The Review of Human Resource Strategies Applying in Hospitality Industry in South California

Hsu, Yu‐Chin

doi:10.5539/ibr.v8n3p133

Cited by 4 publications

(4 citation statements)

References 27 publications

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“…Holbrook (1999) simplified the definition of efficiency by characterizing it as the ratio of outputs to inputs. Although efficiency may be achieved via different factors, a number of authors (Sánchez-Fernández and Iniesta-Bonillo, 2009;Shieh et al, 2014;Hsu, 2015) have emphasized the time and monetary components involved in assessing the concept of efficiency. This implies that customers' perceptions of efficiency are evaluated by what they have obtained (goods, services) relative to what they have sacrificed (money, time and effort).…”

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confidence: 99%

Perceived experience value, satisfaction and behavioural intentions

Amoah

Radder

Eyk

2016

AJEMS

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Purpose Globally, guesthouses provide an important source of accommodation to visitors and tourists. Surprisingly, research into this sector is rather sparse. The purpose of this paper is to examine the dimensions of experience value, determine guests’ perceptions of experience value, analyse the influences of various profile variables on experience value, and investigate the relationship between experience value, satisfaction, and customer behavioural intentions regarding guesthouses in Ghana. Design/methodology/approach A quantitative research design was followed. A total of 541 useable questionnaires were received from 650 guests conveniently selected from 51 guesthouses in Ghana. The guesthouses were selected by means of stratified random sampling. Findings The results of the study reveal that atmospherics, enjoyment, entertainment, escape, efficiency, excellence and economic value measure guests’ perceptions of experience value. Atmospherics and economic value attracted the highest positive rating while escape had the most negative rating. In addition, the study showed that there is a strong positive relationship between experience value, satisfaction and behavioural intention. Research limitations/implications The first limitation relates to the sample. Only the major city from each of four regions was selected for the study. These regions include Accra, Koforidua, Cape Coast and Kumasi. Future research should investigate perceived value provided by guesthouses in the remaining six regions of the country in the quest to generalise the findings. Lastly, the study derived the experience value dimensions from the literature and verified these. While this is not regarded as a limitation, future research could investigate further dimensions of experience value such as novelty, nostalgia and social interaction. Practical implications Guesthouse managers could use the outcome of this study as a form of differentiation. Second, managers should take note of the positive relationships between experience value, satisfaction and respondents’ intentions to return to the guesthouse and tell others about their experiences (behavioural intentions). This can strengthen the organisation’s competitive position within the accommodation industry. Finally, the research resulted in a fairly simple instrument guesthouse managers can use to assess their guests’ perceptions of value provided by the guesthouse. It is recommended that guesthouse managers measure guests’ perceptions of value on a regular basis. Originality/value Theoretical implications and recommendations following the empirical findings and recommendations are provided. First, defining the concept of value is complex. While the underlying foundation of value as benefits relative to sacrifices (Zeithaml, 1988) remains relevant, affective forms of value should also be considered. This suggests that organisations that focus only on providing benefits may be at a competitive disadvantage. Second, experience value is multidimensional. Seven dimensions, namely atmospherics, enjoyment, entertainment, escape, efficiency, excellence and economic value were shown to contribute to the guesthouse experience. These included emotional factors in addition to the conventional functional factors.

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confidence: 99%

Perceived experience value, satisfaction and behavioural intentions

Amoah

Radder

Eyk

2016

AJEMS

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“…The TH industry is service-oriented (Hsu, 2015) and labor-intensive (Grolber & Diedricks, 2009), and it depends on identifying and employing superior talents (Barron, 2008) through TM (Meyers & Woerkom, 2014). As managers and employers engaged in this industry have acknowledged, talent can make it possible for a business to distinguish itself from competitors and ultimately contribute to the success of a business (D'Annunzio-Green, 2018).…”

Section: Literature Reviewmentioning

confidence: 99%

Talent Management in the Tourism and Hospitality Industry: Evidence from Iran

et al. 2020

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This study investigates the notion of talent in the tourism and hospitality (TH) industry, proposing a comprehensive talent management (TM) model that is specific to this industry. This study primarily explores the notion of talent, TM, and the importance of these in the industry. A mixed method approach (qualitative and quantitative) was used to fulfill the research objectives. Qualitative content analysis was used to address interview responses from a panel of experts and a survey method was applied to collect data from a wider industry population through questionnaires. The data collected were analyzed in SPSS and LISREL.Based on the findings, a model is proposed for talent definition in the Iranian TH industry.

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“…It is suggested that the practices of talent management need to reflect the uniqueness and complexity of the organizations need and take its dimension more seriously because it will improve employer branding and will directly have an impact upon the quality of applications received by the organizations. Without talent, hospitality and tourism have no dynamism, globally, talented people are at the heart of successful hospitality and tourism organizations and businesses (Mathew, 2015;Hsu, 2015;Nzonzo and Chipfuva, 2013). The objectives of this study involve: (1) determine the effect of talent management dimensions on employee performance criteria, (2) examine the relationship between talent management strategies and employee performance, (3) understand the hotel's view on implementation of talent management practices.…”

Section: Introductionmentioning

confidence: 99%

The Impact of Talent Management Strategies on Employees Performance in Cairo Hotels

Sadek¹

2020

International Journal of Heritage, Tourism and Hospitality

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The main purpose of this study is to examine the relationship between talent management strategies and employee performance at five and four star hotels in Cairo city which is a major tourism destination in Egypt. The field study was done by using questionnaire forms, which were distributed to 294 human resource managers in the investigated hotels in addition to pre-planned interviews with hotel executives. Data were analyzed by using "Statistical Packages for Social Science"-SPSS software version 22. The findings of this study showed that there are significant and positive relationships between talent management variables (i.e., talent planning, developing & attracting, workplace culture, recruitment & retention, and rewarding) and employee performance dimensions (i.e., financial prospective, internal process prospective, & guest prospective). The study shows that the talent management practices are still at the beginning stage, due to the formal interest in human resources and the focus on traditional roles for them without considering the strategic dimension of the talent management in formulating the steps for success and excellence to the hotels. The study suggests that talent management should be included in the organizational chart of the hotel due to its ability to maximize the profitability through playing a vital role in employee engagement, lower recruitment costs and long-term competitiveness of the hotel.

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The Review of Human Resource Strategies Applying in Hospitality Industry in South California

Cited by 4 publications

References 27 publications

Perceived experience value, satisfaction and behavioural intentions

Perceived experience value, satisfaction and behavioural intentions

Talent Management in the Tourism and Hospitality Industry: Evidence from Iran

The Impact of Talent Management Strategies on Employees Performance in Cairo Hotels

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