Exploring Professional Competencies for Talent Management in Hospitality and Food Sector in Turkey

Sabuncu, Kerem U.; Karaçay, Gaye

doi:10.1016/j.sbspro.2016.11.055

Cited by 19 publications

(16 citation statements)

References 29 publications

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“…Competence affects talent management, meaning that optimal competence can improve talent management in SMEs. The results of this study support previous research conducted by Sabuncu and Karacay (2016) which states that competence influences talent management. Research findings indicate that competence in SMEs is still not optimal and needs to be improved on a cognitive level.…”

Section: The Influence Of Competence To Talent Managementsupporting

confidence: 90%

“…Research on Talent Management towards Employee Engagement conducted by Bhatnagar (2007), Bano et al, 2011 andSadeli (2012), all prove that Talent Management effects Employee Engagement. Sabuncu and Karacay (2016) conducted research related to competencies with talent management and Delfgaauw (2010) also conducted research on motivation and Talent management. Based on the study of the theory and previous research, then the hypothesis proposed are:…”

Section: Literature Reviewmentioning

confidence: 99%

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Talent Management in Mediating Competencies and Motivation to Improve Employee’s Engagement

Lenny¹,

Ahmad²

2019

IJEBA

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This research aims to analyze the influence of the competence, motivation and talent management towards Employee Engagement in Small Medium Enterprise (SME) in the Tour & Travel sector in Malang by using a quantitative approach and adopting the survey method. The sample used for this research consisted of 101 people. Data were collected using a questionnaire with a five point Likert scale. The data analysis technique used is a Generalized Structured Component Analysis. The results of this research show that: 1) Competence directly and positively influences Employee Engagement, 2) Motivation directly and positively influences Employee Engagement, 3) Talent Management directly and positively influences Employee Engagement, 4) Competence directly and positively influences Talent management, 5) Motivation directly and positively influences Talent Management, 6) Competence directly influences Employee Engagement through the mediation of Talent Management and 7) Motivation directly influences Employee Engagement through the mediation of Talent Management.

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Section: The Influence Of Competence To Talent Managementsupporting

confidence: 90%

Section: Literature Reviewmentioning

confidence: 99%

Talent Management in Mediating Competencies and Motivation to Improve Employee’s Engagement

Lenny¹,

Ahmad²

2019

IJEBA

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“…The hospitality management literature has proposed generic retention strategies for departing employees and has not focused much on managing employees in critical positions that require a specific skill set [17]. Additionally, such research has studied the hospitality industry as a whole, rather than the specificities of talent management in particular key positions in specific settings.…”

Section: Talent Managementmentioning

confidence: 99%

“…Compared to the human resource management literature, there has been much less attention paid to talent management in the hospitality literature, which has commonly defined it as strategies used to recruit, train, and retain gifted, educated, or experienced professionals [16]. Where there has been attention to these issues in hospitality studies, the context has been mainly related to professional competencies [17], psychological aspects such as work-related depression [18], or employee turnover and retention strategies [19].…”

Section: Introductionmentioning

confidence: 99%

Managing Talent Loss in the Procurement Function: Insights from the Hospitality Industry

Daghfous¹,

Belkhodja²

2019

Sustainability

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This paper sought to extend the existing talent management literature through an exploratory investigation of talent loss resulting from the possible departure of talented employees from the procurement function of hotels. Through a multiple case study of five organizations in the hospitality industry, we found that the departure of talented procurement managers disrupts supply chain operations and leads to a loss of valuable explicit, tacit, and relational knowledge. Procurement managers were found to hold critical skills and knowledge that are essential for the case organizations. Hence, more proactive management strategies were adopted. Managers seeking to minimize the negative impact of talent loss in the procurement function would be well-advised to treat this procurement function as a strategic one and to adopt proactive and documented management strategies. Firms should be aware of the type of important knowledge and of the importance of aligning their strategies with such knowledge. To retain relational knowledge in case of talent loss, strategies should be designed to reduce the firm's reliance on personal contacts and emotion-based trust in supplier relationships. We concluded the paper with implications for future research and managerial practice for managing talent loss, with an emphasis on sustainability in the hospitality industry.

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“…Pratten (2003) provided an interesting result that the hospitality industry has high potential talents more 17% of others industry. Disagreeing with this result, Kusluvan and Kusluvan (2000), Baum (2002), Cho et al (2006) and Sabuncua and Karacaya (2016) pointed out that the hospitality industry by its nature, as a labor-centered industry, is in a talent management critical situation, due to the following reasons: a deficiency of skilled and talented human resource, inability to retain exceptional talent, rising employee turnover rates, and poor human resource strategies. Having an effective talent management strategy can be a magic solution for such business environment related to compensation and benefits and help to provide better payment, working environment, job security, personal development, and increase job satisfaction and commitment (Stahl et al, 2007;D'AnnunzioGreen, 2008;Pearlman and Schaffer, 2013;Solnet et al, 2013;Watkins, 2014).In Egypt, there's a lack of studies concerning principles, practices, the scope and goals of talent management (Nafei1, 2015;Hafez et al, 2017), and it is not very different also for the hospitality industry.…”

Section: Introductionmentioning

confidence: 99%

Talent Management Strategies and Practices in Five Star Hotels: An Exploratory Study

Saad¹,

Mayouf²

2018

International Journal of Heritage, Tourism and Hospitality

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This research aims to explore the current strategies and practices of talent management (TM) within five star hotels in Egypt. To achieve the research aim, an online questionnaire was used as a tool for data collection. 212 general managers and human resource managers in the investigated hotels were targeted to identify the practices adopted to attract, select, develop, and retain talent employees. The research revealed that the practices of talent management are still at an early stage of development, and the concept and the process require further understanding. One of the key results was that most of the investigated hotels implemented some of the basic principles and components of TM system but the actual practice has not yet been demonstrated as a complete and integrated approach. Most of the managers were aware of the benefit of talent management. This research, therefore, contributes to provide a deeper knowledge and understanding on how human talents are being managed in an important sector of the hospitality industry.

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Exploring Professional Competencies for Talent Management in Hospitality and Food Sector in Turkey

Cited by 19 publications

References 29 publications

Talent Management in Mediating Competencies and Motivation to Improve Employee’s Engagement

Talent Management in Mediating Competencies and Motivation to Improve Employee’s Engagement

Managing Talent Loss in the Procurement Function: Insights from the Hospitality Industry

Talent Management Strategies and Practices in Five Star Hotels: An Exploratory Study

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