199366216
Talent pool exclusion: the hotel employee perspective

Purpose
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/approach
A 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.


Findings
The 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/implications
The 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 implications
Hotel 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/value
This 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.

143638339
What is the meaning of ‘talent’ in the world of work?
The ongoing confusion about the meaning of ‘talent’ within the world of work is hindering the establishment of widely accepted talent management theories and practices. The aim of this paper is to contribute to the literature on talent management by offering an in-depth review of the talent concept within the specific context of the world of work, and proposing a framework for its conceptualization. We group different theoretical approaches to talent into ‘object’ (i.e., talent as natural ability; talent as mastery; talent as commitment; talent as fit) versus ‘subject’ approaches (i.e., talent as all people; talent as some people) and identify dynamics existing within and between them, as well as implications for talent management theory and practice. Finally, we discuss different avenues for further research aimed at developing the talent—and consequently, the talent management—construct further.
167448285
A Quarter-Century Review of Human Resource Management in the U.S.: The Growth in Importance of the International Perspective **
The past quarter century has witnessed many developments in the research and practice of managing human resources in the United States. In this article, we briefly describe two major areas in which these developments have been unfolding: strategic human resource management and international human resource management. Across these two areas of activity, HRM in the U. S. has evolved to encompass a greater appreciation of issues associated with: the systemic character of human resource management, the role that context plays in shaping HR policies and practices, the importance of demonstrating the effectiveness of HR policies and practices, the value of addressing the concerns of multiple stakeholders, the need for partnership in managing human resources, the complexity of managing human resources in multinational enterprises, and the challenge of developing theories and frameworks that provide new and useful insights about how to address all of these issues. We conclude with a brief summary and our thoughts about the future of HRM in the U.S. context and the continued importance of the international perspective.
145567128
Talent management: A critical review
Abstract If the volume of literature in the popular and practitioner press is any guide, practitioners in the field of human resources are now primarily in the business of talent management. But what is talent management and what basis does it have in scientific principles of human resources and management? In this paper we address this question by reviewing problems with the definition of talent management and the lack of data supporting many practitioner claims. We then outline research that supports a systems-oriented definition of talent management that focuses on the strategic management of talent. We then outline future avenues of research to further develop the field of talent management and tie it more closely to the large volume of work in strategic human resources management.
110283782
Talent Management: Conceptual Approaches and Practical Challenges
The challenges associated with managing talent in modern labor markets are a constant source of discussion among academics and practitioners, but the literature on the subject is sparse and has grown somewhat haphazardly. We provide an overview of the literature on talent management—a body of work that spans multiple disciplines—as well as a clear statement as to what defines talent management. The new themes in contemporary talent management focus on (a) the challenge of open labor markets, including issues of retention as well as the general challenge of managing uncertainty, (b) new models for moving employees across jobs within the same organization, and (c) strategic jobs for which investments in talent likely show the greatest return. We review the conceptual and practical literature on these topics, outline the evolution of talent management over time, and present new topics for future research.
89613919
Sneaking through the minefield of talent management: the notion of rhetorical obfuscation
In spite of the growing popularity of talent management in practice, there has been a distinct lack of theoretical attention paid by scholars to such a strategically important innovation. To address this shortfall, we conducted an in-depth case study of a multinational enterprise to examine and conceptualise the rhetorical underpinnings of its efforts in implementing a talent management programme. Based on our findings, we propose the notion of rhetorical obfuscation to conceptualise the intentional use of persuasive language to selectively project and communicate organisational agenda as a means of directing and reinforcing relevant stakeholders' commitments and conforming behaviours. In particular, we found that rhetorical obfuscation was used extensively in the case organisation to cover up inconsistency in practices and lack of legitimacy during the institutionalisation of talent management. Our contributions are threefold. Firstly, this study has provided a necessary theoretical grounding to conceptualise talent management. Secondly, by introducing the theory of rhetorical practice to human resource (HR) innovation research, our account has demonstrated the usefulness of rhetorical practice and created a launch pad for other HR researchers to build upon. Thirdly, by exploring the rhetorical underpinnings related to the adoption of talent management, we have added to the rich intellectual tradition of rhetorical practice by presenting the notion of rhetorical obfuscation.
34182723
Talent management for the twenty-first century.
Most firms have no formal programs for anticipating and fulfilling talent needs, relying on an increasingly expensive pool of outside candidates that has been shrinking since it was created from the white-collar layoffs of the 1980s. But the advice these companies are getting to solve the problem--institute large-scale internal development programs--is equally ineffective. Internal development was the norm back in the 1950s, and every management-development practice that seems novel today was routine in those years--from executive coaching to 360-degree feedback to job rotation to high-potential programs. However, the stable business environment and captive talent pipelines in which such practices were born no longer exist. It's time for a fundamentally new approach to talent management. Fortunately, companies already have such a model, one that has been well honed over decades to anticipate and meet demand in uncertain environments: supply chain management. Cappelli, a professor at the Wharton School, focuses on four practices in particular. First, companies should balance make-versus-buy decisions by using internal development programs to produce most--but not all--of the needed talent, filling in with outside hiring. Second, firms can reduce the risks in forecasting the demand for talent by sending smaller batches of candidates through more modularized training systems in much the same way manufacturers now employ components in just-in-time production lines. Third, companies can improve their returns on investment in development efforts by adopting novel cost-sharing programs. Fourth, they should seek to protect their investments by generating internal opportunities to encourage newly trained managers to stick with the firm. Taken together, these principles form the foundation for a new paradigm in talent management: a talent-on-demand system.
109453761
The War for Talent
Tell me again: Why would someone really good want to join your company? And how will you keep them for more than a few years? Yes, money does matter Better talent is worth fighting for. At senior levels of an organization, the ability to adapt, to make decisions quickly in situations of high uncertainty, and to steer through wrenching change is critical. But at a time when the need for superior talent is increasing, big US companies are finding it difficult to attract and retain good people. Executives and experts point to a severe and worsening shortage of the people needed to run divisions and manage critical functions, let alone lead companies. Everyone knows organizations where key jobs go begging, business objectives languish, and compensation packages skyrocket. In an effort to understand the magnitude of this war for talent, we researched 77 large US companies in a variety of industries (see text panel). We worked with their human resources departments to understand their talent-building philosophies, practices, and challenges. And to gain a line manager perspective, we surveyed nearly 400 corporate officers and 6,000 executives from the "top 200" ranks in these companies. Finally, because numbers never tell the whole story, we conducted case studies of 20 companies widely regarded as being rich in talent.(*) What we found should be a call to arms for corporate America. Companies are about to be engaged in a war for senior executive talent that will remain a defining characteristic of their competitive landscape for decades to come. Yet most are ill prepared, and even the best are vulnerable. You can win the war for talent, but first you must elevate talent management to a burning corporate priority. Then, to attract and retain the people you need, you must create and perpetually refine an employee value proposition: senior management's answer to why a smart, energetic, ambitious individual would want to come and work with you rather than with the team next door. That done, you must turn your attention to how you are going to recruit great talent, and finally develop, develop, develop! Our survey reveals that some companies do all of these things, but many more fall short of the mark. There is a war for talent, and it will intensify Many American companies are already suffering a shortage of executive talent. Three-quarters of corporate officers surveyed said their companies had "insufficient talent sometimes" or were "chronically talent-short across the board." Not surprisingly, search firm revenues have grown twice as fast as GDP over the past five years. Part of the cause may be cyclical, the product of a strong economy at the peak of its cycle. But what should keep CEOs awake at night is a number of trends that threaten a wide-ranging shortage in talent over the next five years. Until now, the executive population has grown roughly in line with GDP. This means that an economic growth rate of 2 percent for 15 years would increase demand for executives by about a third. But supply is moving in the opposite direction: the number of 35- to 44-year-olds in the United States will decline by 15 percent between 2000 and 2015 (Exhibit 1). Moreover, no significant countervailing trends are apparent. Women are no longer surging into the workforce, white-collar productivity improvements have flattened, immigration levels are stable, and executives are not prolonging their careers. This would be challenge enough, but the numbers tell only half the story. Large companies also face three qualitative challenges. First, a more complex economy demands more sophisticated talent with global acumen, multicultural fluency, technological literacy, entrepreneurial skills, and the ability to manage increasingly delayered, disaggregated organizations. Second, the emergence of efficient capital markets in the United States has enabled the rise of many small and medium-sized companies that are increasingly targeting the same people sought by large companies. …
8519834
Talent Management and Career Development: What it takes to get promoted
Based on the talent management literature, this paper investigates managerial skills that are essential for managers’ job promotion. Using arguments from the human and social capital literature and following tournament logic, we claim that a manager's own experience, expertise, and network size positively affect promotion odds, while strong colleagues decrease promotion odds. Studying 7003 promotions to middle management and 3147 promotions to senior management, we find broad support for our hypotheses, but find also that network size no longer predicts promotion to senior management. Our findings have implications for individual career development and talent management programs.
153596036
Qualitative examination of employee turnover and retention strategies in international tourist hotels in Taiwan
Abstract In past decades, high employee turnover has been an important issue for many hoteliers and a focus of academic interest. Although hoteliers often use retention techniques to retain capable employees, the turnover rate remains high. The purpose of this study was to explore determinants of management-level employee turnover and to identify existing practices in human resource retention strategies. In this study, interviews with Taiwan hotel workers revealed that more than 80% of respondents had resigned from a job to pursue career advancement while 70% had experienced recruitment propositions from other hotels. Another factor of turnover may be that relating to differences between expectations and reality. This study indicates that managers need to understand more fully the needs of subordinates when providing career advice, and relevant training programs should be introduced to enhance career opportunities.
154531183
Perceptions and attitudes of undergraduate tourism students towards working in the tourism industry in Turkey
Abstract The purpose of this paper is twofold: to develop a multi-dimensional and multi-item attitude scale for measuring undergraduate tourism students’ attitudes towards working in the tourism industry, and to investigate the general attitudes of undergraduate tourism students using the new measure. This paper describes the scale-development process and presents the results of the testing of the new scale among a sample of four-year tourism and hotel management school students in Turkey. Overall, unfavourable or negative evaluations towards different dimensions of working in the tourism industry are reported. Implications for the travel industry, the public sector and tourism and hotel management schools are also discussed.
153373292
Implications of hospitality and tourism labour markets for talent management strategies
Purpose – The purpose of this paper is to consider the managerial and developmental concept of talent management in the context of the specific characteristics of the weak labour market attributes of the hospitality and tourism sector in developed countries.Design/methodology/approach – The paper explores these characteristics and analyses talent management scenarios within which businesses can operate, concluding that an inclusive and developmental approach, focusing on talent identification and acknowledgement, is probably the most effective within this sector.Findings – This paper proposes a new interpretation of the concept of talent management in the context of hospitality and tourism that is both inclusive and developmental.Practical implications – It will be of value to practitioners in helping them to evaluate their recruitment, retention and development practices. It will also be of value to researchers in providing the basis for further study and reflection in this area.Originality/value – This ...
55731978
Strategic talent management: A review and research agenda
Despite a significant degree of academic and practitioner interest the topic of talent management remains underdeveloped. A key limitation is the fact that talent management lacks a consistent definition and clear conceptual boundaries. The specific contribution of the current paper is in developing a clear and concise definition of strategic talent management. We also develop a theoretical model of strategic talent management. In so doing we draw insights from a number of discreet literature bases. Thus, the paper should aid future research in the area of talent management through (1) helping researchers to clarify the conceptual boundaries of talent management and (2) providing a theoretical framework that could help researchers in framing their research efforts in the area. Additionally, it aids managers in engaging with some of the issues they face with regard to talent management.
154861632
Education and talent management: implications for the hospitality industry
Purpose – The aim of this paper is to explore one of the biggest issues and challenges now faced by hospitality education and the hospitality industry: that of how to attract and retain a critical group of talented people.Design/methodology/approach – A review of the literature highlights the key studies that have investigated the nature of hospitality employment amongst new recruits in the hospitality industry and reports on thoughts of soon to graduate hospitality students. The paper reviews the current state of employment issues in the hospitality industry. It discusses contemporary attitudes toward the generation undertaking hospitality education and making career decisions. This paper also considers the current generation's specific attitudes toward education and careers and the potential consequences this will have for the hospitality industry in the future.Findings – The paper argues that educators require to be more fully aware of the consequences of reducing the practical and vocational nature of...
154972832
Hospitality quality: new directions and new challenges
Purpose – This article aims to discuss issues related to service quality in the hotel industry. It highlights unique aspects of hotel work and the implications for service delivery, and discusses methods used to measure service quality and expectations. Design/methodology/approach – Through an assessment of the extensive body of literature on quality service in general and within hotel contexts, some key themes emerge which have been explored in detail. Much of the analysis focuses on how the body of knowledge has developed over time and points to strengths and weaknesses in the literature. Findings – There has been much debate about what constitutes quality service and more specifically how this applies to the hotel industry. The industry is a dynamic one in which the guest dictates the pace and type of service, and in which increasing competitiveness has resulted in satisfactory service being the minimum expectation of guests. Different measurements of service expectations have been proposed for the hot...
153210216
Where are we now? A review of management development issues in the hospitality and tourism sector: Implications for talent management
Purpose – This paper seeks to explore the range of research that has been published in the field of hospitality management development and discuss the implications of findings for the field of talent management.Design/methodology/approach – The paper provides a literature review into factors influencing and components of management development. It encompasses literature that addresses management learning, management development and career progression as these are seen to impact on talent management. Secondary research into articles published under the broad heading of “management development in the hospitality industry” in management, hospitality and tourism journals from 2000‐2007 was conducted. After this initial trawl the author themed these into categories to aid presentation and discussion of findings.Findings – There are four key areas which emerge from this review. First, there is research which focuses on factors which influence management development; second, there is a focus on hospitality manag...
154214523
Revisiting talent management, work-life balance and retention strategies
Purpose – This paper aims to examine the themes of talent management, work-life balance (WLB) and retention strategies in the hospitality industry. The study was undertaken through an analysis of the key themes in the most recent literature. The paper uses a framework incorporating organisational and industry attributes, personal employee dimensions, work-life conflict and organisational strategies and examines these in relation to whether job satisfaction, organisational commitment and employee retention improve. Design/methodology/approach – The paper uses employee turnover literature to underpin a discussion of successful talent management. Using a key word search in both the hospitality literature and more mainstream management research, it divides the literature into four themes, namely, employee attitudes, personal employee dimensions, WLB and organisational strategies for employee retention. Findings – The key findings emerging from this examination of the literature show that WLB appears to have b...
153553649
Talent management, work‐life balance and retention strategies
Purpose 
 
 
 
– The purpose of this paper is to examine the literature relating to retention of good employees and the role that work‐life balance (WLB) issues have in an employee's decision to stay or leave an organisation. The paper begins with a brief overview of the seminal material in the more generic management literature and then tailors the discussion to the hospitality and tourism industry using literature from the hospitality and tourism journals. 
 
 
 
 
Design/methodology/approach 
 
 
 
– The paper provides an overview of the key employee turnover literature within the hospitality and tourism industry for those academics researching in this area, with specific attention given to the role of WLB issues in the turnover decision‐making process. The paper also provides a theoretical and practical framework for industry to develop strategies for reduced employee turnover, with a focus on the role that balancing work and family plays in these strategies. 
 
 
 
 
Findings 
 
 
 
– The key findings emerging from this literature review focus on job attitudes such as job satisfaction and organisational commitment, personal attributes such as positive and negative affectivity, the role of WLB in employee turnover and, finally, the strategies provided to alleviate high turnover rates. 
 
 
 
 
Originality/value 
 
 
 
– Recommendations to management are presented for both government and organisational consideration. These recommendations include the need for legislation on maximum, as well as minimum working hours, good role models at the workplace, flexible working hours and arrangements, sound recruitment and training opportunities and company family friendly work policies.
143787471
Strategic talent development interventions: an analysis
Purpose – The purpose of this paper is to attempt to test a model of talent development interventions and find out the various factors which actually impact the process in a manufacturing concern. Design/methodology/approach – Multiple regression analysis is used to analyse the data and find the extent to which the variables considered are significant predictors of talent development. Primary data are collected from the respondents (executives) of two manufacturing units with the help of a structured questionnaire. A sample size of 200 is considered for extraction of data for the study. Findings – The results of the study highlight that six of the independent variables significantly predict the dependent variable. This paper identifies the most important factors which are found to be pivotal for the development of talent in the organizations considered for the study. Practical implications – Managing talent in the present competitive business scenario is one of the most vital issues in which HR profession...
17348095
The role of the corporate HR function in global talent management
We currently know little of the role of the corporate human resource (HR) function in multinational corporations regarding global talent management (GTM). GTM is explored here from two perspectives: increasing global competition for talent, and new forms of international mobility. The first considers the mechanisms of GTM, and the second, individual willingness to be mobile, especially in emerging markets, and the organizational capability needed to manage this talent. New corporate HR roles are identified which show how these issues might be addressed. We then advance our understanding of GTM theory and practice by considering the major future challenges facing corporate HR.
152392008
Fighting the War for Talent is Hazardous to Your Organization's Health
Because we live in an economy in which all work is becoming knowledge work and in which intellectual capital is important for company success and, indeed, its value in the capital markets, there is an assumption that "the company with the best talent wins." This war for talent imagery overlooks the fact that it is often the case that effective teams often outperform even more talented collections of individuals, that individual talent and motivation is partly under the control of what companies do, and that what matters to organizational success is the set of management practices that create the culture. But it is not just that the war for talent is the wrong metaphor for organizational success. Fighting the war for talent itself can cause problems. Companies that adopt a talent war mind set often wind up venerating outsiders and downplaying the talent already inside the company, set up competitive, zero sum dynamics that makes internal learning and knowledge transfer difficult, activate the self-fulfilling prophecy in the wrong direction, and create an attitude of arrogance instead of an attitude of wisdom. For all of these reasons, even fighting the war for talent may be hazardous to an organization's health and detrimental to doing the things that will make it successful.
153726594
Talent or not? Employee reactions to talent identification
In this article, we examine the effect of talent identification on employee attitudes. Building on social exchange theory, we analyze the association between employees' perceptions about whether or not they have been formally identified as “talent” and the following attitudinal outcomes: commitment to increasing performance demands, building skills, and supporting strategic priorities; identification with the unit and the multinational enterprise; and turnover intentions. Our analyses of 769 managers and professionals in nine Nordic multinational corporations reveal a number of differences between employees who perceive that they have been identified as “talent” and those who either perceive that they have not been identified or do not know whether they have been identified. We found only limited differences between the two latter categories.
142901522
Attractiveness of non-financial rewards for prospective knowledge workers: An experimental investigation
Purpose – The purpose of this paper is to investigate if the presence of non-financial rewards (specifically work-life balance, learning, and career advancement) were able to influence the perceived attractiveness of a job offering. A secondary objective was to establish if there were demographic differences, specifically, gender, race, and age differences in the manner in which these non-financial rewards influenced the perceived attractiveness of a job offer. Design/methodology/approach – A quantitative research approach was followed and a 23 full-factorial experimental design utilised. Data were collected with two questionnaires via convenience (non-probability) sampling. The first job attraction questionnaire assessed the perceived level of attractiveness to one of eight randomly assigned experimental conditions (stimuli) that were expressed as eight fictitious job advertisements. Employees who responded were from various industries (n=180). The data collected were analysed using descriptive statistic...
10725382
Effects of succession planning programs on staff retention
Learning about factors that affect staff retention and ways of improving it, can help firms avoid the inconvenience of high attrition. Thus, the purpose of this study was to establish the effects of succession planning programs on staff retention in the sugar companies of Western Province, Kenya. Management staff members were purposively selected, stratified and simple randomly sampled. Data collection was done by use of questionnaires. Descriptive and inferential statistical methods were employed to analyze the data. Findings of the study indicate that more employees had high job satisfaction because of going through the succession planning process with the hope of being next in line of management. This had a positive effect on the retention of staff in the sugar firms under study.
167887718
Succession Planning Practices and Challenges: Study of Indian Organisations☆
Abstract Succession planning is a key in the current scenario of tight talent markets and competitive times. Strengthening talent has a direct impact on bottom line results and contributes to organizational growth. Hence development at talent level is a must for overall organizational development. The present study focuses on current practices and approach of succession planning followed by the industry. The study is based primary data collected as a feedback on on parameters related to succession planning practices in the across various industry organisations. In the study group, all companies had some or the other activity in bracket of succession planning. It hence becomes necessary that these positions are filled as soon as they become empty so that business doesn’t suffer any loss. This enabled us to compare, hence benchmarking against certain criteria was done. Benchmarking succession planning based on various factors like HIPO (high potential) identification, Scope of planning, talent pool creation, automation, and linkage. GAP analysis was done to identify the various GAPS in the process. Based on all the observations, business recommendations were provided.
144850315
Toward a Unifying Social Cognitive Theory of Career and Academic Interest, Choice, and Performance
Abstract This article presents a social cognitive framework for understanding three intricately linked aspects of career development: (a) the formation and elaboration of career-relevant interests, (b) selection of academic and career choice options, and (c) performance and persistence in educational and occupational pursuits. The framework, derived primarily from Bandura′s (1986) general social cognitive theory, emphasizes the means by which individuals exercise personal agency in the career development process, as well as extra-personal factors that enhance or constrain agency. In particular, we focus on self-efficacy, expected outcome, and goal mechanisms and how they may interrelate with other person (e.g., gender), contextual (e.g., support system), and experiential/learning factors. Twelve sets of propositions are offered to organize existing findings and guide future research on the theory. We also present a meta-analysis of relevant findings and suggest specific directions for future empirical and theory-extension activity.
29741872
Contextual supports and barriers to career choice: A social cognitive analysis.
Summary The foregoing review of the career barriers literaturepresents a mixed picture. On the one hand, students andworkers do perceive barriers to their career progress; but onthe other hand, barrier ratings are often found to besomewhat modest in size and have not been shown to beconsistently related to important career outcome or processvariables in the mostly student samples in which they havebeen studied. This is not to say that barriers are notconsequential for many Individuals. Indeed, they are likelyto be especially salient for those who have been victimizedby various forms of oppression. However, several concep-tual and methodological issues—such as the manner inwhich barriers have been defined, failure to consider thecontext and temporal specificity of barriers, noncorrespon-dence between barriers and outcome criteria (in terms ofcontent and developmental task), infrequent attention tomediating and moderating variables, understudy of nonstu-dent samples, and use of designs that do not explorepotential causal effects of barriers—may have partly ob-scured the impact of perceived barriers and the mechanismsthrough which they affect career behavior.Despite these considerations, recent career barriers re-search has constructed an important conceptual and method-ological foundation for further inquiry, and the program-matic research of Swanson, McWhirter, and Luzzo and theircolleagues has been particularly pivotal. In the remainder ofthis article, we attempt to build on this foundation, offering amodest set of suggestions for future research on careerbarriers and their conceptual partner, career supports. Thesesuggestions are premised on the need to clarify or elaboratecertain aspects of SCCT having relevance for the conceptu-alization and assessment of contextual variables.
14166925
Emotional responses to goal attainment: strength of regulatory focus as moderator.
Goals with a promotion focus versus a prevention focus are distinguished. Chronic ideal goals (hopes and aspirations) have a promotion focus, whereas ought goals (duties and responsibilities) have a prevention focus. The hypothesis that emotional responses to goal attainment vary as a function of promotion versus prevention goal strength (conceptualized as goal accessibility) was tested in correlational studies relating chronic goal attainment (self-congruencies or self-discrepancies) to emotional frequency and intensity (Studies 1-3) and in an experimental study relating immediate goal attainment (i.e., success or failure) to emotional intensity (Study 4). All studies found that goal attainment yielded greater cheerfulness-dejection responses when promotion focus was stronger and greater quiescence-agitation responses when prevention focus was stronger.
5488511
Reflections on the Narrative Research Approach
In her reflections on the narrative research approach, the author starts by placing narrative research within the framework of sociocultural theory, where the challenge for the researcher is to examine and understand how human actions are related to the social context in which they occur and how and where they occur through growth. The author argues that the narrative as a unit of analysis provides the means for doing this. She then presents some of the basic premises of narrative research before she reflects on the process of narrative inquiry and addresses the issue of the “true” narrative. Throughout the article, the author refers to educational research and in the concluding section argues that the results of narrative research can be used as thought-provoking tools within the field of teacher education.
142675903
Narrative knowing and the human sciences
JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org.. The University of Chicago Press is collaborating with JSTOR to digitize, preserve and extend access to American Journal of Sociology.
145013954
Qualitative evaluation and research methods
PART ONE: CONCEPTUAL ISSUES IN THE USE OF QUALITATIVE METHODS The Nature of Qualitative Inquiry Strategic Themes in Qualitative Methods Variety in Qualitative Inquiry Theoretical Orientations Particularly Appropriate Qualitative Applications PART TWO: QUALITATIVE DESIGNS AND DATA COLLECTION Designing Qualitative Studies Fieldwork Strategies and Observation Methods Qualitative Interviewing PART THREE: ANALYSIS, INTERPRETATION, AND REPORTING Qualitative Analysis and Interpretation Enhancing the Quality and Credibility of Qualitative Analysis
141759350
Qualitative Research in Sport and Physical Activity
PART ONE: INTRODUCING QUALITATIVE RESEARCH IN SPORT Qualitative Research and Its Use in Sport and Physical Activity The Main Characteristics of Qualitative Research Qualitative Research in Sport and Physical Activity Ethical Considerations in Research Recruiting Participants Informed Consent Confidentiality and Anonymity Avoiding Harm Developing the Research Question and Writing the Proposal The topic and Research Question Writing the Proposal The Role of the Literature in Qualitative Research The Literature and the Proposal The Literature Overview The Inductive Approach The Ongoing Dialogue with the Literature Keeping Track of References Sampling Purposive Sampling Sampling Types Sampling Decisions Accessing the Sample Referring to the Sample PART TWO: COLLECTING QUALITATIVE DATA Interviews Types of Interview Variety of Interviews Asking Questions Interviewing Skills The Relationship Between Interviewer and Participants Practical Sspects of Interviewing Potential Problems in Interviewing Focus Groups The Origin and Purpose of Focus Groups Choosing the Sample: Size, Number and Composition Conducting Focus Group Interviews The Involvement of the Interviewer Analysing Focus Group Data Ethical Issues Advantages and Limitations of Focus Groups Participant Observation The research Setting Types of Observation Getting Started Keeping a Record Using Documentary Sources of Data Problematic Issues PART THREE: CHOOSING THE RESEARCH APPROACH Grounded Theory The Origins of Grounded Theory The Main Elements of Grounded Theory The Process of GT: Data Collection and Analysis The Developing Theory Problems in Grounded Theory Ethnography Fieldwork A Focus on Culture Ethnographic Methods Sample and Setting The Ethnographic Record Analysis and Interpretation Problems in Conducting Ethnographic Research Phenomenology Descriptive and Interpretive Phenomenology Eliciting Life-World Descriptions The Use of Bracketing and Sensitising The Findings of Phenomenological Research Sampling Phenomenological Interviews Analysis in Descriptive and Hermeneutic Phenomenology Interpretative Phenomenological Analysis (IPA) Limitations Narrative Research Stories and Their Structure Types of Story The Functions of People's Stories Collecting Data Narrative Analysis The Distinctive Nature of Narrative Research A Critique of Narrative Research Mixed Methods Research Adopting Mixed Methods Research Designing Mixed Methods Research The problems Inherent in Mixed Methods Research PART FOUR: ANALYSING AND REPORTING QUALITATIVE DATA Data Analysis Managing the Data Transcribing and Writing Memos Data Reduction and Conceptualisation: Codes, Categories and Themes Computer-aided Analysis of Qualitative Data Interpreting the Data The Quality of Qualitative Inquiry Validity and Reliability Alternative Criteria for Qualitative Research How to Ensure Trustworthiness Writing Up Qualitative Research Writing in the First Person The Format of the Report Checklist Before Submission Telling the Tale: Creativity and Originality Publishing and Presenting the Research Glossary References Index
72221457
Evaluating Qualitative research
This article is designed to provide guidelines to assist midwives in evaluating the qualitative research studies. Criteria for evaluating quantitative are frequently applied to qualitative methodolgies and this is inappropriate. To provide effective care for mothers and babies midwives need to be able to critically evaluate qualitative as well as quantitative research.
147038002
On Using Informants: A Technique for Collecting Quantitative Data and Controlling Measurement Error in Organization Analysis
Reviewing recent developments in the study of organizations and in the use of informants, this paper notes the compatibility of both and the need for further refinements. As an example, it presents methods used in a study of authority conflict in 136 Catholic dioceses in America. These include principles for choosing a small number of informants per unit and two sets of auxiliary methodological propositions. The first, an "instrumental" theory, was part of a strategy to control measurement error. It guided the data collection process, and the creation of "error" control variables. The second set of propositions, devised for evaluating measurement error, presented expected mathematical properties of such error variables. These properties were expected to hold under the condition that the data were sound enough for substantive analysis. For these data, hypotheses were basically supported.
17879280
The moderating roles of job control and work-life balance practices on employee stress in the hotel and catering industry.
Abstract This study investigated the relationships among job stressors, coping resources, and job stress. Data were collected from food service employees ( n  = 255) in the hotel and catering industry. Hierarchical regression showed main significant effects of job demands and job control and three-way (job demands × job control × work-life balance practices) interactions on job stress. The results further demonstrated that high job demands coupled with low job control and the availability of work-life balance practices resulted in a higher level of stress. Implications for Karasek's job demand–control model, managerial practice and future research are provided.
53362254
Job involvement, commitment, satisfaction and turnover: Evidence from hotel employees in Cyprus
The study of attitudes at work seeks to enhance organizational knowledge and capabilities in developing an ‘ideal’ working environment that delivers exceptional customer service. The current study investigates the causal relationships of job involvement, organizational commitment (normative and affective), and job satisfaction (intrinsic and extrinsic), with the intention of hospitality employees in Cyprus to either remain at or leave their job. Utilizing structural equation modeling, positive associations were found between job involvement, affective and normative commitment, and intrinsic job satisfaction. Positive associations between affective and normative organizational commitment, and intrinsic and extrinsic job satisfaction were also found. In addition, negative associations between affective organizational commitment, extrinsic job satisfaction and turnover intention were revealed. However, a negative association between intrinsic job satisfaction and turnover intention was not supported. The implications of these results for future research are also discussed.
18142674
Dehumanization: An Integrative Review
The concept of dehumanization lacks a systematic theoretical basis, and research that addresses it has yet to be integrated. Manifestations and theories of dehumanization are reviewed, and a new model is developed. Two forms of dehumanization are proposed, involving the denial to others of 2 distinct senses of humanness: characteristics that are uniquely human and those that constitute human nature. Denying uniquely human attributes to others represents them as animal-like, and denying human nature to others represents them as objects or automata. Cognitive underpinnings of the “animalistic” and “mechanistic” forms of dehumanization are proposed. An expanded sense of dehumanization emerges, in which the phenomenon is not unitary, is not restricted to the intergroup context, and does not occur only under conditions of conflict or extreme negative evaluation. Instead, dehumanization becomes an everyday social phenomenon, rooted in ordinary social-cognitive processes.
152395578
HR practices and affective organisational commitment: (when) does HR differentiation pay off?
We argue that differentiating HR practices across employees leads employees to compare their situation with colleagues to assess the favourability of HR practice outcomes (e.g. money). These perceptions can be negative (i.e. feeling set back), neutral (i.e. feeling treated the same) or positive (i.e. feeling advantaged). Data from 13,639 Belgian employees showed that perceived favourability of HR practice outcomes is positively associated with affective organisational commitment, but the relationship is attenuated at positive levels. Thus, differentiation may be a double-edged sword as the losses among employees feeling set back may temper, neutralise or even outweigh the benefits among those feeling advantaged. The relationships found were especially salient for work practices (e.g. autonomy) compared with economic practices (e.g. bonuses). Developmental practices were found to be least suited for differentiation across employees. No evidence of a moderating role of employees’ preference for equality (vs. differentiation) was found.
55667470
The Need for Effective Leadership in Talent Management in Mauritius
The importance of linking leadership to talent management is a priority for the Mauritian economy at a time when the economy shifts from the industrial and labour-intensive sector to a services and knowledge-based economy. There is a necessity to link leadership to talent management where local managers are in need of improving their leadership abilities and develop the talent that their organisations may in turn depend upon. It is not merely learning or getting trained in leadership that matters but, more importantly, the need to generate talent from effective leadership strategies. This research article firstly explains the importance of leadership linked with talent. The text then focuses on innovative practices that selected Mauritian companies have undertaken and where talent leadership matters. From this standpoint, the researcher selects effective leadership strategies that might be much needed based from practices that are successful abroad and have positively impacted on the international context. The research emphasises new coaching methodologies linked with the development of leadership talent. Techniques like ‘coaching outside in coaching inside out’, ‘onboarding’, ‘pivotal leadership’, ‘reinforcement coaching’, are just new approaches that differ from traditional orientation and that are also much relevant in developing leadership talent in the current and future economic conjecture of Mauritius. They have to be adapted to the Mauritian context. Though the research is not exhaustive and is more focused on qualitative than quantitative interpretation, it sheds light onto the fast-developing concept of talent management in business organisations and the need to link leadership in a more conclusive manner.
152552687
Servant leadership and perceptions of service quality provided by front-line service workers in hotels in Turkey: Achieving competitive advantage
Purpose – The aim of this article is to examine the relationship of service employees perceptions of servant leadership provided by their supervisors/managers and employee’s reports of service quality provided to clients by their hotels. Design/methodology/approach – Data were collected from 221 frontline employees, a 37 per cent response rate, working in four- and five-star hotels in Cappadocia, Turkey. Previously developed and validated measures of servant leadership (Liden et al., 2008) and service quality (Parasuraman et al., 1988) were used and both were found to be highly reliable in this study. Findings – Respondents were generally young, had relatively short organizational tenure and had high school educations. Respondents having longer organizational tenures and those working in five-star hotels reported lower levels of servant leadership. Longer tenured employees, and males, rated some dimensions of service quality lower as well. Service employees reporting higher levels of servant leadership fr...
14210254
Perceived barriers to career advancement and organizational commitment in sales
This paper identifies three potential barriers to career advancement in sales: being excluded from informal networks, a lack of cultural fit, and a lack of mentoring. Using a sample of 241 account executives and managers from an organization in the television broadcasting industry, study results suggest that perceived barriers to career advancement (PBCA) have a significant negative impact on the organizational commitment (OC) of these sales employees. Effects are estimated with path analysis, and the effects of common method bias and job satisfaction are considered. Demographic variables (age, gender, company tenure, job level) are also hypothesized to moderate the relationship between PBCA and OC. The negative influence of PBCA on OC is found to become stronger as company tenure increases. Data also suggest that the negative relationship between PBCA and OC is more powerful among account executives than sales managers/directors. Managerial and research implications are discussed.
154460718
Employee loyalty in Hungarian hotels
Abstract This paper's focus is the association between Hungarian employees’ job satisfaction and their loyalty to the organisation. Data were collected from over 600 hotel employees throughout Hungary by questionnaire, designed to elicit their attitudes to loyalty and perspectives with respect to job satisfaction. Principal component analysis identified potential key contributors to job satisfaction (personal satisfaction gained from participation and recognition, social involvement, career development and salary and benefits) and to employee loyalty (commitment to managers and company, job conditions, personal benefits, service element and location, and career and status). An examination of the inter-relationships revealed that managers’ treatment of employees and the positive benefits of social involvement in the workplace had a greater impact on employee loyalty than monetary rewards.
154951868
The significance of firm and occupation specific human capital for hiring and promotions
This paper analyzes firms' hiring and promotion patterns, and infers the relative significance of the firm- and occupation-specific human capital required for each job rank. The results suggest that firm-specific skills are just as valuable as occupation-specific skills, and that the value of these specific skills increases in job rank. However, there is great heterogeneity across occupations. This paper also shows that the lengths of firm- and occupation-tenure are noisy measures of firm- and occupation-specific human capital, and contrasts our results with those of other recent studies on the returns to firm- and occupation-tenure for wages.
6094534
From hotel career management to employees’ career satisfaction: The mediating effect of career competency
Abstract The purpose of this study is to explore the relationships between perceived hotel career management, career competency, and career satisfaction. It also aims to examine the mediating processes through which hotel career management contribute to employees’ career satisfaction. Results from structural equation modeling (SEM) show that career competency mediates the effects of three dimensions of hotel career management (career appraisal, career development, and career training) on career satisfaction. The article concludes with implications for theory development and management practice.
74545517
Overcoming Language and Literacy Barriers: Using Student Response System Technology to Collect Quality Program Evaluation Data from Immigrant Participants
Student response system technology was employed for parenting education program evaluation data collection with Karen adults. The technology, with translation and use of an interpreter, provided an efficient and secure method that respected oral language and collective learning preferences and accommodated literacy needs. The method was popular with parents and staff, and provided reliable data, ensuring that participants were well represented in the evaluation results.