Talent Management in the Tourism and Hospitality Industry: Evidence from Iran

Abstract

This study investigates the notion of talent in the tourism and hospitality (TH) industry, proposing a comprehensive talent management (TM) model that is specific to this industry. This study primarily explores the notion of talent, TM, and the importance of these in the industry. A mixed method approach (qualitative and quantitative) was used to fulfill the research objectives. Qualitative content analysis was used to address interview responses from a panel of experts and a survey method was applied to collect data from a wider industry population through questionnaires. The data collected were analyzed in SPSS and LISREL.Based on the findings, a model is proposed for talent definition in the Iranian TH industry.

Talent management related concepts and debates in container shipping industry by an emerging market perspective

“…In the business management literature, there is no unanimous definition of talent exists (Thunnissen et al, 2013a , p.1754; Thunnissen et al, 2013b , p.327; McDonnell et al, 2017 , p.109; Golubovskaya et al, 2019 , p.4109; Harsch and Festing, 2020 , p.45). When firms’ perceptions on the meaning and scope of talent are examined, it is observed that their considerations on this issue are shaped and varied according to their own organizational dynamics, inherently, this situation makes it difficult to develop a de facto definition (Iles et al, 2010 , p.180; Tansley, 2011 , p.266; Latukha, 2015 , p.1061; Chung and D’Annunzio-Green, 2018 , p.104; Bagheri et al, 2020 , p.88). Yet, there are some important attempts regarding to the characterization of the talent phenomenon (see Table 2 in Appendix 1 ).…”

“…Efforts to create a general definition of talent management will be futile, because each business creates the scope and meaning of talent according to its own dynamics, and naturally their understanding and approach to talent management also differ. As a result of this fact, trying to form common expressions in an area where subjectivity is so intense can be considered as an almost impossible action (Burbach and Royle, 2010 , p.415; McDonnell et al, 2011 , p.178; Jones et al, 2012 , p.402; Pandita and Ray, 2018 , p.187; Bagheri et al, 2020 , p.88). Nevertheless, there are important attempts of academic researchers related with the definition of talent management (see Table 3 in Appendix 2 ), which can be sufficiently suited to the academic need to stimulate theory development while reflecting the interests of practitioners (Garrow and Hirsh, 2008 , p.390; Thunnissen et al, 2013a , p.1749–1750; Cappelli and Keller, 2014 , p.307; Tafti et al, 2017 , p.16).…”

“… Avedon and Scholes ( 2010 : 75) Talent alludes to significant individuals and groups with the key competencies that facilitate to reach short and long-term objectives of a company. Bagheri et al ( 2020 : 89) Talent refers to three distinct logic: a) capabilities and unique contributions of an individual; b) a significant employee; c) a definite and featured group in a company. Beechler and Woodward ( 2009 : 274); McDonnell et al ( 2011 :178) Talent is the total output of an employee’s KSAs, capabilities and his/her ability to learn and develop.…”

“…These are; what the talent is, who is considered to be talent and what does talent management mean. Answering these questions will enable organizations to perceive the components of the system they want to establish on the basis of talent and to shape their procedures and processes accordingly (Bagheri et al, 2020 , p.88). More specifically, according to Tansley ( 2011 ), a working definition of talent and talent management is necessary for sound talent management policies and practices shared in the organization, and structuring these definitions is vital for talent development professionals to be able to design and plan talent oriented training and development programs.…”

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

“…As a short-term solution, some have employed migrant labour; however, this impacts upon organisational sustainability (Marinakou and Giousmpasoglou, 2019). It has therefore been suggested that the sectors need to invest in nurturing and managing talent, which will strengthen their image as an employer of choice to overcome key challenges such as service inefficiency and labour deficits (Bagheri et al , 2020).…”