Abstract
The paper explains that The World Trade Organization (WTO) has forecast that Thailand can expect to receive 36 million tourists in the year 2020. The paper discusses how the tourism industry will be quite challenged by this projection. The paper reviews relevant literature that shows how the ability to interact with cultures other that one's own is critical for those employed in this industry. Literature also shows how core competencies must consist of skills that are transferable to their work in the tourism industry.

Outline:
Aim of Research
Research Objectives
Research Questions
Key Terms and Definitions
Introduction
Review of Literature
Tourism Education and Training
Core Competencies
Curriculum Model
Front-line Workers
Proposed Conceptual Framework
Research Methodology

From the Paper
"In 1998 Thailand recorded visitor arrivals totalling 7.76 million which was an increase of 7.53 percent from 1997 and arrivals increased 11.14 percent over 1998 totals in 1999. Major realignment has taken place in Thailand's marketing plans where advertising budgets were cut and promotional offices abroad have been closed. New markets have been tapped as well as new forms of distribution which had as its' focus direct contact between the buyers and sellers in the tourism market. Stated is "...an increasing trend toward partnerships and pooling of resources as a means of maximizing the promotional dollar by integrating all the stakeholders from transportation and commerce in health and retail..." (Asia & The Pacific, 1999)"

Tags:core, competencies, culture, transferable

Abstract
This paper is a guide to companies when executing the training of a new work force. The author shows how job training is crucial for the workers as well as for the corporations. He indicates that companies are paying more attention to the training and development then to recruiting. There are many changes that are being made to the process of training and developing a new work force mainly towards developing existing skills and acquiring new ones. The paper examines several factors that affect this process such as: government intervention, wages, diversity, globalization...and much more.

From the Paper
"When a company or enterprise consider workforce development it is not merely to polish existing skills or image standards. Job training is crucial for the workers as well as for the corporations. On the job it means reaping profits and for the nation it means creating human resources. Thus for this reason enterprise are paying more attention in training and development then in recruitment. The focus therefore is to "change" and the trend is towards developing existing skills, acquiring new ones.

In the recent years this has been treated as part of human resources training where individuals were recruited and "TRAINED" to the organization. Those who have skills would benefit less from the training and those who don't learn to acquire some. The overall outcome is not what the skills the employee has but rather what skills the individuals have instilled those are congruent to the environment in which they work. Hence, the training process has been morel like an educational process, where individuals were given lectures on development of skills instead of acquiring the true skills required."

Tags:company, traing, developing, employeeschange, government, recruiting

Abstract
In this article, the writer examines aspects of the Servicemen's Readjustment Act of 1944, in particular as it relates to corporate training. The writer discusses training aspects within an organization as they relate to corporate challenges. Further, the writer discusses the mutually beneficial aspects of corporate training for the employee and employer. The writer concludes that better training contributes to creating employees who become better in performing their work duties, which in turn contributes to more profitable corporations. This paper includes five pages of additional information and sources.


Table of Contents:
Introduction
Overcoming Obstacles
Corporate Challenges
Meeting Mutual Goals
Better Ingredients' Philosophy
Conclusion
Bibliography

From the Paper
"An employee benefit through training aka education, as this allows him/her to pursue personal goals. A major, mutual benefit for employer and employee, results from cooperate training as employees obtain college degrees, M.A.s, and Ph.D.s. Individuals benefit as they qualify for higher paying positions. As the number of employees completing training and obtaining decrees increases, companies also benefit as more qualified workers constitutes improved company performance / production. Performance of employees who also qualify for and receive training, other than or in addition to that provided by their corporation, may also ultimately affect a corporation's future. Iif the employee chooses to continue working for corporation, the company gains a more qualified employee. On the negative side of effects, however, if the employee decides to leave his current employee after completing his/her training, the employer experiences loss, particularly if the corporation financed the training prior the employee beginning to utilize what he/she learned."

Tags:educational, train, skilled, workers

Abstract
This paper examines the shortage of staff in the tourism industry, the reasons for it and solutions to it. The author discusses vocational education vs. on-the-job training, asserting that while the latter is preferable, a perfect intertwining of the two would be ideal.

From the Paper
"Global competition is also forcing the industry to raise its professional standards and, subsequently to raise its pay standards. New and better training programs are being developed to help generate a sufficient supply of qualified workers for the tourism industry. Most managers require post-secondary schooling and several years' working experience. Yet a skill shortage continues to exist."

Tags:hotel, restaurant, vocational, education, training

Abstract
In this article the writer discusses a unionized company that involves a range of blue, pink and white collar workers. The writer argues that instead of the usual .25 to 1% of payroll given for training, it is necessary to make a .75% increase. Members of the board of directors will understand this hope of the human mesources department when made aware of a few facts shaping the request. The writer notes that all the facts pertain to trends in Canadian industry and in the overall economy that have been in place for about one decade. The writer maintains that spending more on training means a win-win situation that can benefit the company for years to come. If it is possible to retain the workers needed for the future one can avoid the expense of looking for new help, later. The writer concludes that there will be new enthusiasm and curiosity as to what workers can improve or what they learn that they can do. All of these factors make it most desirable to devote some payroll funding now to in-house training.

Outline:
Introduction
Training in Canada
Labour Quality
In the Light of Other Investment
Last Remarks
References

From the Paper
"Only a fraction of employers give support for training. As we all know, many employers then complain when they cannot find the skilled labour they need when forced to search for new staff. Often, they must compete with various companies for the same skill sets. Also, they must do this during a crisis of business or need for high productivity. They end up spending far too much on the changed labour bill because they have not planned ahead. It is wiser to look at this kind of situation as a failure of forward planning, rather than as a blow received by a business. As board members will agree, private sector organizations often succeed by avoiding what might go wrong. Spending on training in the present makes sense, if one looks ahead and imagines a business failure, not due to a lack of orders, but due to inability to fill orders quickly. As business tends to 'move' very quickly in the economy of the day, a client is more apt to just go on to the next supplier that can produce what is needed by a given time."

Tags:staff, productivity, planning, skilled, workers

Abstract
This paper discusses the role of Canadian unions and workers in promoting a quality-of-work agenda. It briefly argues that Canadian workers and unions should use their knowledge of the "front-line" of the workplace to act as advocates for more generous benefits packages and greater employment flexibility for men and women seeking to "marry" work life with personal life. In particular, the paper argues that comprehensive training, appropriate "time off", ample reward for those who perform admirably in their position, a strict adherence to the health concerns of employees and recognition that being a mother demands special concessions on the part of the organization are all things which unions and workers should take up with senior management during collective bargaining.

From the Paper
"One other thing which unions and workers can (and, frankly, must) do is to find ways of integrating the responsibilities of life outside of work with the inevitable time spent working on behalf of the company. For example, organization-provided day-care centers (preferably located right on the work premises) have been a recognized staple of a strong corporate commitment to employee happiness and well-being for some time now (Mastroianni, 1992) and, as more and more women enter the workforce full-time, the need to meet their concerns is a practical business matter and not just a "frill" that management can lightly ignore. Given this reality, unions and employees have an obligation to present to senior officials in any corporation the burdens under which their female members labor and how easy-to-access and safe day-care centers for their children are an excellent means of keeping productive women within the organization - as opposed to having them decide that being a 'stay-at-home' mother is more satisfactory. Furthermore, the progressive organization will also offer flexible employment packages enabling women to work from home if that is something they truly desire."

Tags:rewards, training, management, corporate

Abstract
This study attempts to determine the relationship between work autonomy and job satisfaction of EAP social workers in internal employee assistance program settings by looking at a number of work related factors. To begin with, the paper considers the extent of the relationship, if any, between work autonomy and job satisfaction among social workers. It then looks at the nature of job satisfaction from a social worker's perspective as well as how employee assistance programs can assist social work managers in improving social worker job satisfaction.

Introduction
Statement of the Problem
Purpose of the Study
Significance of the Study
Key Term Definitions
Review of Literature - Overview
Work Autonomy within Organizations
Work Autonomy and Social Workers
Job Satisfaction within Organizations
Job Satisfaction and Social Workers
Theoretical Framework

From the Paper
"Substance abuse in the American workplace is an enormously expensive and growing problem today. According to Pace, Smits and Youngblood (1992), there are literally billions of dollars being lost in terms of productivity, as well as an incalculable amount of human misery and the erosion of world preeminence in the marketplace as direct or indirect consequence of workplace substance abuse. These authors report that properly designed and managed EAPs have demonstrated a significant, proven, and much needed role to play in the prevention and the treatment of workplace substance abuse. "Yet there are only about 10,000 EAPs in existence today in the American workplace, covering perhaps 10 percent of the work force" (Pace, Smits & Youngblood, 1992, p. xvi)."

Tags:intervention, mechanism, alcohol, health, behavioral, problems, training, consultation, supervisors, outreach, counseling

Abstract
The paper provides a model of the factors that have been found to influence learning and transfer such as trainability, personality, age, and attitudes and then offers a table that describes the individual elements of the training model. The paper also provides a diagram that identifies other characteristics that have been shown to influencing learning and the transfer of training. Finally, the paper concludes with some guidelines that can be followed to help ensure that XYZ Corporation is successful with its training program.

From the Paper
"methods" (p. 398).
A model of the factors that have been found to influence learning and transfer is shown in Figure 1 below. This model is based on an analysis of 20 years' worth of empirically supported studies concerning training motivation (Kraiger, 2002). Figure 1 illustrates relevant individual characteristics (including trainability, personality, age, and attitudes) that tend to influence employee motivation, as well as learning, transfer of training, and job performance; likewise, work environment characteristics (i.e., climate, opportunity to perform trained tasks, manager support, organizational justice, and an individual versus team context) have also been found to influence every step of the training model (Kraiger, 2002). According to Kraiger, "The model therefore illustrates that individual and work environment characteristics are critical factors before training (by affecting motivation), during training (by affecting learning), and after training (by influencing transfer and job performance)" (p. 59)."

Tags:employees, skills, personality, workers

Abstract
There was a time in America when virtually all workers learned their craft or skilled positions on the job. As the manufacturing sector expanded, on-the-job training was often replaced by seminars and other job-enhancement techniques at off-site locations. Those were - attended by supervisors, who then brought back newly learned techniques to the manufacturer and then taught them to their section's employees. On-the-job training, however, is more important now than ever before, for a variety of reasons, which are explored in this paper.

Tags:on, the, job, training

Abstract
This paper is a case study of tourism in Guatemala. It begins with a brief overview of the history of tourism and examines the current status of the country's geography, economy, and infrastructure as it impacts tourism in the 21st century. This is followed by an analysis of planning, development, and management of tourism in Guatemala under the auspices of the Instituto Guatemalteco de Tourismo (INGUAT), Guatemala's official tourism agency, with special reference to the policy of community-based tourism. The paper concludes with an emphasis on the need for collaboration among all the key stakeholders, the building of partnerships, and the need for the empowerment of the local Mayan communities.

Outline:
Introduction
Overview of the Country
Planning, development, and management of tourism in Guatemala
Stakeholder involvement
Conclusion

From the Paper
"Community-based tourism projects in Guatemala are generally sponsored, designed, and managed by NGOs. Ideally, the NGO should train members of the local community to take charge of the project and then pass control of it over to them when they are ready to run the project on their own. However, in most cases in Guatemala, the NGOs do not hand control over to the communities, but maintain a tight hold on the projects for as long as possible, arguing that if they give up control too quickly the project is likely to fail. The NGO employees tend to live at some distance from the projects that they are working on and they are predominantly ladinos, that is, Guatemalans of mixed Spanish and indigenous descent. They also tend to be better educated than the members of the local community, and are thus not seen as part of the local community that they serve (Miller, 2008). Under this sort of NGO control, community-based projects may get little cooperation from local residents. As Reid (2003) notes, "Communities will contribute and take charge of their development if it is clear that the ownership of the eventual tourism project will remain in their hands, and that they will benefit from it" (p. 135)."

Tags:Guatemala, tourism, community-based projects, INGUAT, NGO, ecotourism