Search results

This paper presents a framework for understanding HRM: traditional HRM; integrative HRM; strategic HRM; and universal HRM. It suggests that empirical support for universal HRM is growing. It also presents a case study of one hospitality organization’s “universal” approach to human resource management – Intrawest in British Columbia, Canada. “Best practices” include establishing a service‐oriented culture, building a strong capital base, motivating employees, and providing employees with the opportunity to contribute. However, issues related to the level of employee commitment and organizational life cycle are raised. The paper argues that future research should focus on the applicability of universal HRM for the hospitality industry as well as processes and measures for helping managers demonstrate the impact of their HR practices.

Purpose: This chapter considers talent management in ‘situ’, at a time of unprecedented disruption, and identifies implications for practice and study.

Methodology/approach: We compare normative advice from the talent management literature with publicly available accounts of talent management strategies employed during the Covid-19 pandemic. We also include perceptions of employees from publicly available reviews (Glassdoor, 2020a), and a brief personal account.

Findings: Hospitality and tourism organisations are encountering unprecedented pressures for change, primarily due to Covid-19 as well as the sustainability and social justice movements. We identify three organisational responses to the pandemic – closing/contracting operations, consolidating around areas of strength, and creatively pivoting in new directions. Innovations in talent management were found to vary accordingly, including: humane downsizing and pay cuts; training and development (for managers and front-line employees, including in emotional intelligence, resilience, and delivering service excellence online); new talent acquisition, through new programmes, structures, roles, and partnerships; an enhanced employee value proposition, including safe and fun work environments, as well as improved pay and benefits; commitments to social equity and sustainability; courageous, creative, and resilient leadership; and effective communication. Despite these innovations, employee reviews suggest that top performing organisations continue to fall short on work–life balance, un-social working hours, inadequate compensation, and poor-quality managers.

Practical implications: Ever increasing business complexity requires skilled senior managers in multiple domains, and empowered, decentralised unit-level managerial and owner competence (with skills in emotional intelligence, collaboration, and negotiation). Front-line employees, capable of delivering excellence in customer service (despite disrupted circumstances), are more essential than ever. Successful enterprises, both now and in the future, will undoubtedly be those that prioritise talent, throughout all levels of organisation.

Research limitations/implications: Future research should undertake a more comprehensive investigation of talent management strategies employed (including from small business owners), as well as employee perceptions of their effectiveness (considering socio-economic differences as well as gender and race). Research is also needed with respect to the perceived value of organisational commitments to sustainability and social justice initiatives.

Originality/value: This chapter uniquely considers talent management at a time of crisis. Methodologically, it uses publicly available data of employee perceptions of their employers.

The purpose of this article is to clarify what is meant by talent management and why it is important (particularly with respect to its affect on employee recruitment, retention and engagement), as well as to identify factors that are critical to its effective implementation.

This article is based on a review of the academic and popular talent management literatures.

Talent management is an espoused and enacted commitment to implementing an integrated, strategic and technology enabled approach to human resource management (HRM). This commitment stems in part from the widely shared belief that human resources are the organization's primary source of competitive advantage; an essential asset that is becoming in increasingly short supply. The benefits of an effectively implemented talent management strategy include improved employee recruitment and retention rates, and enhanced employee engagement. These outcomes in turn have been associated with improved operational and financial performance. The external and internal drivers and restraints for talent management are many. Of particular importance is senior management understanding and commitment.

Hospitality organizations interested in implementing a talent management strategy would be well advised to: define what is meant by talent management; ensure CEO commitment; align talent management with the strategic goals of the organization; establish talent assessment, data management and analysis systems; ensure clear line management accountability; and conduct an audit of all HRM practices in relation to evidence‐based best practices.

This article will be of value to anyone seeking to better understand talent management or to improve employee recruitment, retention and engagement.

The purpose of this paper is to discuss how corporate philanthropy influences channel behaviour in the context of food security.

The authors chose an exploratory case-study design to guide the investigation, based on Yin’s (1994) argument that case studies are the preferred strategy when “how” or “why” questions are being posed, and when the focus is on a modern phenomenon within a real-life context. A survey study was focused on formal interviews onsite where product development and marketing occurred.

It is known that the concepts of power and dependency are central to channel relationships. In food distribution, it has been argued that food distributors hold more power than food processors due to end-user proximity (Ruyter et al., 1996). For corporate altruism acts to have an impact when generated by functions other than distribution and retailing, one can only argue that channel members would require a significant number of antecedents to be successful. In Campbell’s case, as shown in Table I, many became enabling to a successful outcome while others arguably made the project more challenging.

With food security, the authors would need to consider other relationships within the marketing channel. The macro-environment of the marketing channel could also be incorporated in a future study. This study also does not compare other campaigns related to a similar product. In fact, it is believed that Nourish is unique in that it is the first ready-to-eat, ready-to-ship food product which was developed with the intent to serve the greater good.

Philanthropic acts by one company can influence other channel members when intent is driven by clear altruistic and politically strategic motives, and reflects individualistic and paternalistic attitudes. Campbell’s was paternalistic but attempted to serve many causes at once. Committing to only one cause in the future may help consolidate resources and corporate energy around one single cause.

Corporate philanthropy describes the action when a corporation voluntarily donates a portion of its resources to a societal cause. Nourish’s case is different in that it is not just a linear transactional gift between a corporation and an organization actively involved in the cause. The project relies on the active participation of other channel members, including consumers, to support the campaign led by Campbell’s. It was a form of an extendable altruistic venture which allowed all channel members to contribute to the cause.

Food processors that want to address the issue of food security or any other societal causes, domestically or abroad, will not cease. The challenge for food processors lies in the functional nature of their role within marketing channels. Since they do not transact with consumers directly, they depend on distributors and retailers to relay their philanthropic convictions to consumers. Based on the Nourish case, this study set out a series of antecedents which would support similar initiatives.

This paper aims to unpack how small and medium-sized enterprises (SMEs) can operationalise coopetition in talent management, addressing ongoing talent shortages in the hospitality industry which were intensified during the Covid-19 pandemic.

This conceptual paper draws from literature on coopetition and talent management in SMEs. Specifically, the authors take an interorganisational talent pool lens and develop a framework following the principles of open-systems theory.

The authors find that the traditional use of talent pools is often impractical for SMEs because of a lack of resources and capabilities. Instead, interorganisational talent pools, through coopetition in talent management, can aid these firms to address talent shortages. The authors identify potential for SME coopetition at various stages, including attraction, development and retention of talent.

Coopetition in talent management can aid industries in establishing market-thickening pipelines. Through co-attracting, co-developing and co-retaining talent, SMEs can create interorganisational talent pools. To develop talent management coopetition, a set of prerequisites, catalysts and potential inhibitors must be analysed and managed.

This paper moves the talent management debate beyond competition for talent, introducing coopetition as a viable alternative. Taking an open-systems perspective, the authors develop an integrative framework for coopetition in talent management in SMEs encompassing input, process and output components. The authors reveal the dynamic and complex nature of this coopetition process, highlighting the essential role of coopetition context and illustrating open-system principles.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Term. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

The purpose of this paper is to provide knowledge on barriers to preventive action on early childhood overweight in non-western migrant families. It investigates the underlying understandings of the parental role in relation to weight control present in health-care professionals and in families.

The study is based on qualitative interviews with parents who are engaged in interventions aimed at helping them and their children to adopt a healthier life style, and on interviews with health-care professionals.

This study shows that the participating parents, all low SES and living under different forms of insecurity, perceived their parental task for the present as creating well-being for their children, and they were, therefore, reluctant to enforce dietary changes. The health-care professionals, in contrast, considered the need for change through a perspective on future risks.

The results are based on a rather small sample and the link between insecurity, family dynamics and health practice needs further research.

The participating parents represented a group that is rarely included in scientific research and the study, therefore, contributes valuable knowledge on health behavior in ethnic minority families. The empirical analysis provides new insights for health professionals regarding the suitability of the universal model of parental feeding styles. It illuminates the implications of implicitly applying this model in health interventions which involve vulnerable categories of parents such as refugees to western societies.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

This study seeks to further an understanding of taxpayer characteristics. The study presents a multidimensional tax locus of control (LOC) instrument developed from the starting point of a validated LOC instrument from the health-care field. Data collected using the instrument indicate that older taxpayers are more likely to have an external LOC in tax situations, indicated by a greater propensity to defer decision-making to a tax professional, defined as a “powerful other.” As the U.S. population is aging, this information may be helpful to tax practitioners when advising older clients on tax issues and researchers exploring issues related to aging. An additional finding is that taxpayers with more business exposure are less likely to defer to a tax professional. Gender and education play roles in an individual's internal tax LOC (TaxLOC) beliefs.