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

Gillian A. Maxwell, Samantha MacLean

    Research output: Contribution to journal › Article

    Abstract

    The purpose of this paper is to explore the operational implications and strategic actions involved in talent management (TM) in Scotland. The paper is based on a literature review and focus groups comprising members of the Board of the Scottish Tourism Forum. 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.

    Original languageEnglish
    Pages (from-to)820-830
    Number of pages11
    JournalInternational Journal of Contemporary Hospitality Management
    Volume20
    Issue number7
    DOIs
    Publication statusPublished - 1 Jan 2008

    Fingerprint

    tourism
    literature review
    turnover
    labor
    industry
    Talent management
    Tourism and hospitality
    Scotland
    Strategic action
    public
    opinion
    Employers
    Labour turnover
    Industry
    Focus groups
    Tourism
    Literature review

    Keywords

    • Scotland
    • strategic actions
    • talent management
    • hospitality and tourism

    Cite this

    Maxwell, Gillian A. ; MacLean, Samantha. / Talent management in hospitality and tourism in Scotland: operational implications and strategic actions. In: International Journal of Contemporary Hospitality Management. 2008 ; Vol. 20, No. 7. pp. 820-830.
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    abstract = "The purpose of this paper is to explore the operational implications and strategic actions involved in talent management (TM) in Scotland. The paper is based on a literature review and focus groups comprising members of the Board of the Scottish Tourism Forum. 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.",
    keywords = "Scotland, strategic actions, talent management, hospitality and tourism",
    author = "Maxwell, {Gillian A.} and Samantha MacLean",
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    Maxwell, GA & MacLean, S 2008, 'Talent management in hospitality and tourism in Scotland: operational implications and strategic actions', International Journal of Contemporary Hospitality Management, vol. 20, no. 7, pp. 820-830. https://doi.org/10.1108/09596110810897637

    Talent management in hospitality and tourism in Scotland: operational implications and strategic actions. / Maxwell, Gillian A.; MacLean, Samantha.

    In: International Journal of Contemporary Hospitality Management, Vol. 20, No. 7, 01.01.2008, p. 820-830.

    Research output: Contribution to journal › Article

    TY - JOUR

    T1 - Talent management in hospitality and tourism in Scotland: operational implications and strategic actions

    AU - Maxwell, Gillian A.

    AU - MacLean, Samantha

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    PY - 2008/1/1

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    AB - The purpose of this paper is to explore the operational implications and strategic actions involved in talent management (TM) in Scotland. The paper is based on a literature review and focus groups comprising members of the Board of the Scottish Tourism Forum. 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.

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    KW - strategic actions

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    KW - hospitality and tourism

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    JO - International Journal of Contemporary Hospitality Management

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    Maxwell GA, MacLean S. Talent management in hospitality and tourism in Scotland: operational implications and strategic actions. International Journal of Contemporary Hospitality Management. 2008 Jan 1;20(7):820-830. https://doi.org/10.1108/09596110810897637

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