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Talent pool exclusion: the hotel employee perspective

Talent pool exclusion: the hotel employee perspective The purpose of this paper is to explore the experiences of employees excluded from a talent pool and to identify what career development is provided for them.Design/methodology/approachA qualitative approach was adopted, and narrative inquiry was selected as the optimum route to obtaining detailed and rich accounts of the experiences of employees excluded from a talent pool. Fifteen in-depth interviews were conducted with eight employees and seven managers in a small hotel chain in the south of England.FindingsThe study shows that employees who are excluded from a talent pool feel frustration, mistrust in the organisation, have low expectations of career development and show an intention to leave the organisation.Research limitations/implicationsThe study was conducted in a chain of hotels where talent management (TM) strategies are one of the key priorities in the organisation. The results may be different in hotels where TM strategies are less formal and talent pool segmentation is not clearly identified.Practical implicationsHotel managers should consider employees who are excluded from a talent pool and build effective TM strategies and provide career development to minimise adverse reactions and improve commitment and motivation.Originality/valueThis research contributes to understanding talent pool exclusion and its consequences for the hotel sector. Narrative interviewing is used in this context for the first time. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Contemporary Hospitality Management Emerald Publishing

Talent pool exclusion: the hotel employee perspective

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References (104)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0959-6119
DOI
10.1108/ijchm-10-2018-0814
Publisher site
See Article on Publisher Site

Abstract

The purpose of this paper is to explore the experiences of employees excluded from a talent pool and to identify what career development is provided for them.Design/methodology/approachA qualitative approach was adopted, and narrative inquiry was selected as the optimum route to obtaining detailed and rich accounts of the experiences of employees excluded from a talent pool. Fifteen in-depth interviews were conducted with eight employees and seven managers in a small hotel chain in the south of England.FindingsThe study shows that employees who are excluded from a talent pool feel frustration, mistrust in the organisation, have low expectations of career development and show an intention to leave the organisation.Research limitations/implicationsThe study was conducted in a chain of hotels where talent management (TM) strategies are one of the key priorities in the organisation. The results may be different in hotels where TM strategies are less formal and talent pool segmentation is not clearly identified.Practical implicationsHotel managers should consider employees who are excluded from a talent pool and build effective TM strategies and provide career development to minimise adverse reactions and improve commitment and motivation.Originality/valueThis research contributes to understanding talent pool exclusion and its consequences for the hotel sector. Narrative interviewing is used in this context for the first time.

Journal

International Journal of Contemporary Hospitality ManagementEmerald Publishing

Published: Nov 14, 2019

Keywords: Talent management; Retention; Succession planning; Attraction; Talent pool

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