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Tourism and hospitality employment have long faced widely recognised challenges with regard to employment, its workforce and the workplace environment, issues that have been addressed by generations of policymakers and practitioners without evident success or solution. These wicked problems are frequently characterised by inherent paradoxes and, therefore, accepting the tenets of paradox theory provides the basis for recognising the need to accept contradictions as a reality which a search for solutions will not resolve. This chapter presents six examples of wicked problems in tourism and hospitality employment, which are underpinned by paradoxes as proxies for the much wider range of intractable problems that beset policy-making and practice in this vital area of tourism and hospitality. The chapter concludes by suggesting ways in which wicked problems can be accommodated, and stakeholders can learn to understand and live with paradoxes.

When a firm implements certain HR practices, different employees attribute different motives and intentions to the firm with regard to those HR practices. Research on HR attributions has made progress toward understanding the relationship between HR practices and employee outcomes from a process perspective. However, this research is still fragmented and lacks a systematic typology of the different types of HR attributions and a compelling organizing research framework. Furthermore, a number of research gaps and opportunities have emerged regarding the nomological net of employee HR attributions. To address the gaps and capitalize on the opportunities, the authors propose an overarching theory-driven multi-level framework that guides the choice of the antecedents and outcomes of employee HR attributions and explains their relationships along with both mediating and moderating mechanisms. Drawing on signaling theory embedded in the proposed framework, the authors identify and categorize various antecedents of employee HR attributions to explain their relationships. The authors also use several additional theories such as social exchange and the job demands–resources model included in their review to identify and categorize various outcomes of employee HR attributions across levels of analysis (i.e., individual, collective [team/group/unit], organization) and explain their relationships. In addition, the proposed framework explains how individual-level employee HR attributions emerge at the collective level and influence collective processes and outcomes. The authors end their review by pinpointing future research needs and discussing related future research directions.

Purpose: The purpose of this chapter is to explore the use of employer branding as a key strategy in talent management, in an effort to retain employees in the context of the Irish hotel industry.

Methodology/Approach: This chapter was part of a wider body of research, and combines this discussion with a sequential mixed-method approach. Semi-structured interviews were conducted with 18 hotel general managers in Cork City/County, and these were combined with 417 employee questionnaires conducted in the same hotels.

Findings: This chapter finds that hoteliers in Ireland are aware of the necessity to tackle the area of employee retention, are conscious of the importance of positive employer branding to aid in decreasing employee turnover, but that many are just at the genesis of their journey in the area of talent management. Indeed, many hotels have not yet implemented a talent management plan into their organisation and need to be more innovative in their approach to talent management through positive employer branding.

Practical implications: Employees strongly believe that those hotels which possess a positive employer brand have more committed employees, while those with negative reputations in terms of their employment affect an employee’s intentions to leave the business. Therefore, employers must put strategies in place to enhance their employer brand if they are to attract and retain employees.

Social implications: The chapter makes recommendations to hotel managers as to how employer branding can be utilised as part of their overall talent management strategy to increase employee retention in a challenging employment market, improving overall performance, and leading to sustained competitiveness. The areas of talent management, employer branding, and employee retention are interlinked, and it is imperative that hotels implement strategic initiatives in these key areas.

Originality/value of paper: This chapter contributes to the overall talent management area, offering further guidance to operators who are embarking on this strategic direction. It supports the link between talent management and employer branding.

The emergence of e-HRM in tourism and hospitality industry in Sinai of Egypt depicts the challenges in competency, performance and compensation associated with progressing the human resource function towards handling the effective managerial decisions. The emergence leads to a variety of investment vehicles evolving a competitive and user friendly tool which is available for anytime, anywhere access. Thus, the delicate situations of dependency on person-based decision-making, which is highly pervasive on memory and mood consistencies for making judgements are regularised and facilitated by data. Thus, puzzles and mathematical reliance on human-based sincerities are delinked and merged to machine-based delivery, subjected to auditing at varied levels of inputs and alerts. Many intuitive, heuristics and biases that deviate the rationalisation of decision-making process are leveraged and captured continuously so that various possibilities can be formed as an algorithm at later stages. These determine the tendency to bond stronger on technology reliability. The competitiveness among decision-makers to tackle situation is completely matched to performance dependent and competency of the resources applied to the activity of deployment. The evolved system is through the stakeholders’ inputs through ‘one-to-one’, ‘one-to-many’ and ‘many-to-one’ of the tour management team, with vital inclusive of the guest responses which make it as an essential connect in the genesis for understanding the market segment for the content knowledge on the guests’ profile, behaviour and preferences expected. Sinai of Egypt is a nice place for tourism, it’s a paradise in offering, with places such as Sharm El Sheikh, Naama Bay, Ras Mohammed National Park, Mount Sinai, St Catherine’s Monastery and Resorts of Dahab, Nuweiba and Taba for travellers to choose a wide range of plush five-star resorts at relatively low prices, with good weather, beyond sea-and-sand. The News media Harteez in the year 2019 had quoted that according to the Egyptian Tourism Ministry, the tourism industry had brought in $12 billion in 2018, which a mere half during the previous year. This potential can be harnessed with the adorable use of technology which can help this industry to reach unlimited geography and bring travel and leisure customers to enjoy the beauty of the creator.

In the last few years, information and communication technologies (ICTs) and social media have become increasingly relevant to politicians and political parties alike, often used to issue statements or campaigning, among others. At the same time, many citizens have become more involved in politics, partly due to the highly interactive and social environments that the social networking services (SNS) provide. Political events flow through these networks, influencing their users; such events, however, often start offline (outside the online platform) and are, therefore, hard to track. Event studies, a methodology often used in financial and economic studies, can be translated to social networks to help modeling the effect of external events in the network. In the present case, the event study methodology is applied to two sample cases: the tariff war between the United States and China, with multiple responses and retaliations from both sides, and the Brexit referendum. In both cases, the Twitter social networks that arise from users who discuss the respective subjects are analyzed to examine how political events shape and modify the network. Results show how event studies, combined with the possibilities offered by the ICTs both in data retrieval and analysis, can be applied to understand the effect of external political events, allowing researchers to quantitatively track, observe, and analyze the spread of political information over social network platforms. This is a first step toward obtaining a better understanding on how political messages are diffused over social networks and their effects in the network structures and behaviors.

Purpose: Talent management and in particular strategic talent management (STM) has emerged as an important issue for hospitality organisations worldwide. In this chapter, we address some of the complexities evident in hospitality organisations in relation to the practice of STM, the types of internal and external STM issues that arise and both the research and practice implications of pursuing STM in hospitality organisations.

Methodology/Approach: This chapter presents a review of the literature on the wider topic of STM, with particular focus on the integration of issues and themes identified in the hospitality management literature related to STM perspectives.

Findings: We find that STM is a topical issue for hospitality organisations irrespective of size, complexity, or geographic location. However, research that explicitly addresses STM in hospitality is nascent leaving many unanswered questions. The notion of what constitutes STM is shaped by the complexities and values of the hospitality industry itself and its meaning is not necessarily the same as in other industry contexts. However, as yet we do not have sufficient insights to reach conclusions as to what STM truly looks like in hospitality organisations.

Research Implications: Here, we add to the literature, highlighting the need for more research on the many dimensions of STM in hospitality organisations including its antecedents, processes, and outcomes and the extent to which it is different in hospitality organisations compared to multinational corporations and public sector organisations.

Practical Implications: We highlight a number of practical implications around roles, processes, practices, and skillsets to utilise a strategic approach to talent management in hospitality organisations.

Originality/Value: This chapter continues the debate as to the role of STM in hospitality organisations as well as providing a more focussed agenda for both future research and practice. We also analyse and critique the internal and external forces and pressures that shape STM in hospitality organisations.