Attracting hospitality recruits: the benefit of benefits

Abstract

Employee benefits represent a significant cost to hospitality firms, yet they also influence a firm's ability to attract talent. Despite benefits' importance, little hospitality research has explored them. Drawing on organizational support theory, it is hypothesized that when a firm offers higher benefit levels, recruits will be more likely to pursue employment with that firm, conditional upon their exchange ideology. Results of an experimental study indicate that hospitality firms are more attractive to recruits with high levels of exchange ideology when they increase the levels of benefits offered. The findings emphasize the importance of communicating benefit offerings to recruits.

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

“…A total of 35 studies had no theory or framework/model development, 5 articles had adopted a general theoretical framework/model and only 10 articles built on theories (Table 3). Of these, Social Exchange Theory and Human Capital Theory were the most commonly used, with a few articles drawing on more than one theory (Jolly et al , 2020). TM research in H&T is theoretically fragmented; unlike other TM research streams where there has been marginal progress in the use of theories, albeit inconsistently (Thunnissen and Gallardo-Gallardo, 2019).…”

“…With regard to talent acquisition, scholars explore (1) how employee value propositions are designed and tailored to meet organisational needs, (2) recruitment and selection tools in attracting H&T talent, and (3) support from governmental initiatives. Regarding the former, realistic messages about benefits and support offered (Jolly et al, 2020;Sen and Bhattacharya, 2019) and organisational status/branding (McGinley et al, 2018;Sen and Bhattacharya, 2019) should be signposted, in order to signal that H&T organisations value talents' ideas and creativity (Horng et al, 2016).…”

“…Theoretical grounding Scope (Reference) Ecological Systems Theory -To explain how employee satisfaction of individual needs and of work life influence each other (DiPietro et al, 2019) Motivational Needsbased Theory -To explain how employee satisfaction of their needs affects their retention (DiPietro et al, 2019) Human Capital Theory -To understand the operational conceptualisation of talent (Jooss et al, 2019a); -To explain how signalling organisational status during recruitment facilitates human capital to self-develop so that they become sought-after employees (McGinley et al, 2018) Self-determination Theory -To explain how TM can become a motivational procedure facilitating employee self-determination (D'Annunzio-Green and Ramdhony, 2019) Signalling Theory Person-Organisation Fit Theory Organisational Support Theory (including Exchange Ideology) -To explain the reasons why specific people seek employment in organisations providing more benefits than the market average (Jolly et al, 2020) Social Exchange Theory -To explain the moderating effects of (1) supervisor-subordinate guanxi in the relationships between perceived organisational support and (a) affective commitment and (b) pre-quitting behaviour, and (2) employee creativity in the relationship between affective commitment and pre-quitting behaviour (Li et al, 2018); -To explain how employee behaviours are formed by their perceptions of their relationship with the organisation and the brand (Murillo and King, 2019) Social Role Theory -To explain attitudes towards female management (Litwin et al, 2019) Super's Theories of Career Choice and Development -To explain procedures related to career development (Kichuk et al, 2019) Social Cognitive Career Theory -To explain the impact of the interaction of cognitive and environmental factors on career development (Kichuk et al, 2019) Regulatory Focus Theory -To explain motivational systems driving employees (Kichuk et al, 2019) Unified Theory of Acceptance and Use of Technology…”

“…et al (2020),;Horng et al (2016),Jolly et al (2020);McGinley et al (2018),Mejia and Torres (2018);Schneider and Treisch (2019), Self et al (2019); Sen and Bhattacharya (2019) Talent learning and development in H&T Bratton (2018), Golubovskaya et al (2019); Johnson et al (2019), Koukpaki et al (2020); Kuo et al (2017), Scott and Revis (2008); Watson (2008) Talent retention in H&T Alferaih (2017); Alferaih et al (2018), Deery (2008); Deery and Jago (2015), DiPietro et al (2019); Gupta (2019), Guzeller and Celiker (2019); Lee and Chao (2013), Li et al (2018); Marinakou (2019), Marinakou and Giousmpasoglou (2019); Michopoulou et al (2020), Tan et al (2019); Xu and Cao (2019) Conceptualisation of talent and TM in H&T Talent definition in H&T (33 articles; ca 45%). However, these were mainly of a lower journal impact factor (JIF), Scimango and Association of Business Schools (ABS) rank, e.g.…”

Examining Applicant Online Recruitment: The Use of Fictitious Websites in Experimental Studies

“…For example, in a review of the human resource literature from the hospitality industry, Tracey (2014) cited eight published articles from hospitality-focused journals. Since the publication of Tracey’s (2014) paper, there have been 10 papers published in hospitality management journals that specifically examined applicant attitudes (Bellou et al, 2018; Bernardes et al, 2019; Guchait et al, 2014; Huang et al, 2016; Jolly et al, 2020; Kang et al, 2019; Ladkin & Buhalis, 2016; Madera et al, 2018; McGinley et al, 2015; Yen, 2017). In contrast, the last meta-analytic review of applicant attitudes from the general human resource management literature included 232 published papers (Uggerslev et al, 2012).…”