During 2009–2010, a total of 1,527 foodborne disease outbreaks were reported by the Centers for Disease Control and Prevention (CDC) (2013). However, in a 2011 CDC report, Scallan et al. estimated about 48 million people contract a foodborne illness annually in the United States. Public health officials are concerned with this under-reporting; thus, the purpose of this study was to identify why consumers and healthcare professionals don’t report foodborne illness. Focus groups were conducted with 35 consumers who reported a previous experience with foodborne illness and with 16 healthcare professionals. Also, interviews with other healthcare professionals with responsibility of diagnosing foodborne illness were conducted. Not knowing who to contact, being too ill, being unsure of the cause, and believing reporting would not be beneficial were all identified by consumers as reasons for not reporting foodborne illness. Healthcare professionals that participated in the focus groups indicated the amount of time between patients’ consumption of food and seeking treatment and lack of knowledge were barriers to diagnosing foodborne illness. Issues related to stool samples such as knowledge, access and cost were noted by both groups. Results suggest that barriers identified could be overcome with targeted education and improved access and information about the reporting process.

Hospitality managers deal with a very diverse workforce, employing workers from up to four different generations, which poses a challenge for managers as they attempt to train and motivate employees. Food safety is of particular concern in foodservice organizations. This study assessed the generational differences related to foodservice employees’ perceptions of their supervisors’ roles in food safety and how supervisors could improve their effectiveness. A mixed methods approach (survey and focus groups) was used. Qualitative data analysis revealed four themes: Consistency, training, managers’ behaviors, and employees’ behaviors. Based on these, best practices are suggested for motivating a multigenerational workforce.

HRMARS is well established journal publisher based in Pakistan. It is publishing prominent journals in social sciences since 2011.

This study aimed to examine differences in attitudes and behavioral intentions toward low-fat or low-calorie menu items depending on customers’ gender and past experiences, as well as identify contributors for behavioral intentions. Independent t-test revealed that female customers and customers who had eaten healthful low-fat or low-calorie menu items in the past had more positive attitudes and behavioral intentions toward those menu items. Also, hierarchical regression analysis showed that attitudes toward taste and healthfulness, and past experience consuming those menu items were significant contributors in forming behavioral intentions. In particular, attitudes toward healthfulness had the greatest impact on behavioral intentions.

Purpose: Using the Malcolm Baldrige National Quality Award (MBNQA) criteria, the purpose of this study is to compare perceptions of Malaysian hotel quality managers (HQMs) and employees on leadership and workforce practices.Design/methodology/approach: A mixed methods approach was used. Questionnaires were distributed to 35 HQMs and 576 employees of three‐, four‐, and five‐star hotels. Interviews were conducted with HQMs. Descriptive statistics, t‐test, and analysis of variance were used to analyze the data. All interviews were transcribed, hand coded, and analyzed for themes.Findings: Compared to hotel employees, HQMs had higher scores for all leadership and workforce items. Comparing managers’ perceptions revealed a statistically significant difference between three‐ and four‐star with five‐star hotels on developing explicit quality policies and measurable objectives. For employees, there were statistically significant differences for most of the questionnaire items between three‐ and four‐star with five‐star hotels. HQMs identified inefficient communication systems and failure to develop explicit quality policies and objectives as main reasons for perception incongruences between employees and managers.Research limitations/implications: Two of the seven MBNQA criteria were used in this study; future research utilizing the other five criteria may be beneficial.Practical implications: This study provides hoteliers with quality practice perception differences between HQMs and employees in different star‐rated hotels. Knowing these differences should compel hoteliers to review their leadership and workforce practices, identify reasons for discrepancies, and attempt to minimize the gap.Originality/value: No known studies in Malaysia, investigating this issue, have been conducted using a mixed methods approach. Additionally, this study provides empirical findings on quality practices from manager and employee perspectives.