With continually increasing demand for food accompanied by the constraints of climate change and the availability and quality of soil and water, the world's farmers are challenged to produce more food per hectare with less water, and with fewer agrochemical inputs if possible. The ideas and methods of the system of rice intensification which is improving irrigated rice production are now being extended/ adapted to many other crops: wheat, maize, finger millet, sugarcane, tef, mustard, legumes, vegetables, and even spices. Promoting better root growth and enhancing the soil's fertility with organic materials are being found effective means for raising the yields of many crop plants with less water, less fertilizer, reduced seeds, fewer agrochemicals, and greater climate resilience. In this article, we review what is becoming known about various farmer-centred innovations for agroecological crop management that can contribute to agricultural sustainability. These changes represent the emerging system of crop intensification, which is being increasingly applied in Asian, African, and Latin American countries. More research will be needed to verify the efficacy and impact of these innovations and to clarify their conditions and limits. But as no negative effects for human or environmental health have been identified, making these agronomic options more widely known should prompt more investigation and, to the extent justified by results, utilization of these methodologies.

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The authors propose that human resources management will become a mainstay in the strategic business of hospitality organizations in the 21 st century. To remain viable, hospitality organizations will need to create partnerships with employees, guests, and universities. It is proposed that these essential partnerships will incorporate six critical human resources management (HRM) domains: technology; power paradigms; training and development; compensation; employee relations; and family, society, and work balance. A survey of hospitality employees and leaders indicated they felt that all six domains would be important or very important to their jobs. Key Words: human resources management, 21 st century, strategic partnerships.The 20th century brought human resources management (HRM) from its nascence in the post-time-and-motion era, when its major function was administrative record keeping, through its renaissance in the 1970s and 1980s, when it grew in size and scope with manifold specialties. Today, major corporations have HRM specialists in wage and salary administration, labor relations, employment and testing, and training and management development. The vice president or director of human resources is usually on the executive committee. The role of HRM has expanded dramatically.Employees have also changed significantly during the 20th century. In 1990, a Roper survey found that 41 % of Americans rated leisure time as their highest priority, even higher than their jobs. Only 36% of the respondents rated their job the most important priority in their lives. This is the first time in history that more Americans rated their leisure time as more important than their work. Ironically, while employees value their leisure time more, they are working more hours than ever before. In fact, on average, Americans worked 95 more hours in 1987 than they did in 1979 (NelsonHorchler, 1991).

This paper evaluates cruise passengers perceived value, satisfaction and willingness to recommend a cruise to someone. Passengers aboard an underway ship cruising the Caribbean were surveyed. Regression analyses revealed that, not surprisingly, perceived value and service quality aboard the ship are key determinants of willingness to recommend a cruise to someone else. More interestingly, however, the quality of the food aboard the ship and the degree to which cruisers found the destinations to be relaxing were also significant indicators. Implications for future research and practical recommendations to cruise operators are discussed.

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