Investigating the triangular relationship between temporary event workforce, event employment businesses and event organisers

Abstract

Purpose This study aims to examine issues of talent management (TM) in events. Specifically, it investigates the triangular relationship that exists amongst temporary event workforces, event employment businesses (EEBs) and event organisers (EOs). Design/methodology/approach A mixed method design was used including a quantitative survey of UK temporary event workers (TEW) to examine their characteristics and motivations to work at events; a qualitative survey with (EOs) to understand the reasons for using TEW and (EEBs) and interviews with EEBs to understand their challenges in delivering best-fit between TEW and EOs. Findings This study sheds light on the complex relationships amongst temporary event workforces, EOs and event employment businesses. Findings show TEW who display high levels of affective commitment towards their employment organisation and possess the characteristics of extraversion and contentiousness, are highly motivated to work at events. EOs suggest their operational restrictions (such as limited resources, time and expertise) are fuelling the need to use EEBs to source staff with the right skills and attitudes. In turn, these recruiters demonstrate they play an active role in reconciling the often-conflicting needs of EOs and TEW. Originality/value This study extends knowledge and understanding on TM in events by providing insights into the characteristics of TEW as a growing labour market segment in the event sector. Significantly, the study contributes to a better understanding of the critical role that EEBs play in the construction, development and management of talent in events.

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

“…Fewer empirical studies (18 articles) adopted quantitative methodologies, using either a questionnaire (Self et al , 2019) or a Web-based survey to conduct experiments (McGinley et al , 2018). Mixed method studies were adopted by only six papers and combined a questionnaire with focus groups or interviews (Michopoulou et al , 2020). The prevalence of qualitative methodologies can be explained by the fact that TM in H&T became popular post-2017 and the scholarly focus has thus been on understanding “how” and “why”, before proceeding to statistically exploring relationships among variables.…”

“…Mixed method studies were adopted by only six papers and combined a questionnaire with focus groups or interviews (e.g. Michopoulou et al, 2020). The prevalence of qualitative methodologies can be explained by the fact that TM in H&T became popular post-2017 and the scholarly focus has thus been on understanding 'how' and 'why', before proceeding to statistically exploring relationships among variables.…”

“…Moreover, in the case of UK event organisations, relationship building with temporary employees is key to deploying the right employees when needed (Michopoulou et al, 2020).…”

“…(4) Key talent management stakeholders in hospitality and tourism Key talent management stakeholders in hospitality and tourism Bratton and Watson (2018); Chon and Zoltan (2019); ; D'Annunzio-Green and ; Enz (2009); Hughes and Rog (2008); Hussain et al (2020); Johnson et al (2019); Koukpaki et al (2020); Maxwell and MacLean (2008); Michopoulou et al (2020); Williamson and Harris (2019) (5) Talent education and graduate careers in hospitality and tourism…”

“…"A strategy to effectively attract, recruit and retain high value and difficult to replace employees." (Stewart, 1997cited in Michopoulou et al, 2020, p. 1247) Michopoulou et al (2020) Talent management in hospitality and tourism also perceived as the attraction, development and retention Shulga and Busser, 2019) of the right people who are able to develop their full potential within a H&T organisation .…”