1. How are the changes in the working envirorunent, discussed in this Ill. 11. chapter, likely to impact on tourism, hospitality and leisure in a location with which you are familiar? Are moral and ethical considerations unrealistic luxuries to employers in the highly competitive tourism, hospitality and leisure industry? In what ways might tourism, hospitality and leisure companies have both a more detached and a closer relationship with the local community than a heavyr manufacturing plant? What strategies could a tourism, hospitality and leisure company employ in order to strengthen its community links? Identify situations where the Pygmalion effect may have worked to the advantage or disadvantage of yourself or friends? . What steps can managers take to reduce the potentially negative impacts of Pygmalion? How useful is Maslow's motivational model to understanding the needs and aspirations of staff at all levels in the tourism, hospitality and leisure industry? What motivational levels will empowerment in the workplace satisfy? Is sustainable human resource management incompatible with Ritzer's idea of McDonaldization? How important is a sense of social responsibility to a tourism, hospitality and leisure company in formulating its human resource policies and practices? Referring to Table 19.2, how might you edit, revise or expand the sustainable paradigm in the light of reading this book