Thomas N. Garavan, Corina Sheerin, Serge Koukpaki, Fergal O'Brien, Rola Chami-Malaeb, Cliodhna MacKenzie and Joan Buckley
The purpose of this longitudinal study is to qualitatively investigate the role of the general managers (GMs) and senior managers (SMs) in strategic talent management (STM) in…
Abstract
Purpose
The purpose of this longitudinal study is to qualitatively investigate the role of the general managers (GMs) and senior managers (SMs) in strategic talent management (STM) in hotels during COVID-19. Using upper echelon theory and the dynamic attention-based view, this paper explores the role of upper echelon theory cognitive characteristics (orientation towards STM and decision-making approach) and three dynamic attention-based view attention dimensions (communication, resource attention to the HR function and new configurations of STM) in influencing STM.
Design/methodology/approach
This study uses semi-structured interviews with hotel GMs and SMs at two time points over the duration of COVID-19 in six hotels (family-owned, boutique and international hotel chain) located in Ireland, the UK, Germany, Singapore and India.
Findings
The findings of this study reveal that GMs and SMs across the different hotels differed in their orientation towards STM and their decision-making approaches and this influenced cognitive and resource attention to STM. GMs and SMs remained cognitively attentive to STM through their communications around STM, and they revealed resource attention through resources to the HR function and new configurations of STM practices during COVID-19. The authors identify three distinct configurations of STM practices in operation in hotels during COVID-19.
Practical implications
This study’s findings reveal important practice implications in that GMs and SMs have a key role to play in the implementation of STM and the need to reconfigure how STM is undertaken during the crisis. This contrasts with the more espoused role suggested for these talent actors in the literature.
Originality/value
The authors used a longitudinal qualitative research design to surface the dynamic role of GMs’ and SMs’ cognitive and resource attention to STM in hotels during COVID-19 and the key role that orientation towards STM and decision-making approach affected both cognitive and resource attention dimensions.
Details
Keywords
Clíodhna MacKenzie, Alma McCarthy, Michael Morley and Thomas Garavan
Peter Holland, Timothy Bartram, Thomas Garavan and Kirsteen Grant
Melrona Kirrane, Steven Kilroy and Clíodhna O’Connor
Managers exert considerable effort to foster employee engagement given its positive organisational consequences. However abusive supervision, not uncommon in the organisational…
Abstract
Purpose
Managers exert considerable effort to foster employee engagement given its positive organisational consequences. However abusive supervision, not uncommon in the organisational context, is said to damage hard-won gains in this arena. The purpose of this paper is to explore how the deleterious effects of abusive supervision on engagement can be attenuated. Specifically, the paper examines the moderating role of team psychological empowerment (TPE) in the negative relationship between abusive supervision and engagement.
Design/methodology/approach
The paper employs survey data from a diverse sample of 191 employees.
Findings
Abusive supervision is negatively associated with employee engagement. TPE moderates the negative relationship between abusive supervision and engagement (vigour and dedication components).
Research limitations/implications
The use of self-report measures in this cross-sectional study limits the generalisability of the findings and inferences of causality. Future studies should replicate this investigation among intact teams.
Practical implications
Interventions designed to build team effective team dynamics are accessible and fruitful approaches managers can use to counteract the destructive effects of abusive supervision.
Originality/value
Managers need to have multiple routes to address the challenges raised by prevalent abusive supervision. The study highlights that working to enhance team dynamics is a cogent strategy to deal with this destructive feature of many organisational contexts.