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This study determined and compared the career perceptions of Tourism and Hospitality undergraduate students, before and during the COVID-19 pandemic, in an emerging economy country, the approach is mixed methods and simple purposive random sampling technique. Responses from 212 students enrolled in the year 2022-II were obtained for the quantitative analysis. The Wilcoxon Mann-Whitney test showed that the null hypothesis is rejected since the overall career perception was p = 0.000000159 and \"p\" is less than 0.05, so there is a significant difference in the career perception of students before and during the pandemic. For the qualitative part, through the interview guide, the results revealed that students perceive that the situation of the tourism industry has been severely affected; their career opportunities were entirely uncertain. Finally, it is proposed to implement a career opportunities program that caters to the desires and needs of the students to help them adapt to current events.

Veterans in India face significant challenges when transitioning to civilian life, such as loss of income, identity, and status, alongside cultural displacement and employment difficulties. Despite their valuable skills, many struggle to find equivalent civilian jobs, necessitating comprehensive resettlement efforts. This study aims to understand these career transition challenges through the lens of career construction and counseling. An exploratory study using grounded theory methodology was conducted, involving interviews with 15 veterans who transitioned to civilian employment. The study identified key themes: assessment of civilian career opportunities, lack of mentorship and financial security, skill set mismatch, stereotyping, cultural dissonance, and identity conflict. This research contributes to the relatively unexplored field of veterans’ career transitions in management literature and can help practitioners—such as career development professionals and counselors—develop interventions and support systems to enable smoother transitions for veterans into civilian careers.

There is much competition for labor for unskilled positions, often leaving small-business own ers feeling pressure to compete with wages paid by larger employ ers. Small businesses possess a dis tinct advantage over corporate employers, a fact that is often overlooked. The next time you are hiring an entry-level employee, here are some questions to consider: * What is the next promotion for this employee? * What is the pay increase for that promotion? * What criteria must that employee meet to receive a promotion? * What personality strengths are needed to perform the duties of that next position exceptionally well? * What skills are needed? * Will you provide the train ing needed to acquire those skills?

We applied job demands-resources theory to construct a negative work characteristic (i.e., work stress) and a positive work characteristic (i.e., perceived career opportunity) in the context of organizational change to investigate how these characteristics affect employees' organizational loyalty. Participants were 2048 Chinese employees from a state-owned power company where a government-led power price reform had taken place. Results show that work stress is negatively related to organizational loyalty via job satisfaction, and that perceived career opportunity (PCO) is positively related to organizational loyalty. In regard to the moderating role of PCO, the negative effects of work stress on organizational loyalty and on job satisfaction, and the negative mediation effect of work stress on organizational loyalty via job satisfaction, were weaker for employees with high rather than low PCO.

On Jan 1, 2024, Alexander retired from a career in higher education. She started as a part-time faculty member, following a (once) traditional path from tenured professor to program director, assistant dean, dean, and finally provost. It was a mostly wonderful ride. Being allowed to think deeply about education has been a privilege and she is grateful for the opportunity to have done so for so many years. But now that she stepped down, she can see that while she was mired in solving problems for students, faculty, and at times the full university, the goals of higher education have changed in significant ways. Some have been to the good--particularly those that reflect their desire for greater equity and inclusion. Others have led to a narrowed view that may, ironically, undermine those goals for equity in the long run.