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A case of talent management practices in motivating fast food service employees

Gaunette Sinclair-Maragh, Noriel Jacobs-Gray, Norene Brown-Roomes,
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 A case of talent management practices
in motivating fast food service employees
Gaunette Sinclair-Maragh, Noriel Jacobs-Gray and Norene Brown-Roomes

Introduction Gaunette Sinclair-Maragh

is Associate Professor at
There is a plea for the hospitality industry to employ talent management as a strategic the School of Hospitality
approach to build employee morale and competence, and to gain competitive advantage. and Tourism
Scott and Revis (2008) postulate that this industry, in general, must become better at Management, University
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recognizing and developing its own talent, within a tangible performance enhancement of Technology, Jamaica.
culture at the organizational level. This will ensure the retention of future investments and Noriel Jacobs-Gray is
ultimate survival of smaller concerns, in response to the growing dominance of Programme Coordinator
multi-national issues. Likewise, Watson (2008) deliberates that little attention is being given at Northern Caribbean
University, Mandeville,
to the concept of talent management in the hospitality industry and purports that it should
Jamaica.
be an integrated business strategy which would facilitate the development of individuals to
Norene Brown-Roomes is
fulfill their potential. In support, D’Annunzio-Green et al. (2008) declare that for talent Lecturer at the School of
management to be effective, it should be aligned with the culture and value of the Hospitality and Tourism
organization. A combined effort between management and employees is necessary to gain Management, University
competitive advantage. Employees should be given the opportunity to develop their skills of Technology, Jamaica.
in an effort to enhance their careers.
The concept of talent management is delineated as identifying, developing, engaging and
retaining employees with the specific talents needed for the success of the organization
(Watson, 2008). Bersin (2008) points out that this concept is not merely a “buzz word” in human
resource (HR) processes, but it is important in the transformation of the HR function where
processes and systems are integrated and employees are looked at in a more strategic way.
Talent management is also explored from the perspective of workforce planning which involves
principles such as succession planning, coaching and mentoring. It is oftentimes used as an
umbrella term to encompass talent selection and development, where talents or potentials are
identified and harnessed to ensure the organization has a thriving future amidst its competitors.
The benefits of an effectively implemented talent management strategy also include improved
employee recruitment and retention rates. Ramlall (2004) indicates that despite the size,
technological advances and market focus, organizations are in fact facing retention
challenges. Being able to retain employees would reduce the consequences of having
insufficient or inappropriate employees, and enhanced employee engagement, through highly
Disclaimer. This case is written
motivated employees (Christensen and Rog, 2008). solely for educational
purposes and is not intended
Being motivated suggests that an employee’s interest in a particular job, project or subject sis to represent successful or
stimulated so that the individual will be challenged to be continually attentive, observant, unsuccessful managerial
decision-making. The author/s
concerned and committed to one’s job or organization (Kasavana and Brooks, 1995). Several may have disguised names;
financial and other
human behaviorist theorists and management scholars proposed different theories to explain recognizable information to
employee motivation. For instance, Abraham Maslow suggested that survival, safety, protect confidentiality. Names
of employees mentioned in the
belonging and self-esteem are factors that can be used to motivate employees. Sigmund Freud case have been changed to
believes that people need to be rewarded to get the work done (Nohria et al., 2008). maintain confidentiality.

DOI 10.1108/EEMCS-07-2016-0153 VOL. 7 NO. 3 2017, pp. 1-16, © Emerald Publishing Limited, ISSN 2045-0621 EMERALD EMERGING MARKETS CASE STUDIES PAGE 1
 Talent management is not usually considered in relation to employee motivation. However,
Björkman et al. (2013) claim that individuals are motivated when they are informed of their
special talent. Hence, there is a proposed relationship between talent management and
employee motivation. Not many studies have been done in this area as the structure of
talent management has just started to develop. In fact, only 5 per cent of organizations
have a clear talent management strategy and operational programs in place (Bersin, 2008).
The hospitality industry is selected for this study because according to Barron (2008), it is
challenged in maintaining motivated employees. D’Annunzio-Green et al. (2008)
emphasize that if the industry is to compete for and retain good employees, then talent
management should not be ignored. The fast food sector is further selected as a sample for
the study. As a sector within the hospitality industry (Purcell, 1996), specifically, hotel and
restaurant services (Statistical Institute of Jamaica, 2016), the employees are likely to be
impacted by talent management issues. Jamaica which is located in the Caribbean region
(Sinclair-Maragh and Gursoy, 2015) is selected for the study site because
internationalization has facilitated the growth of fast food operations in this destination
(Sinclair-Maragh, 2010) which has provided employment to over 15,000 persons (Collinder,
2014) to serve both local residents and tourists.
Furthermore, a round table discussion held in Barbados in 2004 regarding “Future human
resource challenges in the Caribbean hospitality industry” reinforces the significance of
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sound talent management practices. At this meeting, it is purported that the region has
failed in getting managers and supervisors to understand that dealing with human
resources is a critical part of their role (Henry et al., 2004). It is being presumed that
businesses in the Caribbean region should develop a strategic approach to talent
management to get the best from their employees and gain competitive advantage.
According to Christensen and Rog (2008), talent management presents an intriguing
opportunity for hospitality organizations to attract employees with the requisite skills and
experience. Talent management can assist organizations that have long struggled with
high turnover rates and the ability to attract and engage employees that are considered
assets and not liabilities. Engaged employees actually work with passion; they are more
loyal and work very hard (Lockwood, 2007). Glen (2006) emphasizes that the retention of
key skills, employee motivation and attendance are important strategic issues as they
directly impact operational costs, productivity and performance of businesses.
The purpose of this case study, therefore, is to determine whether the practice of talent
management serves to motivate the employees of a selected fast food service entity
operating in Jamaica. The case study uses primary data obtained from a survey conducted
with the employees. The unique contribution of the study is that it outlines the principles and
practices of talent management in relation to employee motivation, and it is specific to the
fast food sector. The findings of the case analysis can help managers in this sector to
improve the motivation levels of employees. The findings can likewise be applied to food
service operations due to similarities in operations.
The corresponding research questions are outlined below:

RQ1. How aware are the employees of talent management practices at this fast food
entity?

RQ2. What are the employees’ perceived levels of awareness of talent management
practices?

RQ3. What level of importance do employs place on talent management?

RQ4. What are the current practices of talent management?

RQ5. Are employees motivated from the perceived talent management practices?

PAGE 2 EMERALD EMERGING MARKETS CASE STUDIES VOL. 7 NO. 3 2017

 The following section outlines the review of literature regarding the concepts of talent
management and motivation to enable better understanding of the purpose of the study.
Subsequent sections relate the case study of the fast food entity being studied and
conclusion. This is followed by the case teaching note which comprises the learning
outcomes, target audience, case synopsis, applied questions, contributions and limitations
of the case study.

Literature review
Practice of talent management
Christensen and Rog (2008) describe talent management as a multi-faceted strategic
concept championed by human resource practitioners; an organizational mindset; a
source of competitive advantage; an integrated set of enterprise-wide, technology
enabled, evidence-based human resource management policies and practices; and an
opportunity to elevate the role of this practitioner to one of strategic partner. Likewise, Glen
(2006) postulates that in this current competitive environment, the key talents within
organizations should be recognized. He also believes that to retain key organizational
talent, there should be a clear business-driven link along with much thought and energy. It
is evident that managers need to approach the inter-related processes of employee
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recruitment, retention and development in a manner that fully recognizes the diversity of
talents that are required for the effective operation of their businesses. A uni-dimensional
approach to the management of talent, focusing primarily on executive or graduate levels
is inadequate in this context. What is proposed here is far more challenging and provides
the basis for a reinterpretation of the concept of talent management that is both inclusive
and, potentially, of greater value in the business context (Baum, 2008), that is, to also
manage the talent of the “ordinary employee”.
Christensen and Rog (2008) argue that talent management is a compelling approach for
dealing with the impending labor crisis as well as an effective strategy for enhancing the
competitive positioning of an organization and its employer brand. It is apparent that talent
management requires good and effective leadership. Baldoni (2005) postulates that good
leadership is needed to build employee loyalty. It is, however, believed that leaders do not
directly motivate; it occurs indirectly as motivation is an intrinsic response and, therefore,
cannot be imposed on the employee from any outside influence. This is suggesting that
employees must want to do something of their free will. Motivation of the employee is,
therefore, influenced by “leadership - behavior” where the manager in carrying out his/her
function as a leader wants to do the right thing for both the employee and the organization.

Employees’ awareness and importance of talent management practices

Skilled, high-potential employees will seek opportunity to develop their careers quickly and
improve their personal marketability such as their involvement in split roles in key
organizational projects (Glen, 2006). Bhatnager (2007) considers employees’ engagement
in the organization’s talent management practices as crucial to the success of such a
strategy. It is noted by Erickson and Gratton (2007) that organizations with employees who
are highly engaged tend to send clear and powerful messages that communicate their
values and attributes. This they do through “signature experiences” – visible, distinctive
elements of the work environment that send powerful communication about the
organization’s aspirations and about the skills, stamina and the commitment employees will
need to succeed in these organizations.
Bhatnager (2007) also looks at the length of employment as a factor that affects employee’s
engagement in talent management practices. For persons employed 16 months or less,
their engagement factor loading (those factors that contribute to the employee’s level of
engagement) is low, while employees considered to be in the intermediate stage, their

VOL. 7 NO. 3 2017 EMERALD EMERGING MARKETS CASE STUDIES PAGE 3

 engagement factor loading is found to be high. Lockwood (2006) concludes that employee
engagement can seriously affect the bottom line.
Smith and Cantrall (2011) recommend the adaptation of the customer-based “workforce of
one” strategy for effective talent management. This strategy builds a loyal customer base
and provides the company with a competitive advantage. This is considered to be true for
the employees as well, with the same objective in mind. With the use of this strategy,
employees become the center of the talent management thrust.

Level of employees’ motivation from talent management practices

The outcomes of an effective talent management strategy have been associated with
improved financial performance (Christensen and Rog, 2008). Managers get things done
by motivating their staff (Henry et al., 2004). Human beings give what they receive; if they
are ignored even within a short space of time, then they will lose their commitment and
passion for the customer and the job (Leary, 2009).
Training and development are important to the underpinning of talent management in
hospitality and tourism organizations, but the investment in training must be inclusive of all
staff and not selectively focused at the executive levels (Baum, 2008). It is important to
develop and leverage talents at all levels of the organization (Lockwood, 2007). Businesses
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can partner with training institutions to provide learning opportunities especially for new
workforce entrants (Lockwood, 2007).
There is some empirical evidence to show that investment in employees increases their
commitment (Evans et al., 2002). Enhancing the work environment, notably in terms of
conditions and remuneration, is areas where employers in the hospitality industry can seek
to attract and retain talented employees at all levels (Baum, 2008). In addition, time off from
work as a non-cash reward is of high intrinsic recognition value and is, therefore, one of the
best employee motivation technique (Islam and Zaki Hj Ismail, 2008).

Challenges of talent management

Talent management is not without its set of challenges. Although it is becoming more
important to invest in human capital as opposed to those resources that are viewed as
wealth creators, there may be a risk in doing so (Evans et al., 2002). These employees may
go elsewhere. Green (2008) highlights two other pronounced challenges. One has to do
with retention that is centered around meeting employees’ expectations and holding on to
them until there is a suitable promoted position. This may sometimes prove problematic
and can result in talent being promoted too early. The other challenge relates to the
approaches to talent management. These are organization specific and are driven by
internal expertise and available resources. Organizations can therefore, fit or tailor their
talent management approach to their own context.

Case study on Fast Food X

Fast Food X (FFX) has been operating in Jamaica for more than three decades, starting with
one restaurant. This entity since then has expanded its operation across the island
destination. Its menu offerings comprise local Jamaican cuisine that is offered by quick
service mode. This is ideal for customers who want to quickly obtain a meal and not
necessarily to dine in a restaurant. Aside from contributing directly to the employment of
workers in the restaurant service sector, this entity highly contributes to the agriculture
industry from the use of locally grown food products.
A major competitive advantage for FFX is that although it is a fast food operation, it offers
local Jamaican food and has expanded its menu offering to cater to other niche markets
such as vegetarians and healthy eaters. Online reviews indicate that the FFX restaurants
are conveniently located and are opened late. The meals are also affordable.

PAGE 4 EMERALD EMERGING MARKETS CASE STUDIES VOL. 7 NO. 3 2017

 The case study presents findings from a survey conducted with 166 of its employees in the
capital city of Kingston in May 2011. The following relates the employees’ demographic
profile, their employment status and awareness and understanding of talent management.
It also relates the organizations practices of talent management as perceived by the
employees as well as employees’ motivation levels from the talent management practices.

Employee demographic profile

The majority of employees surveyed were female. As it relates to age, almost half of the
employees surveyed were aged between 26-35 years, and the lowest amount between
46-55 years old. Overall, the majority of employees were aged between 18 and 45 years.
As it relates to their family or marital status, majority of them was single with either a child
or children. Likewise, majority of the employees reported having secondary/high school
education as their highest level of education.

Employment status
The greater proportion of employees was employed on a full-time basis with most of them
permanently employed and the remainder contractually employed. Majority of them have
been employed in the kitchen/production area with the least amount employed in the dining
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room, accounting and administration departments. In terms of job title, most of the
employees noted “team member” to be their job title, followed by “line staff” and the least
amount identified with being “a cook”. As presented in Table I, majority of the employees
have been employed for a period between one to five years.

Awareness and understanding of talent management

More than half of the employees presented a clear understanding of the terminology of
talent management as defined by Watson (2008). They believed that the culture of the
restaurant influenced their personal development and professional development. With
regards to the observed talent management practices at FFX, the employees reported
training/skill development, cross training and succession planning as the top three
practices. Both training and promotion opportunities were indicated as most useful to the
employees. These were followed by recognition and reward.
A little over half of the employees noted that financial assistance for education and training
was provided by the entity. Others reported that the restaurant also gives employees time
off from work to facilitate their training. Only a few noted that the restaurant does not provide
sponsorship to the employees for training. Majority of the employees declared that their
talent/skill is assessed by the restaurant by way of the performance appraisal process. The
remaining employees stated that their talent and skill were assessed through personal
discussion with their supervisors. Additionally, majority of the employees reported that they
were never placed in another department, despite their talent and/or skill being recognized
during the performance appraisal process and has such has impacted their level of
motivation. Table II shows the percentage of employees placed in other departments as a
result of management identifying their specific talent.

Table I Percentage period of employment

Period of employment (%)

Under 3 months 8.0

3 months-1 year 12.9
Above 1-5 years 44.2
Above 5-10 years 28.2
Above 10 years 6.7

VOL. 7 NO. 3 2017 EMERALD EMERGING MARKETS CASE STUDIES PAGE 5

 Table II Departments placed based on talent/skill
Department (%)

Supervising 1.8
Management 1.8
Different store 0.6
Cook 0.6
Cashier 1.8
Rotated in different departments 1.2

Half of the employees were satisfied with their jobs. However, less than half of them were
either highly motivated or very highly motivated. Despite this, the majority of them were
happy. Ranging from very low to very high, employees related the factors that motivate
them. As presented in Table III, training and skill development provided the highest level of
motivation. To foster talent management, Table IV shows that majority of the employees
believed that management should simultaneously coach, mentor, motivate and empower
employees.

Conclusion and implications

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This study examines the practice of talent management and how it serves to motivate
employees at a selected fast food service operation. One major contribution of this
research is that it provides an understanding of the concept of talent management, its
principles and practices, and its likely impact on employee motivation within fast food
service organizations. Another important contribution of this study is that both the literature
and the case study show that talent management plays a dual role in benefitting both
employees and organizations alike. Employees benefit from recognition and reward, while
the organization benefits from the building and strengthening of the brand, and they are
able to create and attract loyal, highly skilled and motivated employees. Managers can
therefore use the information from this study to evaluate their current practices of managing
talent and also to guide their strategic direction in terms of human resource management.

Table III Average motivation of respondents

Factors (%)

Training/Skill development 44.6

Mentoring 51.5
Cross-training 45.5
Succession planning 20.8
Job fit 8.9

Table IV Measures to foster talent management

Measures (%) Responses

Coaching, mentoring, motivation and empowerment 23.71

Encourage educational and training development 21.06
Employ the right people 10.52
Encourage team work 7.89
Create the right job fit 7.89
Cross training to develop skill 5.26
Be a role model 5.26
Be more kind to employee 5.26
Implement strategies to make company grow 5.26
Provide a comfortable work environment 2.63
Give promotions to employees 2.63
Have more staff meeting 2.63

PAGE 6 EMERALD EMERGING MARKETS CASE STUDIES VOL. 7 NO. 3 2017

 This can increase the commitment of the workforce to the organization, thus enabling its
competitive advantage.
Keywords:
This research will advance the literature in human resource management, fast food service
Workforce planning,
operation and also hospitality and tourism management, as well as provide the basis for
Enterprise resource
future research. Although it specifically relates to the fast food service sector, the
planning,
recommendations can be applied to the food service sector due to contextual similarities
Employee commitment/
among these operations. Future studies can also specifically examine the different types of motivation,
restaurants within the food service sector in relation to the practice and impact of talent Employee participation/
management. The study, however, is not without limitations; it did not place an emphasis on engagement,
the demographic profile of the employees and so future studies could expand this analysis. Labour market/skills
Scholars can advance this research by conducting a comparative analysis among the shortages,
types of restaurants in relation to talent management practices. Other forms of statistical Resource-based view/core
analysis can also be used in future studies. competencies

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Corresponding author
Gaunette Sinclair-Maragh can be contacted at: gmaragh@utech.edu.jm

PAGE 8 EMERALD EMERGING MARKETS CASE STUDIES VOL. 7 NO. 3 2017