An innovative solution to leverage meaningful work to attract, retain and manage Generation Y employees in Singapore’s hotel industry

Tan, Kim-Lim; Lew, Tek Yew; Sim, Adriel K.S.

doi:10.1108/whatt-11-2018-0075

Cited by 25 publications

(20 citation statements)

References 56 publications

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“…Jobs in the hotel industry are characterized as low-skilled employees, irregular hours, non-conducive work environments, high job demands, inadequate training, low wages and overly demanding customers (Boğan and Dedeoğlu, 2019; Tan et al , 2019). Such characterizations often lead to hotel employees experiencing occupational stress resulting in job burnout with the inevitable corollary of having the intention of leaving the profession or the industry (e.g.…”

Section: Literature Reviewmentioning

confidence: 99%

Overwork and overtime on turnover intention in non-luxury hotels: Do incentives matter?

Tan

Sim

Goh³

et al. 2020

JHTI

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PurposeGiven the intense competition in the hotel industry, this study investigates the effect of overwork (OW) and overtime (OT) on turnover intention (TI) as well as the moderating effect of incentives in the context of non-luxury hotels in an emerging market.Design/methodology/approachUsing a purposive sampling technique, a total of 271 front-line employees who are currently working in non-luxury hotels in Sarawak responded to the study. Partial least squares structural equation modeling (PLS-SEM) was used to perform latent variable and moderation analyses.FindingsThe findings show that both OW and OT have a direct impact on TI. Contrary to the past studies, incentives do not exert any moderating effect on the relationship between OW, OT and TI among the employees working at non-luxury hotels.Originality/valueThis is one of the first studies to explore the effect of incentives between OW and working OT on TI in the context of the non-luxury hotels in an emerging market and show why incentives might not work. It further advances the understanding of the JD-R theory, demonstrating the necessity for organizations to provide matching resources to address job strains.

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Section: Literature Reviewmentioning

confidence: 99%

Overwork and overtime on turnover intention in non-luxury hotels: Do incentives matter?

Tan

Sim

Goh³

et al. 2020

JHTI

Self Cite

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“…With regard to achievement-oriented practices, Tan et al (2019) proposed that high performance work practices help to increase job meaningfulness and thus employee engagement; this, in turn, reduces talent turnover intention. Guzeller and Celiker (2019) further argue that organisational practices can promote a sense of responsibility to employees, who become emotionally bonded to their organisations.…”

Section: Resultsmentioning

confidence: 99%

Talent management in hospitality and tourism: a systematic literature review and research agenda

Kravariti

Voutsina

Tasoulis

et al. 2021

IJCHM

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Purpose This study aims to provide a systematic literature review (SLR) of extant research on talent management (TM) in hospitality and tourism (H&T). The objectives are first, to offer an empirical mapping analysis of TM research in H&T; second, to identify and discuss key research topics; and third, to recommend avenues for future research. Design/methodology/approach The authors conducted a SLR of TM literature in the context of H&T by analysing peer-reviewed papers published between January 2000 and October 2020. Following the preferred reporting items for systematic reviews and meta-analysis process, three independent coders undertook a content analysis of 74 papers for the SLR. Findings The authors found that TM in H&T offers contextualised evidence consistent on five key research topics: TM practices; conceptualisation of talent and TM; TM antecedents and outcomes; key TM stakeholders; and talent education and graduate careers. The analysis indicated that most studies are qualitative, focussed on Europe and North America and that primarily examine hotels. The small number of TM studies in H&T along with the lack of strong theoretical groundings show that the field is at the early stages of the growing stage, yet the sharp increase demonstrates an exponential growth in interest. Practical implications This study highlights the importance of TM and indicates that businesses in the sector need to reconsider the definition of talent, their approaches to TM and the bundling of TM practices to improve their effectiveness. It also calls for partnerships among the industry’s key stakeholders and a revisiting of agendas for educators. Originality/value To the best of the authors’ knowledge, this is the first study that offers a holistic examination of research on a wide range of TM topics within various H&T sectors over the past 20 years. It clarifies the conceptualisation of talent and TM in this field and provides insights, as well as context-specific evidence on the management of H&T talent. This study is the first to argue that the research stream is moving towards a growth stage and offers recommendations on advancing the field.

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“…The growing popularity of meaningful work signals that it is an emerging cornerstone of a more creative and dynamic business environment. The authors hope that the research outcomes will potentially provide employers with the motivation to foster meaningful work that complements existing recruitment and retention efforts (Tan and Lew, 2019).…”

Section: Indiaplanning Leisure Tripsmentioning

confidence: 99%

What are the key innovative strategies needed for future tourism in the world?

Jayawardena¹

2019

WHATT

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Purpose This paper aims to provide answers to the question: “What are the key innovative strategies needed for future tourism in the world?” At the outset, this paper redefines the word “innovation” in the context of the hospitality and tourism industry. It then captures the essence of 13 proceeding papers on innovative initiatives in 17 countries and presents concluding remarks to this Worldwide Hospitality and Tourism Themes (WHATT) theme issue on innovation (v. 11 n. 2, 2019). Design/methodology/approach This paper draws from a wide spectrum of innovation types, concepts, strategies, suggestions and solutions written by 24 authors, who cumulatively have valuable and diverse experience in managing, operating, teaching, researching and consulting on innovation. Findings Innovation is relevant to all macro- and micro-level aspects of all industries. In conclusion, to identify common elements in all 13 papers, the author presents a shorter definition: “Innovation is the art of implementing new ideas to improve productivity, products and services, while enhancing customer satisfaction, revenues and profitability”. In addition, he emphasizes that innovation needs vision, mission and passion! Research limitations/implications This research contributes to the emerging research theme of innovation in the hospitality and tourism industry and extends/re-defines the word: “innovation”. Practical implications There are significant practical implications in terms of industry approaches to use innovative strategies across the world. Originality/value Readers who are interested in international best practices of hospitality and tourism would benefit from this paper.

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An innovative solution to leverage meaningful work to attract, retain and manage Generation Y employees in Singapore’s hotel industry

Cited by 25 publications

References 56 publications

Overwork and overtime on turnover intention in non-luxury hotels: Do incentives matter?

Overwork and overtime on turnover intention in non-luxury hotels: Do incentives matter?

Talent management in hospitality and tourism: a systematic literature review and research agenda

What are the key innovative strategies needed for future tourism in the world?

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