Human Resource and Organizational Management Content in the Hospitality Curriculum: How the Professionals View It

Hein, Stephanie G.; Riegel, Carl D.

doi:10.1080/15332845.2012.648897

Cited by 20 publications

(9 citation statements)

References 25 publications

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“…According to People1st (2015), 47% of the workforce is employed only on a part-time basis and they estimate a global labour turnover cost of £274 million in the industry. Therefore, TM is a concept of importance although it may look differently to other industries given the profile of challenges and operations (Hein & Riegel, 2012).…”

Section: Research Contextmentioning

confidence: 99%

Talent designation in practice: an equation of high potential, performance and mobility

Jooss

McDonnell

Burbach

2019

The International Journal of Human Resource Management

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Effective identification of talent is a central element of talent management. Talk of talent often involves two distinct, yet interrelated dimensions: performance and potential. The talent management literature has however provided limited consideration both conceptually and empirically concerning the delimitation between these two dimensions. This paper looks to address this by examining how the talent construct is operationalised in practice. It considers two key research questions; what indicators of performance and potential are applied by key organisational stakeholders in discerning what talent is? What factors impact talent designation? We adopt a multilevel case study design encompassing 73 interviews with senior organisational leaders in three multinational hotel corporations. Our findings demonstrate that the dimensions of high performance and high potential were commonly spoken about when referring to talent. However, there was a substantial lack of clarity around potential with a conflation between it and performance common. Moreover, mobility emerged as a critical contextual factor in being labelled as talent or not. The paper contributes to talent management scholarship by providing a more nuanced approach in understanding how talent is enacted in practice in an underexplored empirical context.

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Section: Research Contextmentioning

confidence: 99%

Talent designation in practice: an equation of high potential, performance and mobility

Jooss

McDonnell

Burbach

2019

The International Journal of Human Resource Management

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“…The unique nature of this typical business-to-consumer industry is the elevated level of interaction between the guest and staff in providing the service in a 24/7 environment (Pizam and Shani, 2009). In the twenty-first century, customers appear to be more sophisticated, travel experienced and demanding (Hein and Riegel, 2012;Reilly, 2018). Rather than providing a "simple" service, it is now imperative to create a positive and memorable experience for guests (Bharwani and Jauhari, 2013;Baum, 2006;D'Annunzio-Green, 2018).…”

Section: Industry Contextmentioning

confidence: 99%

Conceptualising talent in multinational hotel corporations

Jooss

McDonnell

Burbach

et al. 2019

IJCHM

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Purpose To identify, develop and retain talent, an important first step is to ensure that key stakeholders in the talent management (TM) process have a shared view of what is meant by talent within the organisation. The purpose of this paper is to conceptualise how talent is defined in the context of the hospitality industry and to examine the degree of (mis)alignment among corporate and business unit leaders. Design/methodology/approach The paper uses a qualitative approach consisting of 73 interviews with stakeholders at corporate and business unit levels in three multinational hotel corporations. In addition, documents were collected and analysed to support the interview data. Findings Each organisation had a formal approach to conceptualising talent at a corporate level. Both inclusive and exclusive views on talent as well as a broad set of characteristics that make up talent were reported with the importance of organisational values being prominent. However, despite formal global policies being in place, considerable divergence in practice was found across organisational levels. Practical implications A lack of clarity on what talent means in an organisational setting may lead to an inconsistent talent identification process which may lead to negative perceptions of fairness among employees. This may, in turn, bring about disgruntled employees and increased turnover. Originality/value This paper provides empirical evidence to the limited body of knowledge on the conceptualisation of talent. The display of organisational values emerged as important to being labelled talent, a factor that has received scant consideration in the literature.

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“…Należy wskazać na szczególne znaczenie kompetencji -tak profesjonalnych, jak menedżerskich -w usługach, a szczególnie usługach profesjonalnych (tzw. human based), do których należą usługi medyczne [Hein, Riegel, 2012]. W artykule przyjęto, że kompetencje to konglomerat zdolności, wiedzy, wykształcenia, doświadczenia, innych predyspozycji i cech osobowości, które używane oraz rozwijane w procesie świadczenia usług medycznych prowadzą do osiągania rezultatów zgodnych ze strategicznymi zamierzeniami jednostek ratownictwa medycznego [Krawczyk-Sołtys, 2018a].…”

Section: Wprowadzenieunclassified

Kompetencje menedżerskie w kształtowaniu kompetencji organizacyjnych jednostek ratownictwa medycznego w świetle badań

Krawczyk-Sołtys

2019

SiP

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Zakładając, że kompetencje są pojęciem wielowymiarowym i wymagają zintegrowanego podejścia, w przyjętym modelu kompetencji menedżerskich w jednostkach ratownictwa medycznego wyróżniono pięć grup kompetencji ogólnych: przywódcze, komunikacyjne i relacyjne, zawodowe i społeczne, sektorowe oraz biznesowe, a w ich ramach 26 kompetencji szczegółowych.Celem artykułu była identyfikacja obecnego poziomu kompetencji menedżerskich kadry zarządzającej tymi jednostkami oraz ustalenie stopnia, w jakim poszczególne kompetencje menedżerskie oddziałują na kompetencje organizacyjne tych podmiotów w sferach: marketingu (rozpoznawanie potrzeb pacjenta), jakości (poziom świadczonych usług medycznych) i logistyki (świadczenie usług medycznych w odpowiednim miejscu i czasie).W wyniku badań ustalono, że obecnie najwyższym poziomem wśród zaproponowanych w modelu kompetencji menedżerskich charakteryzują się kompetencje biznesowe. Wśród kompetencji menedżerskich w największym stopniu oddziałujących na kompetencje organizacyjne jednostek ratownictwa medycznego znalazły się: w sferze marketingu - kompetencje biznesowe, a w sferach jakości i logistyki - zawodowe i społeczne.

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Human Resource and Organizational Management Content in the Hospitality Curriculum: How the Professionals View It

Cited by 20 publications

References 25 publications

Talent designation in practice: an equation of high potential, performance and mobility

Talent designation in practice: an equation of high potential, performance and mobility

Conceptualising talent in multinational hotel corporations

Kompetencje menedżerskie w kształtowaniu kompetencji organizacyjnych jednostek ratownictwa medycznego w świetle badań

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