Index
Sjoerd Gehrels
(Stenden Hotel Management School, The Netherlands)
Employer Branding for the Hospitality and Tourism Industry: Finding and Keeping Talent
ISBN: 978-1-78973-070-8, eISBN: 978-1-78973-069-2
Publication date: 10 July 2019
This content is currently only available as a PDF
Citation
Gehrels, S. (2019), "Index", Employer Branding for the Hospitality and Tourism Industry: Finding and Keeping Talent, Emerald Publishing Limited, Leeds, pp. 189-196. https://doi.org/10.1108/978-1-78973-069-220191016
Publisher
:Emerald Publishing Limited
Copyright © 2019 by Emerald Publishing Limited
INDEX
Absorption
, 21
Accor Hotels
, 35, 40, 56
Accountability
, 50, 71
Achievement
, 22, 88
cooperative
, 78
employee
, 164–165, 167
good
, 48
Act Partners (2015)
, 64
Advertisements
, 145
Advertising
positions
, 99–100
on recruitment sites
, 145
Altruistic hospitality
, 45
Alumni importance in employer branding
, 28–29
Ambitions
, 129
form
, 130
inventory
, 131
Amsterdam hotel
, 94–97
Appreciation
, 8, 11, 38, 48, 90, 117, 137, 158
Associate degree
, 131, 134
Attention, interest, desire and action (AIDA)
, 100
Attitude
, 62–63
Authenticity
, 50
Bangkok hotel
, 94–95
Behaviour
, 8–9, 62–63
Benchmarking exercise
, 162–164
Best Employers
, 115–116
Best Workplaces
, 119–122
election
, 27
Bottom limit in scores
, 119
Brand
assessment
, 64–65
development
, 63–64
name
, 114
strategy effectiveness
, 68–69
Bureaucracy
, 96
Camaraderie
, 22, 117, 120
Candidate
enthusiastic
, 100–101
initiated activities
, 145
initiated online applications
, 145
Career
prospects
, 114
website analysis
, 165–166
CareerBliss (employee review site)
, 159
Chief executive officer (CEO)
, 25
Clarity
, 7, 131
Co-creation
, 78
initiative
, 63–64
Coding
diagram
, 162–163
process
, 162
Colleagues/co-workers
, 93–94
Collectivism
, 88, 91–92
Collegiality
, 48
Commercial
, 46
Communication
, 63–64, 108
channels
, 93
employer profile online
, 158–159
and information
, 68
through social media
, 160
Company
website
, 158
websites
, 145
well-being principles
, 53–54
Comparably (employee review site)
, 159
Compensation
, 114
and job security
, 67
Competence
, 21
in education or training programme
, 139–141
Conditional hospitality
, 45
Consistency
, 7
Consumer market
, 62–63
Corporate
culture
, 114
management of Pegasus Hotel
, 105
responsibility
, 62–63
Costs and benefits
, 136
Courage
, 50
Credibility
, 120
Criteria GPTW® Best Workplaces
, 119–121
Cross-cultural management
, 87–88
CSR
, 31, 34, 115
components
, 32
examples in industry
, 38–41
strategies
, 33
Culture
, 68
audit
, 120–121
Dutch culture
, 95–96
Netherlands
, 91–92
and relationships
, 119
teamwork
, 72–73
workplace
, 124
of workplace
, 124
Culture influencing employer branding
alignment of employees’ perceptions with employer intentions
, 94–95
comparisons
, 89–91
culture analysis concept
, 86
culture differences and hofstede
, 87–89
employees’ employer brand perception and cultural differences
, 95–96
employer branding
, 86
individual employee cultural differences and case study
, 93–94
Netherlands and Thailand
, 91–92
suggestions for hotels
, 96–97
Customer
, 64–65
insights
, 64–65
intimacy
, 66
relation management-loyalty
, 64–65
Decision making process
, 77
Dedication
, 21
Demand side of labour
, 148–149
Development
opportunities
, 67
value
, 114
Discretionary component
, 32
Distance learning
, 138
Diversity
, 114
Diversity
, 35, 38
diverse workforce
, 70
management
, 70–72
strategy implementation
, 61
DiversityInc (2017)
, 71
Dutch culture
, 95–96
E-learning
, 138
Economic
benefits for consumer
, 19
component
, 32
factor
, 114
value
, 114
Education
, 78
level in industry
, 132–133
needs for hospitality and tourism industry
, 137–138
and training
, 127–129
and training in employer branding
, 141
and work
, 133–134
Emotion(al)
, 58–59
benefits for consumer
, 19
employment
, 114
Employability
, 135–137
Employee value proposition (EVP)
, 101–103, 162
in Pegasus Hotel
, 103–106
Employee(s)
, 64–65, 78–79, 85, 102, 115, 125
career opportunities
, 76
challenges
, 22
development
, 76, 128
employer brand perception and cultural differences
, 95–96
empowerment
, 114
engagement
, 11
happiness in work
, 48
internal branding
, 78–79
organisation identity and branding
, 77
organisational structure of Sanctuary Hotel
, 76
perceptions with employer intentions
, 94–95
phases of implementing internal branding at Sanctuary Hotel
, 82–84
referrals
, 148
research
, 25
self-management
, 128
of SMEs
, 148
stock ownership plans
, 101
talent management and phases of life
, 79–80
Employer branding (EB)
, 1–2, 18–20, 31, 66, 77, 85–86, 101–103
advantages
, 4–5
alumni importance in
, 28–29
approach
, 3–4
associations
, 24–25
components, effects and results of implementing
, 10
equity
, 18
examples in hospitality and tourism industry
, 13–15
in hospitality and tourism industry
, 26–28
identity
, 66
image
, 157
impact
, 24–26
implementing in hospitality and tourism industry
, 11–13
importance
, 5–6
interviewees
, 107–108
loyalty
, 25
management
, 20–22
micro-managing
, 23–24
origins
, 17–18
in Pegasus Hotel
, 103–105
process and involvement in
, 6–7
profile
, 162
steps in
, 7–10, 12
strategies
, 66
stronger employee engagement
, 11
Employers
, 79, 129
of choice
, 86
employees’ perceptions with employer intentions
, 94–95
employer-employee relationship
, 91–92
sustainability programme
, 69–70
Employment
, (see also Recruitment), 85
brand
, 61
in SMEs
, 143
Empowerment
, 50
employee
, 114
Enthusiasm
, 21
Enthusiastic and motivated team
, 102
Entrepreneur-consultant
, 132
Entrepreneurs
, 52–53
Entrepreneurship
, 63–64, 68
Equity
, 22
Ethical component
, 32
European Economic Area (EEA)
, 147
European regional directors
, 61
European Works Council (EWC)
, 147
Exceptional work environment
, 119
External brand
, 62
External factor
, 101
External market share
, 72–73
External organisations
, 145
Facebook
, 93, 158, 160, 162, 164, 166
employer profile analysis
, 164
Femininity
, 88, 92
Financial aspects
, 79
Financial stability
, 110
Flexibility
, 10, 72, 79–80, 83–84, 107, 122, 128
organisational
, 70
PHR
, 62
of SMEs
, 147
Forgiveness
, 50–51
Front-line employees
, 4
Function-oriented and focussing on workplace
, 140
Functional benefits for consumer
, 19
Functional factor
, 114
General manager (GM)
, 11–12
Generation management and awareness
, 80
Generation Z (Gen Z)
, 15
Generation/life-conscious policies and flexibility
, 83–84
Gig economy
, 27
Glassdoor (employee review site)
, 159
Global economy
, 85
Global sustainability programme
, 69–70
Globalisation
, 38, 87
Good achievements
, 48
Good employer branding
, 115–116, 140
Good employment practices
, 113
Google
, 17
Google+
, 158, 160
Great Place to Work® (GPTW)
, 17, 113–114, 117–118
criteria GPTW® best workplaces
, 119–121
examples of GPTW and employees’ narratives
, 121–124
good employer branding
, 115–116
investors in people
, 124–125
OCB and psychological contract
, 116–117
trust
, 118–119
trust index and culture audit
, 121
universal values
, 120
Green HRM
, 36
Happy and committed employees
, 47
Hofstede
, 87–89
Honesty
, 8, 120
Hospitableness in HRM
, 43–44, 46–48, 63–64
example from industry
, 56–57
example from practice
, 49–50
H&H
, 44–46
inner work–life balance
, 58–59
negative cases
, 57–58
practices of hospitableness in HRM
, 54–55
servant leadership in HRM
, 50–51
vision on HRM in hospitality and tourism industry
, 51–54
Hospitality
, 1–3, 45, 62, 67, 86
EB in
, 26–28
enlightened hospitality principles
, 52
examples of EB in
, 13–15
implementing EB in
, 11–13
sustainability in
, 33–35
vision on HRM
, 51–54
word cloud
, 47
Hospitality and hospitableness (H&H)
, 43–46
Hospitality and tourism industry
, 99–100, 106
employability of employees in
, 135–136
segment
, 127
Hospitality and tourism management
, 140
Hospitality Training Association (2011)
, 96
Hospitia
, 44
Hôtel-Dieu
, 44
Hotels
, (see also Pegasus hotel; Sanctuary Hotel)
Accor Hotels
, 35, 40, 56
Amsterdam hotel
, 94–97
Bangkok hotel
, 94–95
Hyatt Hotels
, 56
real estate investment market
, 62–63
suggestions for
, 96–97
Human capital
, 2, 127
companies’ capacity to developing employees
, 134–135
competences in education or training programme
, 139–141
connection education and work
, 133–134
education and training key to success
, 127–129
education level in industry
, 132–133
education needs for hospitality and tourism industry
, 137–138
employability
, 135–137
training and development financing
, 129–130
value of formal diplomas and degrees
, 130–132
Human resource management (HRM)
, (see also Sustainable human resources management (SHRM)), 31, 148
in hospitality and tourism industry
, 21
Human resources (HR)
marketing
, 3–4
practices in SMEs
, 147–149
Human-oriented CSRs
, 32
Humility
, 50
Hyatt Hotels
, 56
Hygiene factors
, 8
Inclusion
, 35, 38, 40
Indeed (employee review site)
, 159
Indirect recruitment activities
, 145
Individual employee cultural differences and case study
, 93–94
Individual management team members
, 83
Individualism
, 88, 91–92
Indulgence
, 88–89, 92
Inner work–life balance
, 58–59
Instagram
, 158, 160–161
Intangible association employment
, 114
Integrated brand model
, 19–20
Intercontinental Hotel Group (IHG)
, 3–4
Internal branding
, 62, 78–79
phases of implementing internal branding at Sanctuary Hotel
, 82–84
Internal communication
, 75
Internal factor
, 101
Internal–external brand alignment
, 66–67
Internet for recruitment
, 144
Investors in People model (IiP model)
, 113, 115, 124–125
Job
characteristics
, 93–94
description
, 79
profile
, 114
rotation
, 136
satisfaction
, 22
security
, 110, 114
yield
, 72–73
JobAdvisor (employee review site)
, 159
Kununu (job review and listings site)
, 159
Labour and skills shortages
, 2
Labour market
, 62–63, 107
Landal GreenParks
, 41
Leadership
, 80
and management style
, 68, 93–95
by senior management
, 54
Learning
building
, 131
and development
, 68
lifelong
, 127
Life values
, 101
LinkedIn
, 93, 158–162, 164, 166
employer profile analysis
, 165
Lominger Competency model
, 64
Long-term orientation
, 88, 92
Long-term prospects
, 110
Long-term recruitment
, 160
LookBeforeYouLeap (employee review site)
, 159
Loyalty effect
, 10
Management
, 104
commitment to diversity
, 71–72
layer
, 75
life phases and generations
, 80
team members
, 82–83
Manpower Services (2009)
, 67
Market competitive
, 67
Masculinity
, 88, 92
Measurability
, 78
Medium-term orientation
, 88–89
Micro-managing
, 23–24
Middle management layer
, 75
Millennial generation
, 158
Monochronic cultures
, 90
Motivation
, 59, 63–64
person’s motivational drivers
, 101
two-factor motivation theory
, 8
Natural enjoyment
, 63
Netherlands
, 95
cultures
, 91–92
Networking
, 145
Non-management
, 104
Non-verbal communication
, 90
Offline events
, 161
Online
marketing
, 140
networking
, 145
profile consistency
, 166
Open bar
, 23–24
Operational management
, 83–84
Operations layer
, 75
Opportunity EVP attribute
, 68
Organisation(al)
culture
, 93–94, 115
factor
, 114
identity and branding
, 77
Organisational citizenship behaviours (OCB)
, 32
and psychological contract
, 116–117
Overall economy (OE)
, 2
Passion, working with
, 48
‘Passionately Hospitable’
, 65–66, 68–69
Pegasus hotel
career opportunities
, 109
case study research
, 108
employer branding and EVP
, 101–103, 103–106
hospitality and tourism industry
, 110
recognising and retaining talent
, 100–101
recruiting employees and recognising talent
, 106–108
Pelican brand
, 63–64
Pelican Hotels & Resorts (PHR)
, 36
background and profile
, 61–63
brand strategy effectiveness
, 68–69
deal with
, 67–68
diversity stand
, 69–71
employer–provider–investment of choice model
, 63
further developing brand
, 63–64
internal–external brand alignment
, 66–67
management commitment to diversity
, 71–72
next phase
, 64–66
teamwork culture
, 72–73
People
, 162
Perceptions
, 59
Performance
management
, 79
performance-based compensation strategy
, 67
Personal Budget Sustainable Employability
, 122
Personal development plans (PDPs)
, 27
Physical environment and atmosphere
, 93–94
Physical well-being
, 48
Place
, 162
Power distance
, 87–88
Price
, 162
Pride
, 117, 120
Product
, 162
Professional service firms
, 20–21
Promotion rates
, 72–73
Psychological benefits for consumer
, 19
Psychological contract, OCB and
, 116–117
Psychological factor
, 114
Psychological perspective
, 35
Public relations
, 64–65
Quality and service
, 63–64
levels
, 65–66
Quality mark
, 113
Quality of management
, 67
Ratemyemployer (employee review site)
, 159
Rational decision-making model
, 145–146
Rational employment
, 114
Recognition
, 114
and retaining talent
, 100–101
talent
, 106–108
Recruitment
, (see also Employment), 144–146
advertising
, 20
employees and recognising talent
, 106–108
events
, 145
and selection process
, 99
sources
, 144
strategy
, 72–73
Relationship-oriented cultures
, 89
Reputation
, 114
Respect
, 120
and recognition
, 67
Responsibilities
, 78
Restraint
, 88–89, 92
Routledge Handbook of Hospitality Studies, The
, 43
Salary and benefits package
, 93–95
Sanctuary Hotel
, 75
employer brand
, 75
organisational structure
, 76
phases of implementing internal branding at
, 82–84
Self-esteem
, 91–92, 95
Self-management
, 95
Servant leadership in HRM
, 50–51
Service
, 50
setting concept
, 66
‘Servicescape’ concept
, 66
70–20–10 principle
, 128–129
Shared rewards
, 78
Short-term orientation
, 88, 92
Skills
, 62–63
inventories
, 72–73
Small-and medium-sized businesses (SMEs)
, 3, 143
attracting qualified employees
, 143–144
case study of
, 149
characteristics
, 146–147
Facebook usage in
, 144
HR practices in
, 147–149
recommendations for
, 154–155
recruitment
, 144–146
representatives interviews
, 152
results expert-interviews
, 150–151
Snapchat
, 158, 161
Social media
, 157, 160–162
benchmarking exercise
, 162–164
career website analysis
, 165–166
communicating employer profile online
, 158–159
employer branding through
, 157–158
Facebook employer profile analysis
, 164
LinkedIn employer profile analysis
, 165
online profile consistency
, 166
recruitment
, 159–160
results
, 164
total online employer profile scores
, 167
Social networking sites (SNS)
, 158
Social value
, 114
Social-work status
, 89
Sociological perspective
, 36
Sodexo Alumni Community
, 28
Soft employment
, (see Emotional employment)
Stakeholders
, 127
Standard Operating Procedures (SOPs)
, 69
Stewardship
, 50–51
Strategic perspective
, 36
Study fund
, 129
Supportive workmates
, 114
Sustainability
, 31–33
diversity and inclusion
, 38
examples of CSR in industry
, 38–41
in hospitality and tourism industry
, 33–35
SHRM
, 31, 35–38
Sustainable human resources management (SHRM)
, 31, 35–38
perspectives
, 36–39
strategies
, 85
Talent
cycle
, 107
finding and keeping
, 22–23
management
, 20–22, 79–80
market competition
, 105
Tangible association employment
, 114
Teamwork
culture
, 72–73
environment
, 67
Technology
, 128
Thailand, cultures
, 91–92
TheJobCrowd (employee review site)
, 159
Tourism
, 62
management graduate programme
, 67
Tourism industry
, 1–3, 86
EB in
, 26–28
examples of EB in
, 13–15
implementing EB in
, 11–13
model
, 45
sustainability in
, 33–35
vision on HRM
, 51–54
Training
, 114
and development financing
, 129–130
policy
, 128
Transaction-oriented cultures
, 89
Transferable skills and knowledge
, 140
Transparency
, 119
Trust
, 48, 63–64, 118–119
Index
, 121
and respect in workplace
, 120
Twitter
, 158, 160, 162
Two-factor motivation theory
, 8
Uncertainty avoidance
, 88, 92
Unconditional hospitality
, 45
V Hotel in Blackpool
, 23–24
Value
, 46, 114
of formal diplomas and degrees
, 130–132
proposition
, 12–13
value-in-exchange
, 102
Value of formal diplomas and degrees
, 130–132
Values, life
, 101
Vault (employee review site)
, 159
Vision on HRM in hospitality and tourism industry
, 51–54
Vitality
, 21
‘War for talent’
, 4, 66
Web-based recruitment sources
, 144
Welcoming
, 46
employees
, 46–47
WhatsApp
, 158
Work
, 79
education and
, 133–134
environment
, 119
groups/committees
, 83
Workforce turnover
, 157
Working climate
, 79
Workplace abuse
, (see Workplace bullying)
Workplace bullying
, 57
Workplace culture
, 124
Workplace harassment
, (see Workplace bullying)
Yelp (employee review site)
, 159
YouTube
, 160
- Prelims
- Chapter 1 Introducing Employer Branding: Potential for the Hospitality and Tourism Industry
- Chapter 2 Employer Branding – A Historical Perspective
- Chapter 3 Sustainability and Employer Branding
- Chapter 4 Hospitableness in Human Resources Management
- Chapter 5 Pelican Hotels & Resorts’ Considerations for the Future
- Chapter 6 Employees as the Brand: Internal Marketing at the Sanctuary Hotel
- Chapter 7 Culture Influencing Employer Branding
- Chapter 8 Developing Employer Branding in Pegasus Hotel
- Chapter 9 Great Place to Work®
- Chapter 10 Human Capital a Reality Check
- Chapter 11 SMEs and Finding Well-educated Candidates
- Chapter 12 Employer Branding Through Social Media and Websites
- References
- Index