Labour market and skills needs of the tourism and related sectors in Wales

Haven‐Tang, Claire; Jones, Eleri

doi:10.1002/jtr.666

Cited by 29 publications

(20 citation statements)

References 7 publications

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“…p. 196) were the top two criteria for new recruit selection. Haven, Jones and Long (2004) in their analysis of People 1st occupations in Wales draw similar conclusions. Employers are chiefl y concerned with employing people who already have the necessary emotional and aesthetic skills prior to employment.…”

Section: Homogeneity and Heterogeneity In Hospitality Skills Setssupporting

confidence: 65%

The Right Answers to the Wrong Questions? Observations on Skill Development and Training in the United Kingdom's Hospitality Sector

Lashley¹

2009

Tourism and Hospitality Research

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This article is informed by a literature review of current research on skills and skills development undertaken for People 1st, the Sector Skills Council covering hospitality, gaming, leisure and tourism activities in England. The article suggests that much government policy towards skills needs in the sector is based on a number of erroneous assumptions. Fundamentally, State training interventions chiefl y involve education and training supply, and not low levels of employer demand for training, or low employer demand for a highly skilled workforce in the sector. There is a culture of training avoidance in many UK fi rms in the hospitality sector. Ironically, education and training policies are exclusively infl uenced by employers in national government, and this assumes that sector employers represent a homogeneous group. Yet there are many differences between fi rms and their different demands for varied skills sets in the workforce. The assumption that employers are looking for hard skills in employees is also questionable. In fact, there are a number of different skill clusters that employers seek, and each operates under different labour market conditions. For example, much of the discourse about the shortage of chefs assumes that one set of skills exists for those who cook; this article suggests that there are at least three different skills levels. The article ultimately argues that People 1st and those making training policy for the sector are often working from fl awed assumptions. They need to ask why so many fi rms are training avoiders, and to listen to a wider audience of stakeholders

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Section: Homogeneity and Heterogeneity In Hospitality Skills Setssupporting

confidence: 65%

The Right Answers to the Wrong Questions? Observations on Skill Development and Training in the United Kingdom's Hospitality Sector

Lashley¹

2009

Tourism and Hospitality Research

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“…Employees who show turnover behavior have low work ethics, low productivity and put less effort towards service delivery. Low pay, lack of career opportunities, poor management abilities and poor working environment may be the antecedents of turnover (Kusluvan et al, 2010;Haven-Tang & Jones, 2008). In organizational set up, if employees are not treated fairly, which is termed as organizational justice, it then also leads towards employees turnover (Cohen-Charash & Spector, 2001).…”

Section: Introductionmentioning

confidence: 99%

Impact of Organizational Justice on Turnover Intentions: Moderating Role of Job Embeddedness

Arif

2018

SJOM

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It is evident from the past research that employees who perceive the organizational policies as not just, the employees tend to leave the organizations and start their professional career in other organizations where they feel comfortable and organization policies as fair and just. Literature accords the moderate relationship of job embeddedness on turnover intentions. This study analyzed the moderate relationship of job embeddedness on turnover intentions and organizational justice in banking sector of Pakistan. Sample of study consists of 313 banking employees from different cadre. Regression Analysis was used to analyze the data. Results clearly indicate that job embeddedness do not moderate the relationship of turnover intentions and organizational justice. There is further need to explore the role of job embeddedness in other professional organizations. Implications for management and future directions are discussed.

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“…Poor management abilities, low pay, poor working conditions and lack of career opportunities may be among problems that exacerbate turnover (cf. Walmsley, ; Haven‐Tang and Jones, ; Kusluvan et al , ). With this realisation, tourism and hospitality managers need to retain a pool of frontline employees with the right calibre who can consistently deliver service quality and fill in the middle management level in the future (King et al , ).…”

Section: Introductionmentioning

confidence: 99%

Job Embeddedness as a Moderator of the Impact of Organisational Justice on Turnover Intentions: a Study in Iran

Karatepe

Shahriari

2012

Journal of Tourism Research

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The purpose of this study was to examine job embeddedness as a moderator of the effects of distributive, procedural and interactional justice on turnover intentions. This study also investigated the relationship between the aforementioned justice dimensions and turnover intentions. Data were gathered from a sample of full-time frontline hotel employees with a time lag of 2 weeks in Iran. The results demonstrated that the negative effects of distributive, procedural and interactional justice on turnover intentions were stronger among frontline employees with high levels of job embeddedness. The results further revealed that these justice dimensions had negative relationships with turnover intentions.

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Labour market and skills needs of the tourism and related sectors in Wales

Abstract: ABSTRACT

Cited by 29 publications

References 7 publications

The Right Answers to the Wrong Questions? Observations on Skill Development and Training in the United Kingdom's Hospitality Sector

The Right Answers to the Wrong Questions? Observations on Skill Development and Training in the United Kingdom's Hospitality Sector

Impact of Organizational Justice on Turnover Intentions: Moderating Role of Job Embeddedness

Job Embeddedness as a Moderator of the Impact of Organisational Justice on Turnover Intentions: a Study in Iran

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