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The purpose of this paper is to provide a conclusion to the theme issue question “Is talent management a strategic priority in the hospitality sector?”
Abstract
Purpose
The purpose of this paper is to provide a conclusion to the theme issue question “Is talent management a strategic priority in the hospitality sector?”
Design/methodology/approach
The issues and debates relevant to the strategic question are summarised. Significant themes that have arisen across a number of papers are presented. This provides a clear indication of current issues in strategic talent management which are of relevance to hospitality practitioners and academics.
Findings
Five recurring themes are identified as being particularly relevant to hospitality organisations when considering a strategic approach to talent management. These are: the role of line mangers in employee development and well-being, talent management being used as a lever for culture change, the importance of contextualising approaches to talent management, the need for new and innovative ways of working to achieve a strategic approach to talent management and barriers for the development of a strategic approach caused by economic and day-to-day operational pressures.
Practical implications
The paper suggests a number of practical actions which could be taken to develop a more strategic approach to talent management.
Originality/value
The paper illustrates that hospitality operators understand the importance of a strategic approach to talent management and are using a range of talent management processes to drive business success but that new solutions to long-standing challenges are required.
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Lotte Holck and Iben Sandal Stjerne
Talent management (TM) is widely seen as a key organizational challenge necessary to sustain competitive advantage. While academia has mostly focused on HRM practices associated…
Abstract
Talent management (TM) is widely seen as a key organizational challenge necessary to sustain competitive advantage. While academia has mostly focused on HRM practices associated with exclusive TM targeting organizational high performers at higher managerial levels, there are reasons why organizations should consider a more inclusive talent management (ITM) approach. They include the growing diversification of organizations and the global workforce caused by demographic changes and mobility across borders, overall talent scarcity and hard to predict market dynamics which all make future talent needs hard to anticipate. Issues such as employee perceptions of organizational justice and fairness are also important. Moreover, existing HRM orthodoxy concerned with investing in the company’s human resource and the wellbeing of employees pushes companies to invest in ITM as a path to a better working environment characterized by openness, trust and overall well-being. Few TM researchers, however, pay sufficient attention to the problems of organizational inequality and social segregation that exclusive TM might occasion and thus disregard how social exclusion and economic inequality continue to characterize many organizations. The ambition of this chapter therefore is to contribute to the development of an inclusive approach to TM. We add to the notion of ITM by bringing in literature on inclusive organizations which is absent from current theoretical development. Building on current conceptualizations in particular by Swailes et al. (2014) and Meyers and Woerkom (2014), we ask: How can literature on organizational inclusion contribute to developing more fair and equal organizations through inclusive TM practices?
Lynette Harrisr and Carley Foster
The purpose of this paper is to examine the implementation of talent management interventions in UK public sector organisations.
Abstract
Purpose
The purpose of this paper is to examine the implementation of talent management interventions in UK public sector organisations.
Design/methodology/approach
This paper draws upon the findings of a qualitative study of talent management in two UK public sector case study organisations.
Findings
Implementing talent management was found to present particular tensions for public sector managers, particularly in terms of its alignment with well‐embedded diversity and equality policies and their own perceptions of fair treatment in the workplace. Despite an acknowledgement that the sector needs to attract, develop and retain the most talented individuals to achieve its modernisation agenda, interventions which require singling out those individuals for special treatment challenges many of its established practices for recruitment and selection, employee development and career management.
Practical implications
Public sector organisations need to invest both time and effort into developing appropriate and relevant approaches to talent management, which take proper account of line managers' perceptions of fair treatment and established organisational approaches to diversity and equality.
Originality/value
Talent management is a topic of growing interest from employers concerned about their work force demographics, specific skills shortages and the retention of high potential employees but the concepts that inform talent interventions are often unclear or are an uneasy fit with the beliefs and understandings about fair treatment of those who have to implement them.
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Bianca Sousa, João J.M. Ferreira, Shital Jayantilal and Marina Dabic
The purpose of this paper is to provide a comprehensive framework that identifies thematic clusters and their interconnections within Global Talent Management (GTM), global…
Abstract
Purpose
The purpose of this paper is to provide a comprehensive framework that identifies thematic clusters and their interconnections within Global Talent Management (GTM), global careers and talent management (TM).
Design/methodology/approach
In this paper, this study conducted a co-citation analysis using bibliographic data to unveil the intellectual connections and relationships among thematic articles related to GTM sourced from the Web of Science.
Findings
This review highlights three key research themes: experiences working abroad, TM approaches and the complex nature of GTM as a living system.
Research limitations/implications
The main limitation of this research is the sample itself. Content analysis based on the co-citation method resulted in some more recent releases being omitted.
Practical implications
The practical implications of the paper include providing a structured framework for understanding the complexities of GTM.
Social implications
Research into the academic literature in this area is divided into various clusters, empirically demonstrating how GTM and global mobility are intertwined, revealing the need for us to more thoroughly comprehend the social ramifications of GTM practices and activities and the need to further analyse the influencing social aspects in a GTM strategy, like diversity, increased mobility and virtual reality.
Originality/value
The analysis revealed the emergence of three distinct thematic groups: (1) global work experiences, (2) TM approaches and (3) GTM.
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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.
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Susana Almeida Lopes, Jorge Miguel Gonçalves Sarraguça, João Almeida Lopes and Maria Eduarda Duarte
The purpose of this paper is to propose a new approach to talent management that consists of averaging performance appraisal and assessment center ratings for in-depth…
Abstract
Purpose
The purpose of this paper is to propose a new approach to talent management that consists of averaging performance appraisal and assessment center ratings for in-depth identification of lawyers’ talents.
Design/methodology/approach
The approach’s adjustment was examined using a 61 senior-lawyer sample from a Portuguese law firm. Comparisons between assessment center and performance appraisal ratings were analyzed using paired-sample t-tests and a kernel density function, and predictive validity was assessed with Pearson correlations. Evidence of both a general performance factor and two additional factors was verified using principal component analysis. Varimax rotation was used to verify three broad factors with job profile’s three broad areas.
Findings
Results suggest support for the assessment center’s predictive validity. Its lower and more variable ratings overcome performance appraisal rating bias. Adjustment of the new approach to lawyers’ overall talent identification (the general factor) and each lawyer’s relative talents (three broad factors) was observed.
Research limitations/implications
This study contributes to the body of knowledge regarding the substantive existence of a general performance factor, and adds to empirical research concerning talent management, which is lacking. However, generalizability requires broader samples and replication.
Practical implications
The approach is a methodology that informs career management, high-flyers’ identification, talent mapping, development, succession planning, team composition, and diversity analysis. For lawyers, objective feedback allows benchmarking talent and managing one’s career.
Originality/value
This study pioneers empirical research that develops methods for identifying talent in law firms, vital for firm sustainability.
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Rozhan Bin Othman and Wardah Azimah Sumardi
Human resource management and leadership development.
Abstract
Subject area
Human resource management and leadership development.
Study level/applicability
MBA course on Human Resource Management.
Case overview
This case present the talent management practice at Steelcase. It highlights the approach taken by the company in managing its high performers. The approach taken by Steelcase links leadership development with performance management and succession planning. It also describes the distinct characteristics that make the approach taken by Steelcase different from other companies that implement talent management. This case presents policy options that companies can consider in developing a talent management program.
Expected learning outcomes
Understand and describe the interconnection between various talent development activities. Compare and assess policy options in developing talent management programs. Analyze how Steelcase nurture a high performance culture among its employees. Describe the leadership behaviors Steelcase is seeking to develop among its leaders.
Supplementary materials
Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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Alex Anlesinya and Kwesi Amponsah-Tawiah
This study aims to critically examine talent management practices and strategies from ethical and responsible management perspectives.
Abstract
Purpose
This study aims to critically examine talent management practices and strategies from ethical and responsible management perspectives.
Design/methodology/approach
It achieves its aim through conceptual analysis by theorising through the lenses of talent philosophies, the organisational justice theory, the stakeholder theory and extant literature.
Findings
A responsible talent management construct and mode to guide the practice of talent management in a socially responsible way is developed. It argues that inclusivity; corporate responsibility; and equity and equal employment opportunity are the key underlying principles of a responsible talent management system. This study further argues that responsible talent management practices promote achievement of multilevel sustainable outcomes such as decent work, employee well-being and organisational well-being.
Practical implications
Emphasising responsible management and ethical concerns in organisational talent strategies and practices is non-negotiable, given the current level of interest in sustainable work and employment and in the quest to achieve sustainable human and organisational outcomes through management and organisational practices.
Originality/value
The development of a responsible talent management construct and model is original and novel and is expected to shape thinking and drive new research directions in the field of talent management. It further contributes directly to knowledge and practice by demonstrating how organisations can manage their talents in a responsible way.
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Huub J. M. Ruël and Christina Lake
Talent is a critical factor for organizational success. Multinational corporations (MNCs) face the challenge of fierce competition for talent worldwide by increasing their efforts…
Abstract
Purpose
Talent is a critical factor for organizational success. Multinational corporations (MNCs) face the challenge of fierce competition for talent worldwide by increasing their efforts in global talent management (GTM). To improve the strategic alignment of GTM, organizations increasingly incorporate information and communication technology (ICT) applications to support their GTM system. However, not every organization is successful at applying these new opportunities (e-GTM) and aligning them successfully with their organizational strategy. This chapter aims at conceptualizing the relationship between strategic GTM and strategic ICT in an aligned effort. It presents a conceptual framework that identifies four types of MNC approaches to e-GTM.
Design/Methodology/Approach
By means of a review of, both the GTM literature as well as the ICT literature, we connect the two concepts, GTM and ICT into e-GTM, into a framework along two axes: the extent to which MNCs apply GTM (ad hoc vs. strategic) and the scope of ICT in MNCs (operational vs. strategic).
Findings
Although the framework identifies four approaches to e-GTM in MNCs, the framework is less black and white than as presented. Companies can display e-GTM characteristics which place them in the gray areas in between each of the profiles. Additionally, we assume that achieving the alignment of strategic GTM and strategic ICT is an iterative process.
Research Limitations/Implications
Since strategic alignment is not static but continuously changing, it requires companies to reevaluate their current GTM practices and ICT applications constantly while scanning the external market for new developments in the field of GTM and ICT to ensure the innovative state of their system. Furthermore, we assume that MNCs from high-tech sectors are more successful in supporting their strategic GTM applications with suitable ICT applications than MNCs from low-tech sectors. The study presents a first step toward researching the relationship between strategic GTM and strategic ICT in MNCs. The proposed framework might be used as a foundation for further research studies.
Practical Implications
The framework presented in this chapter can help MNCs to address the issue of connecting GTM and ICT.
Originality/Value
The relationship between GTM and ICT have not been conceptualized before. Furthermore, the typology presented in this chapter, with four approaches to ICT-enabled GTM, is a new way of looking at the GTM–ICT relationship.