Talent management in Spanish SME hotel sector
(English) Hospitality has a great role in economy of Spain as the second most visited country in the world. Human resources (HRs) are the most important resources in this industry. Talented employees can be competitive advantage of hospitality organizations and specially hotels as a key sub-sector o...
| Autor: | |
|---|---|
| Tipo de recurso: | tesis doctoral |
| Estado: | Versión publicada |
| Fecha de publicación: | 2025 |
| País: | España |
| Institución: | CBUC, CESCA |
| Repositorio: | TDR. Tesis Doctorales en Red |
| OAI Identifier: | oai:www.tdx.cat:10803/695074 |
| Acceso en línea: | http://hdl.handle.net/10803/695074 https://dx.doi.org/10.5821/dissertation-2117-439820 |
| Access Level: | acceso abierto |
| Palabra clave: | hospitality industry hotel management talent management small and medium sized enterprises practices training attraction selection performance Àrees temàtiques de la UPC::Economia i organització d'empreses 65 - Gestió i organització. Administració i direcció d'empreses. Publicitat. Relacions públiques. Mitjans de comunicació de masses |
| Sumario: | (English) Hospitality has a great role in economy of Spain as the second most visited country in the world. Human resources (HRs) are the most important resources in this industry. Talented employees can be competitive advantage of hospitality organizations and specially hotels as a key sub-sector of the industry. For managing talents, effective practices should be used for high potential and high performing employees, to fill in key positions. There is still a need to study talent management in certain sectors and small and medium-sized enterprises such as hospitality. Following the research question “Which are the talent management practices in SME hotels?”, we considered various objectives. The first ones describe the meaning of Talent and Talent Management by different hotel stakeholders. After that formal and informal talent management practices were identified in hotel sector. Comparing the different approaches and perceptions for talent management and corresponding practices in hotels was another objective that we followed up. Furthermore, Methodology is a critical part in research. Methodology of our research is empirical inductive and exploratory. Qualitative research was done. The sampling methods were a combination of handpicked, volunteering, and convenience models. We collected data from SME hotel HRs by semi structured interviews. We used platforms such as SABI and LinkedIn to reach the samples of research. The interviews were done based on a defined interview protocol. We used the software of Excel for data analysis. Regarding Ontology and Epistemology of research we can say that our effort was to find out what the truth is about talent management in hotels. What followed led us to search for a suitable method to understand how the impact of talent management is in hotels. Due to the nature of our research, interpretivism was more appropriate among other philosophical research paradigms. On the other hand, we used grounded theory and thematic analysis in the research. We started data analysis by defining demographics and doing initial data analysis including data cleaning, data screening and documentation. Following these steps, detailed data analysis was conducted based on grounded theory and thematic analysis. It is important to note that we have been assured of quality of the research by following the appropriate strategies of Trustworthiness, Validity and Reliability. Regarding the results, we can assert that concepts mentioned in literature review were compared with the results of interviews. We found the commonalities and differences of the concepts. Therefore, we prepared a list of key HR positions in hotels. Characteristics of talented people were discussed. Besides, a classified list of suitable practices for attraction, selection, training and performance of talented employees in hotel sector was provided from the perspective of various stakeholders. Goals of talent management were discussed. Finding people in charge of talent management tasks was another result achieved. In addition, we uncovered the factors influence talent management practices. From our point of view, responding to the research objectives is the most important part of research conclusions. Regarding the implications of the research, hotels especially small and medium sized ones can improve the situation of their talents and increase organization efficiency using the results of this project. The data collected and analysed can help managers to be more aware of the subject and to choose best fit practices in talent positions of their organization. In other words, the results increase job satisfaction and provide talented employees a better work situation. Furthermore, the results from interviews which are not justified in literature review are like new hypothesis that can be studied in the future research. Recommendations for researchers, practitioners and governments is another part we discussed. |
|---|