Conceptualising talent in multinational hotel corporations

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dc.contributor.authorJooss, Stefan
dc.contributor.authorMcDonnell, Anthony
dc.contributor.authorBurbach, Ralf
dc.contributor.authorVaiman, Vlad
dc.date.accessioned2019-06-05T08:41:02Z
dc.date.available2019-06-05T08:41:02Z
dc.date.issued2019
dc.date.updated2019-06-05T08:30:49Z
dc.description.abstractPurpose – To identify, develop and retain talent, an important first step is to ensure that key stakeholders in the talent management (TM) process have a shared view of what is meant by talent within the organisation. The purpose of this paper is to conceptualise how talent is defined in the context of the hospitality industry and to examine the degree of (mis)alignment among corporate and business unit leaders. Design/methodology/approach – The paper uses a qualitative approach consisting of 73 interviews with stakeholders at corporate and business unit levels in three multinational hotel corporations. In addition, documents were collected and analysed to support the interview data. Findings – Each organisation had a formal approach to conceptualising talent at a corporate level. Both inclusive and exclusive views on talent as well as a broad set of characteristics that make up talent were reported with the importance of organisational values being prominent. However, despite formal global policies being in place, considerable divergence in practice was found across organisational levels. Practical implications – A lack of clarity on what talent means in an organisational setting may lead to an inconsistent talent identification process which may lead to negative perceptions of fairness among employees. This may, in turn, bring about disgruntled employees and increased turnover. Originality/value – This paper provides empirical evidence to the limited body of knowledge on the conceptualisation of talent. The display of organisational values emerged as important to being labelled talent, a factor that has received scant consideration in the literature.en
dc.description.statusPeer revieweden
dc.description.versionAccepted Versionen
dc.format.mimetypeapplication/pdfen
dc.identifier.citationJooss, S., McDonnell, A., Burbach, R. and Vaiman, V. (2019) 'Conceptualising talent in multinational hotel corporations', International Journal of Contemporary Hospitality Management. doi: 10.1108/IJCHM-10-2018-0849en
dc.identifier.doi10.1108/IJCHM-10-2018-0849en
dc.identifier.issn0959-6119
dc.identifier.journaltitleInternational Journal of Contemporary Hospitality Managementen
dc.identifier.urihttps://hdl.handle.net/10468/8013
dc.language.isoenen
dc.publisherEmerald Publishing Limiteden
dc.relation.urihttps://www.emeraldinsight.com/doi/full/10.1108/IJCHM-10-2018-0849
dc.rights© 2019, Emerald Publishing Limited. This manuscript version is made available under the terms of the Creative Commons Attribution-NonCommercial 4.0 International (CC BY-NC 4.0) licence.en
dc.rights.urihttps://creativecommons.org/licenses/by-nc/4.0/
dc.subjectHotelsen
dc.subjectMultinational corporationsen
dc.subjectTalent managementen
dc.subjectTalent identificationen
dc.subjectMultilevel case studyen
dc.subjectTalent conceptualisationen
dc.titleConceptualising talent in multinational hotel corporationsen
dc.typeArticle (peer-reviewed)en
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