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Open Access
Article
Publication date: 27 July 2022

Stefan Jooss, Julia Lenz and Ralf Burbach

This paper aims to unpack how small and medium-sized enterprises (SMEs) can operationalise coopetition in talent management, addressing ongoing talent shortages in the hospitality…

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Abstract

Purpose

This paper aims to unpack how small and medium-sized enterprises (SMEs) can operationalise coopetition in talent management, addressing ongoing talent shortages in the hospitality industry which were intensified during the Covid-19 pandemic.

Design/methodology/approach

This conceptual paper draws from literature on coopetition and talent management in SMEs. Specifically, the authors take an interorganisational talent pool lens and develop a framework following the principles of open-systems theory.

Findings

The authors find that the traditional use of talent pools is often impractical for SMEs because of a lack of resources and capabilities. Instead, interorganisational talent pools, through coopetition in talent management, can aid these firms to address talent shortages. The authors identify potential for SME coopetition at various stages, including attraction, development and retention of talent.

Practical implications

Coopetition in talent management can aid industries in establishing market-thickening pipelines. Through co-attracting, co-developing and co-retaining talent, SMEs can create interorganisational talent pools. To develop talent management coopetition, a set of prerequisites, catalysts and potential inhibitors must be analysed and managed.

Originality/value

This paper moves the talent management debate beyond competition for talent, introducing coopetition as a viable alternative. Taking an open-systems perspective, the authors develop an integrative framework for coopetition in talent management in SMEs encompassing input, process and output components. The authors reveal the dynamic and complex nature of this coopetition process, highlighting the essential role of coopetition context and illustrating open-system principles.

Details

International Journal of Contemporary Hospitality Management, vol. 35 no. 8
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 3 June 2019

Stefan Jooss, Anthony McDonnell, Ralf Burbach and Vlad Vaiman

To identify, develop and retain talent, an important first step is to ensure that key stakeholders in the talent management (TM) process have a shared view of what is meant by…

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Abstract

Purpose

To identify, develop and retain talent, an important first step is to ensure that key stakeholders in the talent management (TM) process have a shared view of what is meant by talent within the organisation. The purpose of this paper is to conceptualise how talent is defined in the context of the hospitality industry and to examine the degree of (mis)alignment among corporate and business unit leaders.

Design/methodology/approach

The paper uses a qualitative approach consisting of 73 interviews with stakeholders at corporate and business unit levels in three multinational hotel corporations. In addition, documents were collected and analysed to support the interview data.

Findings

Each organisation had a formal approach to conceptualising talent at a corporate level. Both inclusive and exclusive views on talent as well as a broad set of characteristics that make up talent were reported with the importance of organisational values being prominent. However, despite formal global policies being in place, considerable divergence in practice was found across organisational levels.

Practical implications

A lack of clarity on what talent means in an organisational setting may lead to an inconsistent talent identification process which may lead to negative perceptions of fairness among employees. This may, in turn, bring about disgruntled employees and increased turnover.

Originality/value

This paper provides empirical evidence to the limited body of knowledge on the conceptualisation of talent. The display of organisational values emerged as important to being labelled talent, a factor that has received scant consideration in the literature.

Details

International Journal of Contemporary Hospitality Management, vol. 31 no. 10
Type: Research Article
ISSN: 0959-6119

Keywords

Book part
Publication date: 27 July 2021

David W. Brannon and Ralf Burbach

Purpose: We generally ascribe hospitality industry talent shortages to organisations competing for dwindling talent rather than their inability to sustain industry talent pools…

Abstract

Purpose: We generally ascribe hospitality industry talent shortages to organisations competing for dwindling talent rather than their inability to sustain industry talent pools. This chapter suggests that developing sustainable talent management and development (STMD) initiatives can address the talent attraction and retention issues the industry is facing. Following Ostrom’s (2002) design principles, we advocate for sustainable common pool resource networks as a solution for developing durable STMD initiatives to address talent shortages within the hospitality industry.

Methodology: A conceptual chapter synthesising disparate theories in a new context.

Findings: Despite hospitality organisations’ continued investment in talent management, talent shortages remain systematically embedded within the industry. These are the result of a perennial competition among hospitality firms for talent, when, instead, these firms should engage in collective efforts to sustain industry talent pools. The adoption of a more sustainable approach by incorporating Ostrom’s (2002) design principles to establish long-lasting common talent pool resource in the form of industry rather than firm-level talent pools may halt the decline in available talent.

Research Limitation/Implications: While hospitality organisations have a vested interest in sustainably managing talent, limited attention has been paid to creating sustainable industry talent pools. We propose several design principles for developing durable STMD initiatives, which require empirical testing.

Practical/Social Implications: We address talent shortages for hospitality organisations by offering the blueprint for developing sustainable industry talent pools for a collection of firms, which, on their own, would lack the experience and resources to securing a steady supply of talent. In addition, industry talent pools also have the potential to improve the general working conditions for employees in this industry pool.

Originality/Value of Chapter: This chapter addresses hospitality industry talent shortages by proposing the creation of sustainable regional industry talent pools rather than focussing on firm-level talent management practices.

Details

Talent Management Innovations in the International Hospitality Industry
Type: Book
ISBN: 978-1-80071-307-9

Keywords

Content available
Book part
Publication date: 27 July 2021

Abstract

Details

Talent Management Innovations in the International Hospitality Industry
Type: Book
ISBN: 978-1-80071-307-9

Abstract

Details

Talent Management Innovations in the International Hospitality Industry
Type: Book
ISBN: 978-1-80071-307-9

Book part
Publication date: 9 August 2017

Stefan Jooss and Ralf Burbach

Although a need for innovative approaches to the strategic management of human resources (HR) has been identified, many firms continue to rely solely on their HR information…

Abstract

Purpose

Although a need for innovative approaches to the strategic management of human resources (HR) has been identified, many firms continue to rely solely on their HR information systems instead of adapting to the digital consumer with innovative tools and digital HR management (d-HRM). This research aims to evaluate critically the degree of digital innovation of HR practices in the Irish hotel industry.

Methodology/approach

For this qualitative study, a total of 10 semi-structured interviews were conducted with key personnel at both corporate and property level HR in the two largest Irish hotel groups.

Findings

Findings show an overall lack of technological innovation and most of the principal HR activities are digitalised to a very limited extent. In addition, the perception of the degree of digitalisation varies significantly between the managers in both organisations.

Practical and social implications

In order to attract digital natives and to increase their competitiveness within the sector, Irish hotel corporations will need to invest significantly in innovation within their HR departments to capitalise on the strategic and operational advantages of d-HRM. Thus, a more strategic approach towards HR innovation is needed.

Originality/value

This chapter operationalises the concept of HR innovation in the context of the hotel industry; it analyses the key HR activities in hotel operations with regard to the extent to which they are digitalised; and it develops a model of HR digitalisation that can be applied to the hotel and other industries. This research, therefore, contributes to the existing body of knowledge on HR innovation with a specific focus on the hotel industry.

Details

Electronic HRM in the Smart Era
Type: Book
ISBN: 978-1-78714-315-9

Keywords

Article
Publication date: 27 May 2014

Ralf Burbach and Tony Royle

Drawing on institutional theory and existing international business practice transfer and e-HRM models this paper develops an e-HRM diffusion model to ascertain the institutional…

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Abstract

Purpose

Drawing on institutional theory and existing international business practice transfer and e-HRM models this paper develops an e-HRM diffusion model to ascertain the institutional factors that determine the successful diffusion of e-HRM practices in multinational corporations (MNC). The paper aims to discuss these issues.

Design/methodology/approach

The research is based on the analysis of 25 semi-structured interviews with 15 key stakeholders in the German and Irish subsidiaries of a single US-based MNC as well as two interviews with a senior manager in one of its main competitors.

Findings

The findings suggest that the successful transfer of e-HRM is mediated by an interchange of various institutional-level factors (external, relational, organizational and individual) within the corporation and its subsidiaries. Successful implementation of e-HRM is synonymous with the successful integration and institutionalization of e-HRM practices in the subsidiaries.

Research limitations/implications

As this analysis is founded upon a single case study, it is difficult to make assumptions concerning the broad population of all MNC and their subsidiaries. Further research may be required to test the model and the findings presented in this paper.

Practical implications

The findings and the model presented in this paper demonstrate the impact of the institutional context and of key success factors of technology implementation on e-HRM diffusion success. These findings may be of particular relevance to organizations and practitioners who are embarking on an e-HRM installation in an international context.

Originality/value

This paper enriches the e-HRM and international management debate by identifying the key institutional factors impacting the diffusion of e-HRM practices in the subsidiaries of an MNC. In addition, the model put forward in the paper shows how these factors interact and how successful e-HRM diffusion can be characterized.

Book part
Publication date: 27 July 2021

Celine Chang and Simon Werther

Purpose: The purpose of this chapter is to identify innovative talent management strategies, programmes, and practices that hospitality companies use in order to identify…

Abstract

Purpose: The purpose of this chapter is to identify innovative talent management strategies, programmes, and practices that hospitality companies use in order to identify, develop, and retain their talent. For this purpose, awardees of the Hospitality HR Award were analysed. The award is an established prize in the German-speaking area. General success factors for innovative talent management are identified and the results are compared to international research of talent management in hospitality organisations.

Methodology: The chapter uses a qualitative content analysis approach. All award winners of the Hospitality HR Award since its launch in 2013 (N=60) are analysed.

Findings: The award winners followed different talent management strategies (e.g. cultural and leadership development), programmes (e.g. apprenticeship development programmes), and practices (e.g. fast and digital recruiting processes). Reported outcomes ranged from higher job satisfaction and lower staff turnover to a better work–life balance. General success factors included, among others, the importance of alignment of owners’ and managers’ interests and an integrated view on talent management.

Practical implications: Many talent management strategies, programmes, and practices are specified that may inspire hospitality organisations to employ more innovative approaches to talent management.

Originality: This chapter provides systematic qualitative evidence for and adds to the limited body of knowledge on innovative talent management strategies, programmes, and practices of hospitality companies. Furthermore, the chapter considers both strategic and operational views on talent management.

Details

Talent Management Innovations in the International Hospitality Industry
Type: Book
ISBN: 978-1-80071-307-9

Keywords

Book part
Publication date: 27 July 2021

Judie Gannon, Diana Clayton and Anna Klenert

Purpose: This chapter aims to critically explore the nature of mentoring initiatives through the conceptual lenses of social capital and communities of practice offering a…

Abstract

Purpose: This chapter aims to critically explore the nature of mentoring initiatives through the conceptual lenses of social capital and communities of practice offering a distinctive understanding of talent management (TM) innovations in the international hospitality industry.

Methodology/approach: It achieves its aim through identifying and analysing current mentoring initiatives operating in the international hospitality sector, and scrutinises how they provide a sector level approach to TM challenges.

Findings: Industry level mentoring initiatives emerge as TM innovations connecting employees within networks across the international hospitality sectors. Mentoring creates bonds and bridges between senior and junior employees beyond their own workplaces, connecting them to the industry and supporting TM by enhancing the identification of opportunities and the recognition of talent. These initiatives also act as learning communities where contemporary TM dilemmas can be explored by participants from diverse backgrounds and between generations.

Research limitations/implications: The findings rely on the identification and exploration of publically available data, and therefore future primary data collection would yield richer insights into the experiences of stakeholders of these mentoring initiatives as TM innovations.

Social implications: Mentoring initiatives can exemplify innovative ways of supporting TM and addressing diversity and inequality issues in fragmented and dispersed sectors, such as the international hospitality industry.

Originality/value of paper: The exploration of contemporary mentoring initiatives in the international hospitality industry identifies the value of cross-industry TM innovations stretching beyond stakeholders, such as educators, employers and policy-makers. It identifies mentoring initiatives as mechanisms for creating bonds and bridges between those industry aspirants at various career stages where diversity and inclusion may be a challenge in a fragmented and dispersed sector.

Details

Talent Management Innovations in the International Hospitality Industry
Type: Book
ISBN: 978-1-80071-307-9

Keywords

Book part
Publication date: 27 July 2021

Donagh Davern

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…

Abstract

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.

Details

Talent Management Innovations in the International Hospitality Industry
Type: Book
ISBN: 978-1-80071-307-9

Keywords

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