Search results

This paper seeks to explore the range of research that has been published in the field of hospitality management development and discuss the implications of findings for the field of talent management.

The paper provides a literature review into factors influencing and components of management development. It encompasses literature that addresses management learning, management development and career progression as these are seen to impact on talent management. Secondary research into articles published under the broad heading of “management development in the hospitality industry” in management, hospitality and tourism journals from 2000‐2007 was conducted. After this initial trawl the author themed these into categories to aid presentation and discussion of findings.

There are four key areas which emerge from this review. First, there is research which focuses on factors which influence management development; second, there is a focus on hospitality management skills and competencies; third, there is work on hospitality careers; and finally, there is work on hospitality management development practices.

The paper highlights the relationship between characteristics and approaches traditionally associated with management development to those that can now be seen to fall within the rubric of talent management. The paper concludes with the presentation of a framework to articulate key characteristics and influences on management development and talent management in the hospitality industry.

Focuses on the individual and management development process (MDP) and the importance of training and education as complementary inputs towards the goal of maximizing individual and organizational potential. Develops a two‐dimensional framework, consisting of a skill continuum and a contextual continuum, to identify the key issues which need to be addressed by education and industry. Advances the MDP three Cs model of competence, confidence and capability, presenting a skill hierarchy and map and discussing transitional frictions. Emphasizes that management development should be viewed in the context of an organization’s strategic direction, highlighting an important link with operational and competitive success.

The purpose of this paper is to explore the role of line managers (LMs) in managing talent and emotional labour (EL) in the Scottish hospitality industry.

Data were generated from manager and HR practitioner interviews and a roundtable discussion with ten invited participants. In addition to obtaining an overview of approaches taken to managing talent and emotion, the authors also explored any challenges in implementing talent management (TM) in the industry and used an adapted model to rank the perceived importance of decisional, interpersonal, informational and developmental roles undertaken by front-LMs.

TM is seen as being of strategic importance, with structured and planned approaches in many of the organizations. Within these, LMs are given a great deal of responsibility. This requires organizations to provide time, resources and support to managers. It was evident that a caring and supportive culture is required. Highly significant differences are found on managing emotion. Although all managers highlighted that EL is important in the hospitality industry and managing it is challenging, most participants had an equivocal understanding of the concept and managers indicated that they had received no formal training to help manage emotion in the workplace.

The scale of the paper is limited and restricted to the Scottish hospitality industry. Extending the research to other parts of the UK would be useful.

It is apparent that TM has to be linked to business strategy, with incentives and rewards for LMs. In addition, more formal training in the concepts of EL and emotional intelligence should be provided for senior and LMs. Also, good communication skills and support from top management for TM is important.

Previous research and commentary on TM mainly centres on relevant HR practices and policies. This paper focuses on the connection between managing talent and EL and identifies development behaviours as key factor affecting the performance of front-line employees.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb002408. When citing the article, please cite: David Litteljohn, Sandra Watson, (1990), “Management Development Approaches for the 1990s”, Journal of European Industrial Training, Vol. 14 Iss: 3, pp. 36 - 42.

Management development approaches may be more advantageous than traditional training in meeting future managerial needs.

The advent of large international hospitality organisations and the pressures for leaner organisational structures brings into question traditional forms of developing management potential. Using current trends in Europe as a background, the internal and external influences on organisation structure are examined. Key issues that organisations will have to address in order to ensure success are pinpointed. The article suggests that companies will have to provide a wider spread of management development opportunities with greater discretion left to individual managers.

This paper aims to provide a selective bibliographic review of developments in career management and in particular, notions of talent from both an organizational and hospitality graduate perspective. It also aims to embrace the recruitment, retention and progression of talent across an industry, where success is ultimately dependent on the capabilities of employees to deliver at the point of service.

A thematic analysis has been undertaken of selected bibliographies as they contribute to current thinking in the area of graduate careers and talent management in the hospitality industry.

Emergent themes have provided a framework to aid a deeper understanding of implications and practical applications. It concludes the need for committed, professional, motivated and developed graduates in the attainment of immediate and long‐term objectives, so crucial for hospitality organizations, to combat retention issues.

Informs the potential of talent management as a driver of competitive advantage, within an industry where investment in people is a priority to ensure quality of service provision.

The paper provides an applied perspective on the management of talent within hospitality, highlighting the need for increased industry‐wide recognition and adoption.