Employee Satisfaction, Talent Management Practices and Sustainable Competitive Advantage in the Northern Cyprus Hotel Industry

Abstract

In this study, we have examined talent management practices’ impact on achieving sustainable competitive advantage in five-star hotels located in the TRNC (Turkish Republic of Northern Cyprus) as well as the mediating effect of employee satisfaction. After the questionnaire was tested for validity and reliability, we used bootstrapping, Mplus and SPSS to conduct an analysis using data from 368 employees from 14 five-star hotels located in North Cyprus. The study’s hypotheses were verified through SEM (structural equation modelling). Our results revealed that talent development practices had no effect on the hotels’ SCA, whereas talent practices (identify, engage, manage performance and retain) had a significant and beneficial influence on the hotels’ SCA. Although in most hotels, talent management practices are the responsibility of the human resource management. The measured constructs specifically were employee responses. The findings of this study provide benefits for numerous stakeholders, including hotel and hospitality service industries and the government. Results can be used as a guideline for building more appealing workplaces for employees and to inform the management on how to encourage employees to be committed to a sustainable service in the hotel business. To acquire a better grasp of the organisational limits of talent management policies, it is crucial to further examine the perspectives of employers who may include hotel owners or top managers. Furthermore, future research may expand the sample and include three- and four-star hotels as well.

Developing organizational performance through talent management practices: employee satisfaction’s mediating role in learning organizations

“…Employees who perceive that their company has acknowledged them as a talent are more likely to exhibit relational psychological contracts than those who believe they are not a talent (Markos and Sridevi, 2010;Raheem et al, 2019). Talent management practices have an impact on sustainable competitive advantage (Jibril and Yes ¸iltas ¸, 2022). Altinda g et al (2018) suggest that talent management is a new concept for increasing employee satisfaction and firm performance.…”

“…Learning organizations significantly contribute to delivering quality education and knowledge, ultimately developing the efficiency and competency of individual employees (Kafetzopoulos et al, 2022;Vaiman and Vance, 2008). These organizations, also renowned for their cooperative efforts to reach an organization-shared vision by absorbing real talent, are thought to thus ease the effort required to accomplish shared values (Jibril and Yes ¸iltas ¸, 2022).…”

Forecasting and Coupled Coordination Analysis of Supply and Demand for Sustainable Talent in Chinese Agriculture

“…Researchers have developed a rich body of information on issues related to the field of talent management, providing important guidance for achieving talent alignment. Positive subjective employee perceptions [30,31] and an appropriate corporate development climate [32] contribute to an increase in talent supply; industry and social trends provide important guides for analyzing changes in talent demand [33,34]. Researchers have directly investigated the talent coordination management problem, such as Erin et al, who developed a theoretical analysis framework for the talent skill mismatch problem in supply chain management [5].…”

Talent management and performance in the public sector: the mediating role of line managerial support

“…The necessary abilities are often found within an organization; however, if internal talent detection is unsuccessful, searching for the right talent should continue externally (Savov et al, 2020). Early talent identification has become essential for talent planning and growth, and organizations regularly express concern over talent pipeline leaks (Jibril and Yes ¸iltas ¸, 2022).…”

“…, 2020). Early talent identification has become essential for talent planning and growth, and organizations regularly express concern over talent pipeline leaks (Jibril and Yeşiltaş, 2022).…”