چارچوبی برای مدیریت استعداد در صنعت گردشگری

نوع مقاله : مقاله پژوهشی

نویسندگان

1 مدیر گروه رشته مدیریت دانشگاه سیستان و بلوچستان

2 رئیس دانشگاه علمی و کاربردی استان فارس

3 معاونت آموزشی دانشکده مدیریت و اقتصاد دانشگاه سیستان و بلوچستان

4 دانشجوی دانشگاه سیستان و بلوچستان

چکیده

در جهان امروز، افراد، لبۀ کلیدی مزیت رقابتی هستند که پیشبرد اهداف کسب‌و‌کار را تقویت می‌کنند. سازمان‌های موفق، مدیریت استعداد را به‌عنوان یک اولویت راهبردی در نظر می‌گیرند. ازآنجاکه کارکنان بعد حیاتی تحویل خدمات گردشگری هستند، بنابراین توانایی کسب و حفظ کارکنان عالی در بخش خدمات، ضروری است. پژوهش حاضر با هدف ارائه چارچوبی برای مدیریت استعداد، با رویکرد پژوهش کیفی است. بدین منظور پس از بررسی پیشینۀ پژوهش، با استفاده از مصاحبه‌های نیمه‌ساختاریافته به روش نمونه‌گیری هدف‌مند بین مدیران و کارشناسان ارشد شرکت مادرتخصصی سیاحتی و مراکز تفریحی پارسیان، ابعاد مدیریت استعداد به روش تحلیل محتوای جهت‌دار و تلخیصی تحلیل شد. درنهایت چارچوبی منسجم بر پایۀ عوامل زمینه‌ای تأثیرگذار بر مدیریت استعداد (عوامل داخلی- خارجی)، جذب استعداد (تجزیه‌و‌تحلیل راهبردی نیازمندی‌های سازمان به استعداد، تأمین نیروی انسانی موردنیاز)، ماندگاری (مدیریت روابط استعداد، مدیریت عملکرد)، بالندگی (مدیریت مسیر شغلی، مدیریت جانشین‌پروری) و خزانۀ استعداد (چشم انداز، راهبردها) ارائه شده است. 

کلیدواژه‌ها


عنوان مقاله [English]

A Framework for Talent Management in Tourism Industry

نویسنده [English]

  • roghayeh parish 4
1
2
3
4
چکیده [English]

In the present world, individuals stand at the key ridge of competition and can promote probability of achievement to business goals. Successful organizations believe in a strategic priority for talent management. As employees compose a vital aspect of tourism services, it is vitally important to protect higher employees at servicing tasks. This qualitative research is intended to present a framework for talent management. Having reviewed the literature, the main aspects of talent management were identified through the directive content analysis of semi-structured interviews with higher managers and experts in Parsian tourism and entertainment centers who had been selected by purposive sampling. Finally, a framework containing the situational factors affecting talent management (internal and external factors), employing talented people (analysis of the requirements of the organization for talented and necessary human resource), survival (managing talent relation, performance management), enhancement (career management, substitution management), and talent treasury (vision and strategies).

کلیدواژه‌ها [English]

  • talent management
  • Aspects of Talent Management
  • Content Analysis
  • Tourism and Hospitality
ایمان، محمدتقی و نوشادی، محمودرضا (1390)، تحلیل محتوای کیفی، پژوهش، سال سوم، شمارۀ دوم، صص: 44-15.
تبریزی، منصوره (1393)، تحلیل محتوای کیفی از منظر رویکردهای قیاسی و استقرایی، فصلنامۀعلوم اجتماعی، شمارۀ 64 ، ص: 105-138.
ساعت‌چی، محمود و امیدی، سعیده (1390)، مدل ایجاد ثروت انسانی- سازمان‌محور (مورد مطالعه: صنعت گردشگری). دانشگاه علامه طباطبایی، صص: 101-137.
نادری، نادر؛ یاراحمدی، محسن و الماسی‌فرد، محمدرسول (1391)، مدیریت استعداد؛ مفاهیم، رویکردها و مدل مفهومی، فصلنامۀ منابع انسانی ناجا، شمارۀ 29.
Armstrong, M.(2006), A Handbook of Human Resource Management Practices, 10th Ed, p.cm, pp.389-409.
Baum, T. (2007), Human resources in tourism: Still waiting for change, Tourism Management, 28, pp.1383–1399.
Barlow, L.(2006), Talent development: the new imperative?, Development and Learning in Organizations, Vol. 20 No. 3, pp. 6-9.
Bergeron, C.( 2004), Build a talent strategy to achieve your desired business results, Handbook of Business Strategy, Vol. 5, Iss 1, pp. 133 – 140.
Becker, B.E., Huselid, M.A., Beatty, R.W.(2009), The Differentiated Workforce: Transforming Talent into Strategic Impact, Boston, MA: Harvard Business Press.
Björkman, I., Ehrnrooth, M., Höglund, M., Mäkelä, K., Smale, A., Sumelius, J.( 2013), Talent or not? Employee reactions to talent identification, Human Resource Management, 52: 2, pp. 195–214.
Blass, E.(2009), Talent management: cases and commentary, Houndsmills: Palgrave MacMillan.
Boudreau, J. W., Ramstad, P. M.( 2005), Talentship, Talent Segmentation and Sustainability: A New HR Decision Science Paradigm for a New Strategy Definition, Human Resource Management, Vol. 44, No. 2, pp. 129-136.
Cappelli, P.(2008), Talent Management in the 21st Century, Harvard business review, pp. 1-9.
Chuai, X., Preece, D. and Iles, P.(2008), Is talent management just ‘old wine in new bottles’?, Management Research Review, Vol. 31 No. 12, pp. 901-911.
Collings, D. G., Mellahi, K.( 2009), Strategic talent management: A review and research agenda, Human Resource Management Review, 19, pp. 304–313.
Davidson, M., C., G., McPhail, R., Barry, S.( 2011), Hospitality HRM: past, present and the future, International Journal of Contemporary Hospitality Management, Vol. 23, No. 4,pp. 498-516.
Deery, M., Jago, L.(2015), Revisiting talent management, work-life balance and retention strategies, International Journal of Contemporary Hospitality Management, Vol.27, No.3, pp.453-472.
Dries, N.(2013), The psychology of talent management: A review and research agenda, Human Resource Management Review, 23, 272–285.
Garavan, T. N., Carbery, R., Rock, A.( 2012), Mapping talent development: definition, scope and architecture, European Journal of Training and Development, Vol. 36, No. 1, pp. 5-24.
Gelens, J., Hofmans, J., Dries, N., Pepermans, R.( 2014), Talent management and organisational justice: employee reactions to high potential identification, Human Resource Management Journal, Vol 24, no 2, pp. 159–175.
Glenn, T. (2012), The state of talent management in Canada’s public sector, Administration Publique Du Canada, Volume 55, Issue 1, pages 25–51.
Green, N.D.A.(2008), Managing the talent management pipeline Towards a greater understanding of senior managers’ perspectives in the hospitality and tourism sector, International Journal of Contemporary Hospitality Management, Vol. 20, No. 7, pp. 807-819.
Heinen, J. S., O’Neill, C.(2004), Managing Talent to Maximize Performance, Wiley Periodicals, Inc, Published online in Wiley InterScience, pp.67-82.
Hills, A.(2009), Succession planning – or smart talent management?, Emerald Group Publishing Limited, Q, ISSN 0019-7858 j Industrial and Commercial Training, Vol. 41, NO. 1, pp. 3-8.
Hughes, J. C., Rog, E.(2008), Talent management A strategy for improving employee recruitment, retention and engagement within hospitality organizations, International Journal of Contemporary Hospitality Management, Vol. 20, No. 7, pp. 743-757.
Iles, P., Preece, D., Chuai, X.(2010), Talent management as a management fashion in HRD: Towards a research agenda, Human Resource Development International, 13, pp. 125–145.
Kabwe, C. B.(2011), The Conceptualisation and Operationalisation of Talent Management: The Case Of European Internationally Operating Businesses, Ph.D. Dissertation, Lancashire Business School University of Central Lancashire, pp. 288.
Kim, Y., Williams, R., Rothwell, W. J., Penaloza, P.(2014), A Strategic Model for Technical Talent Management: A Model Based on a Qualitative Case Study, International Society for Performance Improvement.
Lewis, R. E., Heckman, R. J. (2006), Talent management: A critical review, Human Resource Management Review, 16, pp.139-154.
Maxwell, G. A., 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.
Meyers, M. C., Woerkom, M. v., Dries, N.(2013), Talent – Innate or acquired? Theoretical considerations and their implications for talent management, Human Resource Management Review, Vol. 23, No. 4, pp. 305-321.
Mensah, J.K (2015), A “coalesced framework” of talent management and employee performance For further research and practice, International Journal of Productivity and Performance Management, Vol. 64, No. 4, pp. 544-566.
Nilsson, S., Ellstrom, P. E. (2012), Employability and talent management: challenges for HRD Practices, European Journal of Training and Development,Vol. 36, No. 1, pp. 26-45.
Phillips, D. R., Roper, K. O. (2009), A framework for talent management in real estate, Journal of Corporate Real Estate, Vol. 11, No. 1, pp. 7-16.
Rothwell, W. J.(2008), Introducing Talent Management, Dale Carnegie & Associates, Inc. 290 Motor Parkway Hauppauge, NY 11788, pp. 1-12.
Sahay,P. (2014), Design thinking in talent acquisition: a practitioner’s perspective, Strategic HR Review, Vol. 13 NO. 4/5, pp. 170-180.
Sharma, R., Bhatnagar, J. (2009), Talent management – competency development: key to global leadership, Industrial and Commercial Training, Vol. 41, NO. 3, pp. 118-132.
Sonnenberg, M., Zijderveld, V. v., Brinks, M. (2014), The role of talent-perception incongruence in effective talent management, Journal of World Business, 49, PP. 272–280.
Scott, B., Revis, S. H.(2008), Talent management in hospitality: graduate career success and strategies, Emerald Group, International Journal of Contemporary Hospitality Management, Vol. 20, No. 7, pp. 781-791.
Stahl, G., Björkman, I., Farndale, E., Morris, S.S., Paauwe, J., Stiles, P., Trevor, J. and Wright, P. (2012), Six principles of effective global talent management, MIT Sloan Management Review, Vol. 53, No. 2, pp.24–32.
Stewart, J.(2008), Developing skills through talent management, SSDA Catalyst, Vol. 1 No. 6, pp. 1-14.
Tsay, C. and Banaji, M.R.(2011), Naturals and strivers: preferences and beliefs about sources of achievement, Journal of Experimental Social Psychology, Vol. 47 No. 2, pp. 460-465.
Vaiman, V., Scullion, H., Collings, D. (2012), Talent management decision making, Management Decision, Vol. 50, No. 5, pp. 925-941.
Zheng, C. (2009), Keeping talents for advancing service firms in Asia, Journal of Service Management, Vol. 20, No. 5, pp. 482-502.