Talent management, work‐life balance and retention strategies

Margaret Deery (Centre for Tourism and Services Management, Victoria University, Melbourne, Australia)

International Journal of Contemporary Hospitality Management

ISSN: 0959-6119

Publication date: 3 October 2008

Abstract

Purpose

The purpose of this paper is to examine the literature relating to retention of good employees and the role that work‐life balance (WLB) issues have in an employee's decision to stay or leave an organisation. The paper begins with a brief overview of the seminal material in the more generic management literature and then tailors the discussion to the hospitality and tourism industry using literature from the hospitality and tourism journals.

Design/methodology/approach

The paper provides an overview of the key employee turnover literature within the hospitality and tourism industry for those academics researching in this area, with specific attention given to the role of WLB issues in the turnover decision‐making process. The paper also provides a theoretical and practical framework for industry to develop strategies for reduced employee turnover, with a focus on the role that balancing work and family plays in these strategies.

Findings

The key findings emerging from this literature review focus on job attitudes such as job satisfaction and organisational commitment, personal attributes such as positive and negative affectivity, the role of WLB in employee turnover and, finally, the strategies provided to alleviate high turnover rates.

Originality/value

Recommendations to management are presented for both government and organisational consideration. These recommendations include the need for legislation on maximum, as well as minimum working hours, good role models at the workplace, flexible working hours and arrangements, sound recruitment and training opportunities and company family friendly work policies.

Keywords

Citation

Deery, M. (2008), "Talent management, work‐life balance and retention strategies", International Journal of Contemporary Hospitality Management, Vol. 20 No. 7, pp. 792-806. https://doi.org/10.1108/09596110810897619

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Publisher

:

Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited

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