Snob Appeal? Impact of Company Status Perceptions on Employee Recruitment

McGinley, Sean; Yang, Wan; Zhang, Lu

doi:10.1080/19368623.2017.1306819

Cited by 7 publications

(10 citation statements)

References 63 publications

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“…Finally, other variables could also mediate the relationship between benefits and pursuit intentions. For example, higher benefit levels may influence recruits' perception of organizational status or prestige, which could also drive job pursuit intentions (McGinley, Yang, & Zhang, 2018). Future research should investigate other psychological processes that may occur as recruits evaluate organizational benefit offerings and how those processes might influence pursuit intentions.…”

Section: Directions For Future Researchmentioning

confidence: 99%

Attracting hospitality recruits: the benefit of benefits

Jolly

Self

Gordon

2019

Journal of Human Resources in Hospitality & Tourism

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Employee benefits represent a significant cost to hospitality firms, yet they also influence a firm's ability to attract talent. Despite benefits' importance, little hospitality research has explored them. Drawing on organizational support theory, it is hypothesized that when a firm offers higher benefit levels, recruits will be more likely to pursue employment with that firm, conditional upon their exchange ideology. Results of an experimental study indicate that hospitality firms are more attractive to recruits with high levels of exchange ideology when they increase the levels of benefits offered. The findings emphasize the importance of communicating benefit offerings to recruits.

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Section: Directions For Future Researchmentioning

confidence: 99%

Attracting hospitality recruits: the benefit of benefits

Jolly

Self

Gordon

2019

Journal of Human Resources in Hospitality & Tourism

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“…Fewer empirical studies (18 articles) adopted quantitative methodologies, using either a questionnaire (e.g. Self et al, 2019) McGinley et al, 2018). Mixed method studies were adopted by only six papers and combined a questionnaire with focus groups or interviews (e.g.…”

Section: Research Of Talent Management In Hospitality and Tourismmentioning

confidence: 99%

“…With regard to talent acquisition, scholars explore (1) how employee value propositions are designed and tailored to meet organisational needs, (2) recruitment and selection tools in attracting H&T talent, and (3) support from governmental initiatives. Regarding the former, realistic messages about benefits and support offered (Jolly et al, 2020;Sen and Bhattacharya, 2019) and organisational status/branding (McGinley et al, 2018;Sen and Bhattacharya, 2019) should be signposted, in order to signal that H&T organisations value talents' ideas and creativity (Horng et al, 2016).…”

Section: Talent Management Practices In Hospitality and Tourismmentioning

confidence: 99%

“…Theoretical grounding Scope (Reference) Ecological Systems Theory -To explain how employee satisfaction of individual needs and of work life influence each other (DiPietro et al, 2019) Motivational Needsbased Theory -To explain how employee satisfaction of their needs affects their retention (DiPietro et al, 2019) Human Capital Theory -To understand the operational conceptualisation of talent (Jooss et al, 2019a); -To explain how signalling organisational status during recruitment facilitates human capital to self-develop so that they become sought-after employees (McGinley et al, 2018) Self-determination Theory -To explain how TM can become a motivational procedure facilitating employee self-determination (D'Annunzio-Green and Ramdhony, 2019) Signalling Theory Person-Organisation Fit Theory Organisational Support Theory (including Exchange Ideology) -To explain the reasons why specific people seek employment in organisations providing more benefits than the market average (Jolly et al, 2020) Social Exchange Theory -To explain the moderating effects of (1) supervisor-subordinate guanxi in the relationships between perceived organisational support and (a) affective commitment and (b) pre-quitting behaviour, and (2) employee creativity in the relationship between affective commitment and pre-quitting behaviour (Li et al, 2018); -To explain how employee behaviours are formed by their perceptions of their relationship with the organisation and the brand (Murillo and King, 2019) Social Role Theory -To explain attitudes towards female management (Litwin et al, 2019) Super's Theories of Career Choice and Development -To explain procedures related to career development (Kichuk et al, 2019) Social Cognitive Career Theory -To explain the impact of the interaction of cognitive and environmental factors on career development (Kichuk et al, 2019) Regulatory Focus Theory -To explain motivational systems driving employees (Kichuk et al, 2019) Unified Theory of Acceptance and Use of Technology…”

Section: Table III Theoretical Foundationsmentioning

confidence: 99%

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Talent management in hospitality and tourism: a systematic literature review and research agenda

Kravariti

Voutsina

Tasoulis

et al. 2021

IJCHM

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Purpose This study aims to provide a systematic literature review (SLR) of extant research on talent management (TM) in hospitality and tourism (H&T). The objectives are first, to offer an empirical mapping analysis of TM research in H&T; second, to identify and discuss key research topics; and third, to recommend avenues for future research. Design/methodology/approach The authors conducted a SLR of TM literature in the context of H&T by analysing peer-reviewed papers published between January 2000 and October 2020. Following the preferred reporting items for systematic reviews and meta-analysis process, three independent coders undertook a content analysis of 74 papers for the SLR. Findings The authors found that TM in H&T offers contextualised evidence consistent on five key research topics: TM practices; conceptualisation of talent and TM; TM antecedents and outcomes; key TM stakeholders; and talent education and graduate careers. The analysis indicated that most studies are qualitative, focussed on Europe and North America and that primarily examine hotels. The small number of TM studies in H&T along with the lack of strong theoretical groundings show that the field is at the early stages of the growing stage, yet the sharp increase demonstrates an exponential growth in interest. Practical implications This study highlights the importance of TM and indicates that businesses in the sector need to reconsider the definition of talent, their approaches to TM and the bundling of TM practices to improve their effectiveness. It also calls for partnerships among the industry’s key stakeholders and a revisiting of agendas for educators. Originality/value To the best of the authors’ knowledge, this is the first study that offers a holistic examination of research on a wide range of TM topics within various H&T sectors over the past 20 years. It clarifies the conceptualisation of talent and TM in this field and provides insights, as well as context-specific evidence on the management of H&T talent. This study is the first to argue that the research stream is moving towards a growth stage and offers recommendations on advancing the field.

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“…Applicant job decisions are motivated not only by extrinsic motivation but also by intrinsic motivation (Deci & Ryan, 2000;Gagné & Deci, 2005). McGinley et al's (2018) study highlighted the power of an organization's status on its attractiveness to job seekers. Moreover, it indicated a significant positive interaction effect with individuals' need for status.…”

Section: Introductionmentioning

confidence: 99%

The Effects of P-O Ethical Fit, Expected Pay and Corporate Image on Job Choice Decision

Zhu-ying

Chang

2019

Advances in Hospitality and Tourism Research (AHTR)

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Our research extends the current recruiting relevant studies by identifying how intrinsic (person-organization ethical fit, P-O ethical fit) and extrinsic factors (pay level and perceived corporate image) influence job choice decision solely and interactively. A 2×2 between-subjects experimental design was conducted with 210 graduating students in Taiwan, and written scenarios were used to simulate a job choice setting. These scenario cases are related to hotels which focus on environmentally relative corporate social responsibility (CSR) activities. The results show a significant difference in job offer acceptance rates among job seekers with diverse P-O ethical fit and the effect of P-O ethical fit on perceived corporate image was partially supported. The following discussion and suggestion will be made to provide ideas for recruiting management and it will also contribute to academic research.

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Snob Appeal? Impact of Company Status Perceptions on Employee Recruitment

Cited by 7 publications

References 63 publications

Attracting hospitality recruits: the benefit of benefits

Attracting hospitality recruits: the benefit of benefits

Talent management in hospitality and tourism: a systematic literature review and research agenda

The Effects of P-O Ethical Fit, Expected Pay and Corporate Image on Job Choice Decision

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