Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Labor shortage: a critical reflection and a call for industry-academia collaboration

Labor shortage: a critical reflection and a call for industry-academia collaboration This critical reflection aims to initiate an engaging dialogue about the labor shortage challenge facing the hospitality and tourism (H&T) industry. This paper discusses RQ1. Will the worsening labor shortage challenge improve in the short term? RQ2. How can industry professionals and academic leaders/professors work together to address the labor shortage issue? RQ3. How can academic research help address such a challenge?Design/methodology/approachRQ1 was answered with three propositions in a critical reflection of relevant news updates, industrial/market reports and carefully selected relevant literature. Suggestions were made to respond to RQ2 and RQ3 in three areas of talent management: talent acquisition, learning and development and talent retention.FindingsThe worsening labor shortage challenge will likely continue for some years due to an imbalance in labor supply/demand. The H&T industry should work closely with the H&T programs (one key supplier of managerial talent) to find solutions to the ongoing problem.Research limitations/implicationsThis reflection focuses only on preliminary suggestions but could inspire related research endeavors.Practical implicationsThis paper suggests numerous industry–academia collaboration initiatives under talent management to address the worsening labor shortage.Social implicationsA strong industry–academia collaboration would address low enrollment in H&T programs, helping them recruit and retain top students. Eventually, a larger student candidate pool for managerial talent could help the industry meet the shifting labor demand.Originality/valueThis timely reflection addresses a critical, worsening labor shortage situation in the H&T industry by offering original ideas and calling for a broader and more in-depth discussion among all H&T stakeholders. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Contemporary Hospitality Management Emerald Publishing

Labor shortage: a critical reflection and a call for industry-academia collaboration

Download PDF
15 pages

Loading next page...
 
/lp/emerald-publishing/labor-shortage-a-critical-reflection-and-a-call-for-industry-academia-fiy2qvpdC7
Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0959-6119
eISSN
0959-6119
DOI
10.1108/ijchm-01-2022-0103
Publisher site
See Article on Publisher Site

Abstract

This critical reflection aims to initiate an engaging dialogue about the labor shortage challenge facing the hospitality and tourism (H&T) industry. This paper discusses RQ1. Will the worsening labor shortage challenge improve in the short term? RQ2. How can industry professionals and academic leaders/professors work together to address the labor shortage issue? RQ3. How can academic research help address such a challenge?Design/methodology/approachRQ1 was answered with three propositions in a critical reflection of relevant news updates, industrial/market reports and carefully selected relevant literature. Suggestions were made to respond to RQ2 and RQ3 in three areas of talent management: talent acquisition, learning and development and talent retention.FindingsThe worsening labor shortage challenge will likely continue for some years due to an imbalance in labor supply/demand. The H&T industry should work closely with the H&T programs (one key supplier of managerial talent) to find solutions to the ongoing problem.Research limitations/implicationsThis reflection focuses only on preliminary suggestions but could inspire related research endeavors.Practical implicationsThis paper suggests numerous industry–academia collaboration initiatives under talent management to address the worsening labor shortage.Social implicationsA strong industry–academia collaboration would address low enrollment in H&T programs, helping them recruit and retain top students. Eventually, a larger student candidate pool for managerial talent could help the industry meet the shifting labor demand.Originality/valueThis timely reflection addresses a critical, worsening labor shortage situation in the H&T industry by offering original ideas and calling for a broader and more in-depth discussion among all H&T stakeholders.

Journal

International Journal of Contemporary Hospitality Management – Emerald Publishing

Published: Oct 21, 2022

Keywords: Economy; Human resource management; Talent management; Curriculum design; Labor shortage; Post pandemic

References

  • Human resources in tourism: still waiting for change
    Baum, T.
  • Does the hospitality industry need or deserve talent?
    Baum, T.
  • Hospitality, tourism, human rights and the impact of COVID-19
    Baum, T.; Hai, N.T.T.
  • COVID-19’s impact on the hospitality workforce – new crisis or amplification of the norm?
    Baum, T.; Mooney, S.K.K.; Robinson, R.N.S.; Solnet, D.
  • Airbnb is poised for a comeback after a brutal spring
    Bosa, D.
  • Job openings and labor turnover summary
  • The unemployment situation – november 2021
  • Employee adjustment and well-being in the era of COVID-19: Implications for human resource management
    Carnevale, J.B.; Hatak, I.
  • Tourism employees’ fear of COVID-19 and its effect on work outcomes: the role of organizational support
    Cheng, T.M.; Hong, C.Y.; Zhong, Z.F.
  • Effects of COVID-19 on business and research
    Donthu, N.; Gustafsson, A.
  • Colleges lost 465,000 students this fall. The continued erosion of enrollment is raising alarm
    Douglas-Gabriel, D.
  • A critical reflection on the future of intellectual capital: from reporting to disclosure
    Dumay, J.
  • Role of artificial intelligence and robotics to foster the touchless travel during a pandemic: a review and research agenda
    Gaur, L.; Afaq, A.; Singh, G.; Dwivedi, Y.K.
  • Hospitality managers in turbulent times: the COVID-19 crisis
    Giousmpasoglou, C.; Marinakou, E.; Zopiatis, A.
  • Avoiding the hospitality workforce bubble: Strategies to attract and retain generation Z talent in the hospitality workforce
    Goh, E.; Okumus, F.
  • Customer mistreatment and employee customer-focused voice: the bright and dark sides of felt trust
    Huang, Y.K.; Kwok, L.
  • Effects of COVID-19 on hotel marketing and management: a perspective article
    Jiang, Y.; Wen, J.
  • The COVID-19 crisis and sustainability in the hospitality industry
    Jones, P.; Comfort, D.
  • Talent management in hospitality and tourism: a systematic literature review and research agenda
    Kravariti, F.; Voutsina, K.; Tasoulis, K.; Dibia, C.; Johnston, K.
  • Challenges and opportunities with H-2B visas: can luxury resorts survive without them?
    Kubickova, M.; Neal, R.
  • Crisis communication on social media: what types of COVID-19 messages get the attention?
    Kwok, L.; Lee, J.; Han, S.H.
  • Do job seekers' social media profiles affect hospitality managers’ hiring decisions? A qualitative inquiry
    Kwok, L.; Muñiz, A.
  • Thematic framework of online review research
    Kwok, L.; Xie, K.L.; Richards, T.
  • Comparing crisis management practices in the hotel industry between initial and pandemic stages of COVID-19
    Lai, I.K.W.; Wong, J.W.C.
  • Taking a break is for accomplishing a longer journey: hospitality industry in Macao under the COVID-19 pandemic
    Liu, M.T.; Wang, S.; McCartney, G.; Wong, I.A.
  • Reflection and critical reflection in management learning
    Reynolds, M.
  • A critical reflection of current trends in discourse analytical research on leadership across disciplines. A call for a more engaging dialogue
    Schnurr, S.; Schroeder, A.
  • Reviving tourism industry post-COVID-19: a resilience-based framework
    Sharma, G.D.; Thomas, A.; Paul, J.
  • Rethinking of tourism and hospitality education when nothing is normal: restart, recover, or rebuild
    Sigala, M.
  • A qualitative and quantitative examination of the antecedents of customer incivility
    Sliter, M.; Jones, M.
  • Employee perceptions of employers’ creativity and innovation: implications for employer attractiveness and branding in tourism and hospitality
    Styvén, M.E.; Näppä, A.; Mariani, M.; Nataraajan, R.
  • Attracting generation Z talents to the hospitality industry through COVID CSR practices
    Sun, J.; Leung, X.Y.; Zhang, H.; Williams, K.
  • Tracing hospitality and tourism graduates’ career mobility
    Tolkach, D.; Tung, V.W.S.
  • x=(tourism_work) y=(sdg8) while y= true: automate (x)
    Tuomi, A.; Tussyadiah, I.; Ling, E.C.; Miller, G.; Lee, G.
  • How the COVID-19 pandemic affected hotel employee stress: Employee perceptions of occupational stressors and their consequences
    Wong, A.K.F.; Kim, S.; Kim, J.; Han, H.
  • Economic Impact Reports
  • How will service robots redefine leadership in hotel management? A delphi approach
    Xu, S.; Stienmetz, J.; Ashton, M.
  • Responding to a major global crisis: the effects of hotel safety leadership on employee safety behavior during COVID-19
    Zhang, J.; Xie, C.; Wang, J.; Morrison, A.M.; Coca-Stefaniak, J.A.
  • Hospitality and tourism student engagement and hope during the COVID-19 pandemic
    Zhong, Y.; Busser, J.; Shapoval, V.; Murphy, K.
  • Why do hotel interns stay in the hospitality and tourism industry? An interactionist perspective of organizational socialization
    Zhou, X.; Hu, Y.; Li, Y.; Wen, B.