Purpose The purpose of this study is to develop a deeper understanding of the scope of talent development (TD) strategies and practices in tourism and hospitality industry contexts. Design/methodology/approach Because the literature on talent management and TD in tourism and hospitality is limited and fragmented, an integrative literature review method was used to identify and analyze relevant studies to create a more comprehensive representation of the industry’s talent strategies. Findings Findings from the literature review showed that by nature, the context of tourism and hospitality is complex and the meaning of talent in this industry is not necessarily comparable to other industry sectors (Baum, 2008). While most industries adopt a more exclusive approach to develop talent, an inclusive approach may be more ideal for tourism and hospitality especially in light of the importance of frontline employees for business success. More robust management structures and human resource systems are needed especially in small and medium tourism enterprises to aid the facilitation of TD. A partnership approach involving strong commitment between education, industry and government should be necessitated to implement and sustain TD considering the importance of the industry to nation’s economic and social advancement. Research limitations/implications This study adds to the body of literature on TD in tourism and hospitality. Future research opportunities should explore both qualitative and quantitative methods to provide empirical evidence and to further build on the literature. Practical implications Generally, organizations place emphasis on the development of technical skills, however, managers and leaders of tourism organizations should focus on developing both technical and generic competencies especially for frontline employees to ensure that a positive image of the organization is consistently demonstrated. TD can influence employees’ emotional labor; therefore, increased and quality emotional labor training can impact the types of strategies that employees use during guest encounters to promote quality service. Originality/value The paper contributes a comprehensive review of the literature on TD in the tourism and hospitality context. The TD map provides more focused direction and will aid in the establishment of TD strategies and practices.
The cruise industry is the fastest growing category within the leisure market. Asia is a large market and a potential growth area for the cruise industry. Within Asia, the Taiwanese cruise market has grown substantially since 1997. The involvement construct is an important psychographic facet of consumer behavior. Involvement is defined as a person's perceived relevance of the object based on inherent needs, values, and interests. Past research has linked the level of involvement to travel motivation for leisure choices, including travel. Cluster analysis is a classic market segmentation approach that has been extensively used in the tourism literature. The cluster approach has been used to understand travel motivations, satisfaction, dining choices, etc. However, no studies have presented a comparison of the two methods.There are only a few research studies on cruise vacations. Furthermore, no studies have identified the involvement levels of Taiwanese cruisers and segmented the Taiwanese cruise market to offer valuable marketing insights. This study aims at filling these gaps in the literature. Data were collected from 352 Taiwanese cruisers. The questionnaire was developed in English and translated into Chinese. This study found only two distinct categories of high and medium involvement cruisers. The cluster segmentation approach resulted in two distinct clusters, each with its own characteristics. Analysis showed that cluster segmentation provided a more nuanced definition of the segments in the context of Taiwanese cruisers.
This chapter will discuss the subject of workforce diversity as it directly relates to volunteerism, using the Peace Corps as an example. The aim of the chapter is to illustrate how nonprofit institutions can draw upon the value of workforce diversity in order to obtain competitive advantages. The Peace Corps' three-fold mission includes helping the people of interested countries in meeting their need for trained men and women, helping promote a better understanding of Americans on the part of the people served and helping promote a better understanding of other peoples on the part of Americans (Peace Corps, 2011a). This chapter will specifically discuss how the Peace Corps incorporate diversity in their volunteer program. “The agency has always reflected the diversity of America and is actively recruiting the next generation of Peace Corps Volunteers” (Peace Corps, 2011b). In addition, it will make a case for diversity in nonprofits and will provide guidance on how to build diversity.
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