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This article investigated the mediating role of job satisfaction between four ability-based emotional intelligence (EI) dimensions and contextual performance and counterproductive work behaviors (CWBs), and controlled for Conscientiousness, Emotional Stability, and Agreeableness. Based on data collected from 222 employees, results supported the hypothesized partial mediation model. Job satisfaction partially mediated the relationship between (a) the ability-based EI dimension, regulation of emotion, and contextual performance, and CWB-I and CWB-O; (b) the ability-based EI dimension, selfemotion appraisal, and CWB-I and CWB-O; (c) the ability-based EI dimension, use of emotion and contextual performance; and (d) between Agreeableness, Emotional Stability, and Conscientiousness and contextual performance and CWBs. Implications, limitations and suggestions for future research are discussed.

The study investigated the psychometric properties of the State Trait Anxiety Inventory—Trait Scale (STAI-T: Spielberger, 1983) in a Caribbean university student sample. Participants were 415 undergraduate students (75% female) who completed the State-Trait Anxiety Inventory-Trait Version (STAI-T; Spielberger, 1983), Beck Depression Inventory-II (BDI-II; Beck, Steer, & Brown, 1996), the Zung Self-Rating Depression Scale (SDS; Zung, 1965), the Ego Resiliecy-89 (ER-89; Block, 1989), and the Perceived Stress Scale-Ten Item Version (PSS-10; Cohen et al., 1983). Confirmatory factor analysis (CFA) was conducted to examine the construct validity of the trait anxiety scale in terms of factor structure, convergent, discriminant, and nomological validities. CFA results revealed that a two-factor solution (trait anxiety absent and trait anxiety present) provided significantly better fit than the one-factor model of trait anxiety. There was clear evidence of convergent validity, discriminant validity, and nomological...

The study represents an exploratory attempt to capture the underlying reasons for tourists' decisions to visit a destination. The main objective of this study is to examine the specific case of a tourism destination, investigating first whether there are differences between motivations of those who are from different countries traveling to the destination of Barbados. Secondly, the study examines whether there are any differences in the motivations between male and female tourists, and among tourists of different age groups. Thus, it is a comparative study of differences in motives between specific groups. As a result, it attempts to incorporate the experiential view into a construct such as the image of the tourism destination. This article seeks to propose an integrated approach to understand tourist motivations based on origins and how these contribute to the tourists' perception of a destination.

This paper explores the impact of several factors on current participation practice and the willingness of employers to introduce participation at work. Data were obtained from a cross-section of 93 organisations, obtained from a stratified sample of 200 organisations from various industries in Barbados. Organisational size, industrial origin and union presence were not significant determinants of current participation practice. However, a cost reduction strategy was negatively associated with current participation governing management of people. Innovation-based strategies were positively related to willingness to introduce participation regarding the management of people. Perceived participation outcomes such as job satisfaction, increased joint benefits and reduced absenteeism were associated with current participation regarding the management of people as well as willingness to extend participation in the same area.

This paper investigates the relationship between the number of human resource management (HRM) practices adopted and organizational demographics among hotels in Barbados, as well as determining the extent to which strategic human management (SHRM) is practiced. A quantitative survey was administered to 46 hotels out of a population of 75 hotels. The findings revealed that more than half the sampled hotels adopted more than 14 HRM practices; that hotel size (by employee level), hotel room prices and age of hotel were significantly related to the number of HRM practices adopted. All hotels engaged in strategic planning and the majority had a HR strategy formally endorsed and actively supported by the hotel's top management and that HRM strategies are integrated with business strategies and HR strategies are deliberately integrated with each other. These findings suggest that there is widespread adoption and a growing level of interest in HRM, as well as considerable importance being attached to str...