health and job security. How to overcome employee anxieties and fears about the negative impacts of this crisis and promote psychological recovery is worthy of attention from researchers and practitioners. This research investigated the impacts of SRHRM on employee fears through organizational trust, with the COVID-19 pandemic playing a moderating role between SRHRM and employee fears.
Design/methodology/approach
The hypotheses were tested through multiple linear regression analysis based on a survey of 408 employees in hospitality and tourism firms in China. Qualitative data were also gathered through interviews with selected managers.
Findings
The results showed that SRHRM had a negative influence on employee fears of external threats by enhancing trust in their organizations. In addition, the strength of the COVID-19 pandemic positively moderated the effect of SRHRM on employee fears. When the pandemic strength was more robust, the negative effects of SRHRM on employee fears were more significant.
Research limitations/implications
This research illustrated the contribution of SRHRM in overcoming employee fears of external threats in the context of COVID-19. It shed light on the organizational contribution of SRHRM to hospitality and tourism employee psychological recovery during the crisis.
Originality/value
This research explored strategic HRM by examining the effects of SRHRM on employee fears in the midst of a severe crisis, specifically COVID-19. The moderation effect of event strength and mediation effect of organizational trust were tested. It is of great value for hospitality and tourism firms to foster employee psychological recovery during a crisis such as COVID-19.
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