Talent management in hospitality and tourism in Scotland: operational implications and strategic actions

Gillian A. Maxwell, Samantha MacLean

    Research output: Contribution to journalArticlepeer-review

    25 Citations (Scopus)

    Abstract

    Purpose - The purpose of this paper is to explore the operational implications and strategic actions involved in talent management (TM) in Scotland. Design/methodology/approach - The paper is based on a literature review and focus groups comprising members of the Board of the Scottish Tourism Forum. Findings - This paper finds that, in an industry with generally high labour turnover and rather negative public image as an employer, TM - in attracting, developing and retaining people - has significant potential to contribute to changing approaches to managing people and to improving opinions on careers in this sector. Practical implications - Practical implications are that: individual businesses adopt TM approaches that best suit their business, employees and customers; industry bodies and leaders present exemplary practice in TM; business strategies including TM initiatives are actively supported by senior and operational managers in organisations; and educators develop, in liaison with the industry, toolkits for the implementation and evaluation of TM initiatives. Originality/value - Any practitioner or academic interested in gaining insight into the practice and potential of TM, especially in the Scottish context, will find the paper valuable.

    Original languageEnglish
    Pages (from-to)820-830
    Number of pages11
    JournalInternational Journal of Contemporary Hospitality Management
    Volume20
    Issue number7
    DOIs
    Publication statusPublished - 2008

    Keywords

    • Hospitality services
    • Human resource management
    • Scotland
    • Tourism

    ASJC Scopus subject areas

    • Tourism, Leisure and Hospitality Management

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