Purpose
This paper aims to examine talent management (TM) practices in small- and medium-sized enterprises (SMEs) within the hospitality industry. Specifically, the views of SME owner-managers in the hotel and restaurant sector are examined. There appears to be challenges unique to SMEs within this sector (e.g. resource constraints and poor reputation) that can potentially result in a loss of competitive advantage. Therefore, research aligned within this context is an issue of importance.
Design/methodology/approach
This paper draws primarily upon semi-structured interviews with five entrepreneurial owner-managers of SMEs in the hotel and restaurant sector. An inductive thematic analysis identified main themes that emerged from the interview data.
Findings
Findings revealed that there is a clear commitment towards training and development for employees; however, this initiative is primarily driven by employees identifying their own training needs. The ad hoc TM practices are largely influenced by day-to-day business pressures because of the nature of the hospitality industry. The absence of formalised TM practices, however, does not imply the lack of strategies in place for people management and development.
Practical implications
This paper aims to develop a better understanding of practitioners’ perceptions of TM, strategic TM practices that they may or may not adopt and current TM challenges that they encounter. Key issues relating to defining, attracting, retaining and developing talent are discussed, followed by several practical recommendations.
Originality/value
This paper examines a relatively under-researched yet significant sector of the hospitality industry and provides deeper insights into the dynamics of TM in SMEs.
Research in stalking perceptions has shown certain relational biases, in which people tend to view ex-partner stalkers to be less dangerous than stranger or acquaintance stalkers. These findings are in direct contrast to those of real-life cases whereby ex-partner stalkers pose a greater threat. In addition, although stalking is recognized as a global social problem, most studies have been based on samples drawn from Western, educated, industrialized, rich, and democratic countries. The current study examined whether the prior relationship between the stalking perpetrator and target influences people’s perceptions of stalking and whether cross-national differences exist between participants based in Malaysia (where there is currently no law that criminalizes stalking) and England (where stalking has been outlawed since 1997). In a 3 × 2 between-subjects design, 294 Malaysian participants and 170 English participants were presented with a vignette describing a stalking scenario in which the perpetrator was depicted as a stranger, acquaintance, or ex-partner. Participants judged the extent to which the perpetrator’s behavior constitutes stalking; necessitates police intervention; would cause the victim alarm or personal distress; would cause the victim to fear the use of violence; and can be attributed to encouragement on the part of the victim. Results showed that typical relational biases existed in both samples, but Malaysian participants were less likely than their English counterparts to label any harassing scenario as serious. Perceptions of victim responsibility were found to mediate the effect of prior relationship and nationality on participants’ perceptions. The findings point to the urgency of better cross-cultural understanding of harassment behavior as well as legislations against stalking.
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