1. Restaurant Shift: Sorry, Just Part-Time (Julie Jargon, Brenda Cronin, Sarah E. Needleman, Jul 14,2013) There are more jobs release this year than last year, especially in hospitality industry. Roughly, 50,000 job opportunities offered by restaurants and bars per month since this April, it's two times the rate compares with last year. Nearly 40% of the new employments were provided by the leisure and hospitality industry last month. The reasons behind the high recruiting rate may be new open restaurants, hiring after employee reduction during the recession, and new health-care law. The new health-care law will launched in 2015 and it requires companies to offer affordable insurance to their employees who works 30 hours or more per week, if their full-time equivalent employees is above 50. Therefore, some restaurants reduce start to replace their full-time workers to part-time workers. That's the reason that the need of part-time employees is increasing. When I first read this article, I thought the increasing in job release represent a better economic environment. However, the explanation in this article indicates that there's a possibility that the increase is because job market shift from full-time to part-time. The reason for this shifting is because of the new care law. Medical service in U.S. is very expensive, I think this law might be helpful to part-time workers but impacts some small business. Furthermore, if companies start to replace full-timer with part-timers, it will change structure of employment and hurt U.S. economic fundamentally. 2. How strong HR policies can prevent PR disasters (Erin Dostal, Jul 16, 2013) The journal lists some companies suffered from the irresponsible behavior their employees have done. It indicates that because of the booming of technology and social media, such inappropriate behavior done by disgruntled employees are easily to be widespread. Companies have to figure out how to prevent this kind of thing happened, and how to control the damage if it really happens. The journal provides two suggestions to companies. First, to let the employees know that this behavior will not be tolerant, and foster an open culture so that employees can complain to companies rather than express their anger on the internet. Second, if such things happened, a company should never try to find an excuse. It should admit the problem and apologize as fast as it could. The quicker the company responses, the less the damage will cause. When this kind of behavior happens, a company will face to the pressures that comes from society. In my opinion, although it might hurt company's image and business, it might be a chance for a company to show publics that it will not shirking its responsibility and has the ability to deal with the damage. Inside company, the company has to figure out the intention behind this behavior, is it because the employee has dissatisfaction toward the company or just because the employee can't recognize this is a bad joke. Manager will have to improve either the training system or the relationship with the employees, or both. After all, an ounce of prevention is worth a pound of cure.

3. Half Job-Half Training? Management Perceptions of Part-time Employee Training in the Hospitality Industry (Abu Elnsar E. Sobaih, Sep 14, 2011) This article is to discuss why employers in hospitality industry not willing to give part-time employees same training opportunity as full-time employees. The reasons are as follows. First, to train employees consume lots of time and money, part-time employees have less working hours than full-time employees and usually work in busy period. So they either having time for training nor making enough return on investment. Second, part-time employees usually work for extra income, not for living. Besides, some pert-time employees not even have a related background to what they are working. Most of part-time employees don't think their job as a career, so they have less enthusiasm to the job and tend to work only for a short term. Or sometimes the companies lack of training related resource and knowledge, especially in small business, so that they can't afford to giving part-time employees as many training opportunity as full-time employees. The article also provides counterarguments to some of the points. First, saving costs on training sometimes leads to customers' dissatisfaction, which may affect business and ultimately loss money. Second, the high turnover rate and lack of enthusiasm maybe the results of less training opportunity, not the reasons. In the end, the author suggests that part-time employees are as important as full-time employees, they should be treat properly.

The article lists seven obstacles to part-time employees to have same training opportunity as full-time workers. I think the obstacles are all focusing on three areas, which are money, time, and employees' attitude toward the job. However, the third area seems like a bias to me. There're more managers in this research state that they are not willing to provide same training opportunity to part-time employees is because of part-timers usually with less enthusiasm and not taking job seriously. Yet, I have a different opinion. According to this article, part-time employees are working for extra money, not for living. What makes one still have a job when one actually doesn't need? I think the answer is because of one is interesting in the job. When people working for their interest, salaries might not be the motivation for them. Those people are looking for experience and self-satisfaction, they tend to leave job when they feel have no chance to access to training. I like this article differentiate permanent part-time workers and temporary part-time workers. Temporary part-time workers are more close to the managers describe when permanent part-time workers actually make same effort as the full-time employees. On the other hand, even though the job is the only source to full-time employees for their living doesn't means they will consider it as a career. Some people are forced to work in their current job because of they have to support their living. The job might be the easiest choice for them, but not the best choice. Especially in hospitality industry since it has few professional knowledge requirements.

Conclusion Hiring part-time employees can provide advantages such as low costs and flexible working hours, so that the businesses tends to hire part-time employees instead of full-time employees. The new care law, which will publish in 2015, has further enhanced this phenomenon. In the past, part-time employees are considered as unstable workforce and have less to do with the business success. The companies are not willing to provide as much training opportunity as full-time employees to part-time employees in the consideration of low return on investments. This policy has brought some problems. For example, the lack of training leads to unprofessional services and affects customer satisfaction. Less care to part-time employees causes high turnover rate and less employee loyalty. The case of Taco Bell might be a negative example that an irresponsible employee can really hurt a company. With the increasing of dependency of part-time employees, companies should pay more attention on management practices. The relationship between employees and company is reciprocal. If companies expect their part-time employees to show better performance, they should consider part-time employees are valuable assets to a company. How to create a win-win situation to both company and part-timers is an important issue in human resource management.

References
Cornin, B., Jargon, J., Needleman, S. E. (2013). Restaurant Shift: Sorry, Just Part-Time. Wall Street Journal. Retrieved on 14th Jul, 2013 from: http://online.wsj.com/news/articles/SB10001424127887324694904578601922653718606
Dostal, E., (2013). How strong HR policies can prevent PR disasters. Nation's Restaurant news. Retrieved on 16th Jul, 2013 from: http://m.nrn.com/hr-amp-training/how-strong-hr-policies-can-prevent-pr-disasters
Sobaih, A.E.E., (2011). Half Job-Half Training? Management Perceptions of Part-time Employee Training in the Hospitality Industry. Journal of Human Resources in Hospitality & Tourism. Retrieved on 14th Sep, 2011: http://www.tandfonline.com/doi/full/10.1080/15332845.2011.588563#.UlLguFAjKHM