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The article provides an analysis of scholarly contributions to 11 hospitality and tourism refereed journals for the years 2002-2006. It presents the top 100 programs as ranked by instances of publications across 11 journals for a recent five-year period. For the five-year period, results indicate Hong Kong Polytechnic University in the top position based on sums of instances, authors and articles. Secondly, the researchers updated, modified and extended a previous study published by the Journal of Hospitality and Tourism Research for similar information for the years 1992-2001. Following the update, an additional 15-year aggregate snapshot of research output for top producing institutions provided a top 18 over the last 15year period. Next, researchers provide an updated analysis by contribution and world region among the specific journals with results indicating a large growth in the number of articles produced in Asia going from 6% of all publications over the former 10-year period from 1992 through 2001 to near 15% of published articles over the past five-year period from 2002 through 2006. The article concludes with suggestions for the extension of similar studies and provides implications for hospitality and tourism educators.

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Executive Summary The evolution and mechanics of mentoring are examined as a prelude to arguing that mentoring is a natural component of effective leadership. Pro-social behavioral roots for mentoring are discussed and informal and formal mentoring programs are compared. The goals, merits, and problems with mentoring are explored. Employee opinions about mentoring are reported as uniformly positive and newly gathered opinions from mentoring students and hospitality industry managers are discussed. Conclusions include that mentoring is a natural part of the leadership dynamic and that mentoring of any kind is beneficial to employees. Suggestions are made as to how to improve the mentoring talents of leaders.

Purpose -The purpose of this study is to determine competency expectations for entry level supervisory employees in the golf and club management industry. Design/methodology/approach -The study was conducted with members of a Chapter of the Club Managers Association of America. A 20-question survey was developed for the study to identify desired competencies to be acquired by the next generation golf and club management professional. The survey was distributed electronically. Findings -Competencies identified for entry level golf and club management positions were similar to those required for current effectiveness of club managers already in practice and comparable to the more recognized hospitality industries of restaurants and hotels. The findings also demonstrate the overall impressions of practitioners concerning levels of preparation for entry level positions in the industry. Practical implications -The paper presents conclusions and suggestions for collaborative initiatives aimed at improving the preparation of individuals for successful entry into hospitality and tourism industry employment. Originality/value -The golf and club management industry is challenged by an insufficient number of qualified applicants for management vacancies. The research offers new approaches to recruitment and development of entry level managerial candidates.

Purpose -The purpose of this paper is to discuss the impact of technology on the human resources (HR) function in organizations, in general, and in hospitality firms, in particular. Design/methodology/approach -The issue is presented through an extensive literature review, in addition to practical examples and demonstrations from the hospitality industry. Findings -The literature clearly points to a substantial incorporation of technology in HR operations, to the extent that human resource information systems (HRIS) are perceived today as internal e-commerce. This transition offers significant potential but also raises challenges and concerns. In addition, certain constraints often prevent HRIS from being utilized to their full potential, and therefore need to be addressed at the managerial level. Practical implications -The review particularly raises the importance of managerial commitment to the successful performance of HRIS in organizations. In addition, suggestions for overcoming the barriers of the effective implementation of HRIS across HR functions are detailed throughout the paper. Originality/value -The paper presents an important contemporary issue that has received very little attention in the hospitality and tourism literature. By providing a state-of-the-art review on the potential contribution of HRIS to the industry, and elaborating on critical issues related to the topic, the paper can be of value for both HR educators and practitioners.

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