The hospitality industry is centered on people, wherein service providers and customers are inseparable as they create unique, intangible experiences. The question about what drives and inspires hospitality workers to be productive, positively contribute with the work that they do, and strive to provide outstanding service quality continues to be very important for hospitality operators, especially in the current labour-challenged environment where simply finding and keeping sufficient numbers of workers is difficult. This chapter will explore the issues of employee motivation, looking at both classic theories and more recent research that challenge our ideas of what drives people to perform at work, particularly in the realm of hospitality.
Julia Christensen Hughes and William C. Murray
‘Talent management’ has received considerable attention within organizations, and increasingly within academe, since its introduction as a source of competitive advantage twenty years ago. Yet debate continues as to what talent management actually means, including its underlying theory, philosophy, practice and intent. This chapter provides a roadmap to the evolving understandings of talent management, within hospitality and tourism, but also within the management literature more generally. Increasingly, talent management has been acknowledged as a pluralistic concept, one that is context dependent. The hospitality industry presents an ideal opportunity for advancing understanding of talent management, through the exploration of its definition and use within large multinationals, as well as SME’s, from the perspective of multiple stakeholders (front-line employees, managers and society, as well as senior staff), and with respect to changes occurring in the external environment. One central premise of the talent management literature is that valued talent is scarce. Given mounting economic and technological disruptions, it is unclear to what extent this will continue to be the case.