Career Progression in Hospitality and Tourism Settings

Ladkin, Adele; Kichuk, Aliaksei

doi:10.23912/978-1-910158-66-1-3342

Cited by 4 publications

(3 citation statements)

References 39 publications

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“…Organisations tend to be both intra and internationally diverse (Baum, 2008), typically relying heavily on peripheral and temporary, often young and migrant (Janta & Ladkin, 2009), employees working alongside the core workforce. Employees are frequently recruited from culturally diverse backgrounds and enter the workforce with highly divergent expectations of employment and career development (Ladkin & Kichuk, 2017). For example, escalating the retention challenges faced throughout the sector, a high number of graduates tend to enter the hospitality workforce with expectations of temporariness, rather than a vision for long-term employment (Baum, Dutton, Karimi, Kokkranikal, Devine & Hearns, 2007).…”

Section: The Micro-level Contextmentioning

confidence: 99%

“…In pursuit of more effective approaches to TM, organizations operating in H&T need to respond to negative industry perceptions, for example, by strengthening their employer brand through promoting more flexible working practices and providing increased access to training and career development opportunities (Horner, 2017). Moreover, in a business sector renowned for low paid work, additional forms of intrinsic reward and engagement also need to be exploited (Clayton, 2006), for instance, through increased employee involvement, recognition and job re-design (Ladkin and Kichuk, 2017) to ensure that the high levels of emotional labour within the industry are managed sensitively and carefully. A clear need now exists for owners and senior managers to develop a common and sector-specific understanding of TM needs, opportunities and value add to be derived through the proactive and strategic management of talent (Sparrow et al , 2011).…”

Section: A Strategic Focus: the Way Forwardmentioning

confidence: 99%

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Strategic talent management

Sheehan

Grant

Garavan

2018

WHATT

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Purpose The purpose of this paper is to provide an academic viewpoint on contemporary factors associated with talent management (TM) in the hospitality and tourism sector. Design/methodology/approach A critical discussion of macro- and micro-level factors is provided, while highlighting opportunities and challenges for TM policies and practices. The influence of senior managers in developing TM, with emphasis on small and medium enterprises, is examined and examples of ‘best practice’ in TM are outlined. Findings Given the scale and importance of the sector to economic growth, it is imperative that governments assume a greater leadership role in shaping the training and education agenda. TM practices need to reflect the uniqueness and complexity of the sector and effective implementation of TM requires CEO/Owner–Manager commitment and cascading down of a talent mind-set/culture within organizations. Examples of best practice in TM provide a significant opportunity for the sector to improve both its employer branding and competitiveness. Examples include: aligning TM with strategic business goals; provisions of robust data generated across HR functions; and demonstrating the impact of TM on employees’ enhanced emotional labour through higher levels of engagement and motivation and on organizational outcomes. Practical implications The paper argues that organizations need to take each dimension of TM more seriously than many organizations have done so in the past. Coherent TM practices, in particular, competitive reward and training and development opportunities, will improve employer branding and will directly have an impact upon the quality of applications received by organizations. Originality/value The paper provides important insight and practical recommendations on how the sector can improve its productivity and future sustained competitiveness in the challenging times ahead.

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Section: The Micro-level Contextmentioning

confidence: 99%

Section: A Strategic Focus: the Way Forwardmentioning

confidence: 99%

Strategic talent management

Sheehan

Grant

Garavan

2018

WHATT

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“…Tetapi, peran kepemimpinan sangat penting untuk meningkatkan kualitas destinasi wisata di Indonesia. (Ladkin & Weber, 2011) menekankan bahwa kepemimpinan dalam sektor pariwisata membutuhkan kemampuan interpersonal relation dan komunikasi yang sangat kuat. Kata kuncinya adalah people-orientation karena sektor pariwisata merupakan industri hospitality.…”

Section: Tinjauan Pustakaunclassified

Peran Kepemimpinan dalam Pembangunan Pariwisata Berkelanjutan di Taman Margasatwa Ragunan

Tampubolon,

Dhaniswara,

Nainggolan

et al. 2024

ijlj

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Kepemimpinan merupakan elemen yang fundamental dalam menunjang pembangunan pariwisata berkelanjutan di Taman Margasatwa. Kepemimpinan yang efektif dan terintegrasi sangat dibutuhkan dalam mengawasi, mengatur, dan mengendalikan suatu pariwisata agar terciptanya pembangunan yang berkelanjutan. Dengan adanya kepemimpinan yang baik dalam manajemen pengelolaan suatu pariwisata akan tercipta pembangunan berkelanjutan di suatu Taman Margasatwa. Penelitian ini bertujuan untuk menganalisis peran kepemimpinan dalam mengelola dan menciptakan pembangunan pariwisata berkelanjutan di Taman Margasatwa Ragunan. Penelitian ini menggunakan metode pendekatan kualitatif yang dilengkapi dengan pengamatan secara langsung ke lapangan. Data - data diperoleh melalui wawancara bersama pihak yang memimpin Taman Margasatwa Ragunan. Hasil penelitian menunjukkan bahwa pembangunan pariwisata berkelanjutan di Taman Margasatwa Ragunan sangat dipengaruhi oleh peran pemimpin yang mengelola. Pengelolaan yang baik akan mendukung adanya peningkatan fasilitas di Taman Margasatwa Ragunan, tingkat kepuasan pengunjung Taman Margasatwa yang tinggi, koordinasi yang baik antar divisi serta pembangunan pariwisata secara berkelanjutan.

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Achieving sustainability through green human resource management practices and environmental orientation fit: a multilevel modeling

Gilal,

Nawaz,

Riaz

et al. 2024

EBHRM

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PurposeThe study investigates how Green Human Resource Management (GHRM) influences employee green behavior and wellbeing. It specifically explores the impact of organizational-level GHRM on employees' organizational citizenship behavior towards the environment (OCBE) and subjective wellbeing, mediated by psychological contract fulfillment (PCF). The study also examines the moderating effect of environmental orientation fit.Design/methodology/approachThe data were collected from two sources: managers (N = 67) and employees (N = 217) of readymade garment exporting firms in Pakistan. The analysis was conducted using HLM multilevel modeling software.FindingsThe findings indicate that PCF acts as a significant mediator in the association between GHRM, OCBE, and employee wellbeing. Furthermore, the results suggest that the positive impact of GHRM on PCF is more pronounced when there is a higher alignment with environmental orientation, compared to when the fit with environmental orientation is low.Originality/valueTo the authors' knowledge, this study is the first to explore the impact of organizational-level GHRM on employee-level organizational citizenship behavior towards the environment and their subjective wellbeing, particularly within the context of readymade garments. Furthermore, this research endeavors to offer managers a heightened understanding of the potential role of GHRM in fostering organizational citizenship behavior.

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Career Progression in Hospitality and Tourism Settings

Cited by 4 publications

References 39 publications

Strategic talent management

Strategic talent management

Peran Kepemimpinan dalam Pembangunan Pariwisata Berkelanjutan di Taman Margasatwa Ragunan

Achieving sustainability through green human resource management practices and environmental orientation fit: a multilevel modeling

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