Responding to ethical dilemmas within the workplace is a growing issue for both employees and employers. Within the hospitality industry these ethical dilemmas can encompass a myriad of work settings and environments. From the restaurant floor, to serving alcoholic beverages within a club or bar environment, to managing a difficult customer within a hotel environment; hospitality workers facing a multitude of ethical dilemmas and situations.
For hospitality students, the ethics of their chosen profession and resolving possible future ethical dilemmas remain, largely unaddressed within current undergraduate programs or course offerings. These issues are largely addressed by their new employer during employment orientation sessions or staff induction programs.
It is the researcher’s belief that such ethics training be commenced much earlier and be an integral part of any strong, robust hospitality curriculum or syllabus. In this regard, such courses should be reflective and mindful, of current ethical dilemmas and challenges within the hospitality industry.
This research currently in progress, aims to explore hospitality students’ perceptions and awareness of future possible ethical dilemmas that they may possibly encounter within their chosen profession. Ethics and sound ethical business behavior has become in some societies, a growing and emerging concern. Whilst ethics’ courses well be established in the business sector, such targeted programs have been lacking in the hospitality sector and in particular, in hospitality curriculums and syllabi.
The purpose of this study was to highlight possible ethical scenarios and present these to hospitality students. By exploring their perceptions, interpretations and possible resolution of such dilemmas, it is hoped that they will build and strengthen their own personal ethical philosophies and work-place practices and responses.
Keywords: ethics, hospitality, dilemmas, students, education

Business ethics are becoming more and more prevalent in today,s business world. What we mean by business ethics is commonly a set of rules and principles that an organization adheres to in its daily interactions with the world. Another way of looking at business ethics is understanding the ethics within an organization, this would include how an organization treats its employees and how employees treat each other within the organization. Business ethics of a particular business can be different, but there are some fundamental principles that modern society expects to see in a business that claims itself as ethical. To most people, businesses are only concerned about making more money. While making money is not wrong in itself, it is the behavior in which some businesses conduct themselves that brings up the issue of ethical behavior. In today’s world business ethics have become one of the cornerstones of being a successful business, attracting consumers and opening up for new opportunities. No doubt, a company that does business with another that is considered unethical is usually considered unethical itself by association. Hence, it is important to have the right processes in place to ensure we are ethical in everything we do.

Vaccination against varus diseases has been widely practised for more than a century and on a more limited scale its use in a variety of forms stretches back far longer. During earlier eras disease spread more slowly along shipping lanes on water and traditional transport routes on land. Today, in an era of air transport, contagion spreads far more rapidly. Travelling far more rapidly (indeed instantaneously) is the spread of misinformation that hinders vaccination which can, in the instance of Covid-19, reduce disease impacts, including rates of severe illness and death. This paper explores the ethical issue of informed consent in the context of the contest between personal choice and the greater public welfare. It also makes reference to a number of low, middle and high income countries where vaccine hesitance, and to a lesser extent refusal, has been fed by misinformation on a scale not previously observed but made possible by the proliferation of modern technology. This ‘campaign of ignorance’ has further undermined trust in governmental health bodies and their attempts to implement quarantine and other measures such as vaccination that had already been damaged by early variations and vacillation in governmental approaches around the globe due in part to a reluctance by some governments to take actions that would have economic repercussions but also by the necessary evolution of their approaches as more became known about the disease and its variants. The paper examines the historical background and the current situation and finds that more must be done to restore or increase trust levels between citizens and governmental authorities, including the dissemination of high quality accurate information in a form relevant to readers/viewers. While potential side-effects of vaccines must be disclosed to ensure informed consent, their incidence should also be clearly communicated (e.g., in vaccine information statements) so that clients/patients are aware that a risk is 1 in 100 or 1in 1000 or 1 in 2 million etc. Governments are urged to learn from their experience and better prepare for inevitable future pandemics to minimise vaccine hesitancy and refusal and maximise its acceptance where evidence is overwhelming as to the benefit to the community. Informed consent is part of the context of efforts to use vaccination to contain or eradicate any disease. Nevertheless, while better information for clients/patients/consumers may reduce vaccine hesitancy/refusal, it is unlikely that it would but eliminate the need for mandating vaccination in some circumstances for the benefit of the broader community, although strict quarantine of those reluctant to accept it is an alternative but one not generally accepted by those reluctant to be vaccinated. The ‘information war’ is one that needs to be won to increase the voluntary uptake of vaccination in the context of voluntary informed consent.

Dr. Azam Malik has been working as an Assistant Professor in Prince Sattam Bin Abdulaziz University Saudi Arabia. His area of interest is Corporate Social Responsibility and he is also working on the social issues of employees and Society. e.g. Environmental impact on society, social issues of employees. The areas are not limited to CSR, just taking research into the social issues of employees like Work-Life balance and Leadership styles. He also published many papers in national and international journals indexed in Web of Science and Scopus. He also authored two books on Management.

Despite growing interest in the potential of digital technologies to enhance co-production and co-creation in public services, there is a lack of hard evidence on their actual impact. Conceptual fuzziness and tech-optimism stand in the way of collecting such evidence. The article suggests an analytical framework that distinguishes between the impacts of different technologies on different elements of co-production and co-creation, and illustrates this in three different areas. It argues that there is no reason to assume that digital technologies will always encourage co-production or co-creation. In fact, they can also be used to bypass interaction with citizens. It is no exaggeration to say that the interest in how digital technologies shape citizen-government relationships has grown immensely. From geriatric rehabilitation robots, through social media, to citizens donating data for public service design and implementation: it is often assumed that new technologies will benefit co-production and co-creation, by making these processes more effective and more efficient and by fundamentally transforming how citizens help shape public services (Lember 2018). It is expected that digital technologies can empower individuals and collectives, and substantially increase the opportunities for more personalized and demand-driven public services (Noveck 2015; Meijer 2012). By extension, they are expected to increase the legitimacy of the state (Kornberger et al. 2017). This could be wonderful – if it happens. However, before we accept such statements for fact, we ought to acknowledge at least four major problems.

Federation Strategy (Formerly: Volume Strategy) forms one of the essential sections while creating a BIM Execution Plan (BEP). Paying good attention and spending efforts on detailing it results in better management of Building Information Models throughout the lifecycle of construction projects. As per International Standards ISO 19650, many aspects need to be considered while segregating BIM models. Firstly, you need to have separate models for each asset and sub-assets in your project. For example, if you have 20 buildings in your project, each should have different models. Secondly, you need to think about the disciplines. So, for each building, you need to have a model for the architecture, structure, Mechanical, etc. However, you may also segregate each discipline into sub-disciplines. For example, you may have concrete structure models and steel structure models. The third aspect is the Task Teams (Whether they are sub-consultants, sub-contractors, or even inhouse teams under the same organisation). This aspect may affect the previous segregations as sometimes you will have different groups modelling parts of the same discipline of the same building. Imagine having a Facade consultant who will be providing their architectural models. The Fourth item to be considered is the level of confidentiality of information. Elements that will have confidential information should be modelled and stored separately. In general, models shall be segregated based on the information’s permissions. The Fifth step is to think about the expected size of your models and slice it based on that. Not only the native file sizes but also the to-beexported formats like .ifc. However, sometimes it’s acceptable that further segregations be done at the model development stage if the size exceeds an agreed size. It would help to leave some vacant file numbers whenever you have additional segregation needed. And that takes us to the final step; Naming Convention. Proper Naming Convention should be used so that the file name/number should reflect the above segregations. It’s also necessary to provide a federated model that combines every segregated group by linking/appending. These federated models are federated layer by layer until you reach the Master federated model for your whole scope of work. Prepare a hierarchy diagram to illustrate this federation so that everybody can understand the relation between models. You need to understand that the purpose of this strategy is to support information security, ease information exchange using smaller file sizes, and, most importantly, facilitate simultaneous modelling by the various teams without coordination issues. Think about it as a puzzle board or a Soma Cube where every task team will be responsible for their puzzle piece with minimal interference with the neighbouring elements.

Ethical decision making in business has become an emerging topic within the last years. Classical economic factors of profitability, efficiency, and competitive advantage have to be aligned with ethical issues such as sustainability, occupational and product safety. Therefore, many organizations have started to train their managers for handling ethical dilemmas in their daily business. Most business ethics trainings are designed to change not only the ethical-decision-making-process but also its underlying causes such as moral attitudes. Research in the field of cognitive and moral psychology has shown that moral attitudes can rely on two different modes of information processing. Conscious information processing leads to explicit moral attitudes, whereas unconscious information processing results in implicit moral attitudes. The primary objective of the present study was to measure the transformation of ethical decision making and its determinants (implicit and explicit moral attitudes) by business ethics training. An experimental design was applied to test the effectiveness of business ethics training. Different methods (e.g., questionnaires, reaction-time measures, eye-tracking) were used to measure the change in implicit and explicit moral attitudes, and in ethical decision making. The study revealed changes in explicit moral attitudes and in ethical decision making, whereas implicit moral attitudes remained unchanged. Practical implications for future designs of business ethics trainings, evaluation, and ethical transformation are discussed.