The Role of Talent Management in the Management of Contemporary Hotels
Abstract
In the dynamic environment of the tourism industry, especially in hotel management, a properly implemented concept of talent management has a significant impact on attracting, hiring, developing, and maintaining outstanding, talented employees in order to develop long-term. The main goal of the article is to determine the role of talent management in the management of contemporary hotels. Based on numerous sources, the authors argue that the approach to talent management in hotels leads to more effective use of human resources and builds a competitive advantage. In the first part of the article, the authors explain the concepts of talent and talent management and highlight the importance of talent management in human resources management. The next part describes the special role of managers in the process of talent management in hotels. Next, the authors present the employment in the hotel industry in EU countries; in the last part of the article they indicate mistakes and challenges related to the talent management in the hotel industry.
Challenges in the field of talent management basically apply the entire process, managing the whole talent flow (entry, learning, development, compensation, analysis and evaluation, and exit). One of the biggest challenges in the field of talent management are attracting talented employees and positioning the organization (hotel) as a desirable employer and systematic building and updating the organization’s talent map, with an indication of the strengths and weaknesses of talented employees as well as the possibilities and limitations of their development.
References
Armstrong, M. (2011). Armstrong’s handbook of strategic human resource management. London: Sage.
Aston, C. & Morton, L. (2005). Managing talent for competitive advantage. Strategic HR Review, 4 (5), 28 –31.
Baron, A. & Armstrong, M. (2008). Zarządzanie kapitałem ludzkim. Uzyskiwanie wartości dodanej dzięki ludziom. Krakow: Oficyna Wolters Kluwer Business.
Barron, P. (2008). Education and talent management: Implications for the hospitality industry. International Journal of Contemporary Hospitality Management, 20 (7), 730–742.
Barron, P., Maxwell, G., Broadbridge, A., & Ogden, S. (2007). Careers in hospitality management: Generation Y’s experiences and perceptions. Journal of Hospitality and Tourism Management, 14 (2), 119–128.
Baum, T. (2008). Implications of hospitality and tourism labour markets for talent management strategies. International Journal of Contemporary Hospitality Management, 20 (7), 720–729.
Berger, L.A. & Berger, D.R. (2011). The talent management handbook: Creating a sustainable competitive advantage by selecting, developing, and promoting the best people. New York: McGraw-Hill.
Bersin & Associates. Research Bulletin 2009 study, Volume 4, Issue 38. Bieniok, H. (2008). Zarządzanie talentami jako źródło wiedzy i kompetencji w organizacji. In: A. Glińska-Neweś (ed.), Zarządzanie organizacjami w gospodarce opartej na wiedzy: zasobowe podstawy funkcjonowania i rozwoju organizacji. Toruń: Towarzystwo Naukowe Organizacji i Kierownictwa Stowarzyszenie Wyższej Użyteczności „Dom Organizatora”, 409–442.
Borkowska, S. (2005). Kilka refleksji tytułem wstępu. In: S. Borkowska (ed.), Zarządzanie talentami. Warsaw: IpiSS, 11–13.
Branham, L. (2005). The 7 hidden reasons employee leave: How to recognize the subtle signs and act before it’s too late. New York: AMACOM.
Bremen, J.M. & Sejen, M. (2012). Advancing total rewards and the employee value proposition. Workspan, 1, 57.
Brittain, S. (2007). How to manage key talent. People Management, 13 (12), 46–47.
Brownell, J. (2003). Applied research in managerial communication: The critical link between knowledge and practice. Cornell Hotel and Restaurant Administration Quarterly, 44 (2), 39–49.
Byham, W.C. (2001). Are leaders born or made? Workspan, 44.
Campos-Soria, J.A., Marchante-Mera, A., & Ropero-García, M.A. (2011). Patterns of occupational segregation by gender in the hospitality industry. International Journal of Hospitality Management, 30 (1), 91–102.
Cannon, J.A. & McGee, R. (2012). Zarządzanie talentami i planowanie ścieżek karier. Zestaw narzędzi. Warsaw: Wolters Kluwer Business.
Cappelli, P. & Keller, J.R. (2014). Talent management: conceptual approaches and practical challenges. Annual Review of Organizational Psychology and Organizational Behavior, 1, 305–331.
Casado, M. (2001). Theory of the effect of compensation on turnover in hospitality companies. Journal of Hospitality and Tourism Education, 13 (3/4), 28–33.
Cheese, P., Thomas, R.J. & Craig, E. (2008). The talent powered organization: Strategies for globalization, talent management, and high performance. London–Philadelphia: Emerald Group Publishing Limited.
Cuenllas, A. (2014). People development at the Rezidor Hotel Group: A case study of a successful approach to talent management. What do we understand by talent and talent management? Retrieved from: https://www.hospitalitynet.org/opinion/4066866.html (access: 27.05.2018)
Datta, D.K., Guthrie, P.J., & Wright, P.M. (2005). Human resource management and labor productivity: Does industry matter? Academy of Management Journal, 48 (1).
Davis, T., Cutt, M., Flynn, N., Mowl, P., & Orme, S. (2007). Talent assessment: A new strategy for talent management. Aldershot, U.K.: Gower.
Deloitte. (2013). Elastyczność i zmiana horyzontów. Trendy HR 2013. Retrieved from: http://www2.deloitte.com/content/dam/Deloitte/pl/Documents/ Reports/pl_Raport_trendyHR%202013_PL_1.pdf (access: 28.05.2018).
Długosz-Kurczabowa, K. (2003). Nowy słownik etymologiczny języka polskiego. Warsaw: Wydawnictwo Naukowe PWN.
Duncan, T., Scott, D.G., & Baum, T. (2013). The mobile of hospitality work: An expectation of issues and debates. Annals of Tourism Research, 41, 1–19.
Gilbert, D. & Guerrier, Y. (1997). UK hospitality managers past and present.
Service Industries Journal, 17 (1), 115–132.
Grobler, P.A. & Diedericks, J.C. (2009). Talent management: An empirical study of selected South African hotel groups. Southern African Business Review, 13 (3), 1–27.
GUS. Turystyka w Unii Europejskiej, Informacje sygnalizacyjne. (2018). Retrieved from: https://stat.gov.pl/obszary-tematyczne/kultura-turystykasport/turystyka/turystyka-w-unii-europejskiej,11,3.html (access: 23.05.2018).
Guthridge, M. & Komm, A.B. (2008). Why multinationals struggle to manage talent. The McKinsey Visions, SHRM, July–August: 5–6. Quarterly, 4, 10–13.
Guthridge, M., Komm, A.B., & Lawson, E. (2008). Making talent a strategic priority. The McKinsey Quarterly, 1, 49 –59.
Haas-Edesrheim, E. (2009). Przesłanie Druckera. Zarządzanie oparte na wiedzy. Warsaw: MT Biznes.
Heinen, J.S. & O’Neill, C. (2004). Managing talent to maximize performance. Employment Relations Today, 31 (2), 67–82.
Huselid, M.A., Jackson, S.E., & Schuler, R.S. (1997). Technical and strategic human resource management effectiveness as determinants of firm performance. Academy of Management Journal, 40 (1), 171–188.
Hussin Jose Hejase, Ale J. Hejase, Ghinwa Mikdashi & Zakaa Farhat Bazeih (2016), Talent Management Challenges: An Exploratory Assessment from Lebanon, International Journal of Business Management and Economic Research (IJBMER), Vol. 7(1), 504–520.
Jarosławska, A. (2011). Docenić talenty. Personel i Zarządzanie. Dodatek: Badania i raporty, 1, 32–33.
Jithendran, K.J. & Baum, T. (2000). Human resources development and sustainability – the case of Indian tourism. International Journal of Tourism Research, 2 (6), 403–421.
Kamil, B.A.M., Hamid, Z., Hashim, J., & Omar, A. (2011). A study of the implementation of talent management practices at Malaysian companies. Asian Journal of Business and Management Sciences, 1 (4), 147–162.
Kim, H.J., Shin, K.H., & Umbreit, W.T. (2007). Hotel job burnout: The role of personality characteristics. International Journal of Hospitality Management, 26 (2), 421–434.
Klimkiewicz, D. (2007, May). W poszukiwaniu talentów. Personel, 5, 38–39.
Knap-Stefaniuk, A. & Karna, W.J. (2017). Zarządzanie talentami jako wyzwanie w międzynarodowym zarządzaniu zasobami ludzkimi. Perspektywy Kultury, 16 (1).
Kwiecień, K. (2004). Zarządzanie talentami w międzynarodowych korporacjach. In: S. Borkowska (ed.), Zarządzanie talentami. Warsaw: IPiSS.
Lee-Ross, D. (2003). The quintessential relationship: Service predispositions and quality assurance. In: S. Kusluvan (ed.), Managing employee attitudes and behaviors in the tourism and hospitality industry. New York: Nova Publishers, 263–275.
Lewis, R.E. & Heckman, R.J. (2006). Talent management: A critical review. Human Resource Management Review, 16 (2), 139–154.
Listwan, T. (2010). Zarządzanie talentami – nowy nurt zarządzania kadrami w organizacjach. In: H. Jagoda & J. Lichtarski (eds.), Kierunki i dylematy rozwoju nauki i praktyki zarządzania przedsiębiorstwem. Wrocław: Wydawnictwo UE we Wrocławiu, 20–27.
Lolli, J. (2013). Perceptions of the importance and preparedness of interpersonal communication skills of the entry-level hospitality leader: Implications for hospitality educators. Journal of Teaching in Travel & Tourism, 13, 354–373.
Lolli, J.C. (2013). Interpersonal communication skills and the young hospitality leader: Are they prepared? International Journal of Hospitality Management, 32, 295–298.
Maliszewska, E. (2005). Zarządzanie talentami – rozważania praktyka. In: S. Borkowska (ed.), Zarządzanie talentami. Warszawa: IPSS.
Martin, W.B. (2006). Zarządzanie jakością obsługi w restauracjach i hotelach. Krakow: Oficyna Ekonomiczna.
Michaels, E., Handfield-Jones, H., & Axelrod, B. (2001). The war for talent. Boston, MA: Harvard Business School Press.
Nilsson, S. & Eilström, P.E. (2012). Employability and talent management: challenges for HRD practices. European Journal of Training and Development, 36 (1), 26–45.
O’Leary, S. & Deegan, J. (2005). Career progression of Irish tourism and hospitality management graduates. International Journal of Contemporary Hospitality Management, 17 (5), 421–432. https://doi.org/10.1108/09596110510604841
Pearce, A., Harney, B., Zupan, N., & Stalker, B. (2019). Global Entrepreneurial Talent Management challenges and opportunities for HRD. International Journal of HRD Practice, Policy and Research, Vol. 4, No 2, 5–8.
Połaska, M. (2009, January 28). Zarządzanie talentami – o modzie, błędach i roli menedżerów. Wywiad z Leszkiem Mellibrudą. Retrieved from: http:/www. abc.com.pl/?cmd=problem_wiecej,1086&serwis=4 (access: 24.05.2018).
Price, L. (1994). Poor personnel practice in the hotel and catering industry: Does it matter? Human Resource Management Journal, 4 (4), 44–62.
Riley, M. (2000). Human resource management: A guide to personal practice in the hotel and catering industries. Oxford: Butterworth-Heinemann Ltd.
Sosińska, N. (2008). Magia rozwoju talentów. Krakow: IFC Press.
Thom, N., Friedli, V., Moser, R., & Saxer, A. (2003). Retention management for high potentials. In: K. Schwuchow & J. Gutmann (eds.), Jahrbuch Personalentwicklung und Weiterbildung– Praxis und Perspektiven. Munich–Unterschleissheim.
Turner, R. & Sears Z. (2013). Travel and tourism as a driver of employment growth. In: J. Blanke & T. Chiesa (eds.), The Travel & Tourism Competitiveness Report 2013, Reducing Barriers to Economic Growth and Job Growth. Geneva: World Economic Forum.
World Travel & Tourism Council. (2014). Travel & tourism economic impact 2014. London.
Wójcik, P. (2017). Shortage of Talents – a Challenge for Modern Organizations. International Journal of Synergy and Research, Vol. 6, 123 –135.
Copyright (c) 2022 Perspectives on Culture
This work is licensed under a Creative Commons Attribution-NoDerivatives 4.0 International License.
Autor, zgłaszając swój artykuł, wyraża zgodę na korzystanie przez Wydawnictwo Uniwersystet Ignatianum z utworu na następujących polach eksploatacji:
- utrwalania utworu w formie papierowej, a także na nośniku cyfrowym lub magnetycznym;
- zwielokrotnienia utworu dowolną techniką, bez ograniczenia ilości wydań i liczby egzemplarzy;
- rozpowszechniania utworu i jego zwielokrotnionych egzemplarzy na jakimkolwiek nośniku, w tym wprowadzenia do obrotu, sprzedaży, użyczenia, najmu;
- wprowadzenia utworu do pamięci komputera;
- rozpowszechniania utworu w sieciach informatycznych, w tym w sieci Internet;
- publicznego wykonania, wystawienia, wyświetlenia, odtworzenia oraz nadawania i reemitowania, a także publicznego udostępniania utworu w taki sposób, aby każdy mógł mieć do niego dostęp w miejscu i czasie przez siebie wybranym.
Wydawca zobowiązuje się szanować osobiste prawa autorskie do utworu.