Synopsis: Effective Talent Management: Impact On Job Satisfaction, Attrition & Organizational Change

Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change
SYNOPSIS
Hospitality as a service industry, its efficient management and successful operation depend largely on the quality of manpower. In India, the shortage of skilled manpower poses a major threat to the overall development of tourism. The rapid expansion of hotels of an international standard in India is creating a high level of demand for skilled and experienced staff. The availability of skilled and trained manpower is a crucial element in the successful long-term development and sustainability of a tourist destination. Skilled and trained human resources will ensure the delivery of efficient, high-quality service to visitors, which is a direct and visible element of a successful tourism product.
This research elaborates the issues and constrains relating to demand and supply of manpower in hospitality industry and also suggested the recommendations to fill the gap. Shrinking talent manpower and high attrition rates are a serious issue in the hotel industry. The attrition rate in the hospitality industry in India is set to double 2011, up from the earlier 25 per cent growing at an alarming rate of 10 per cent per annum. The researcher has undertaken a study on the impact of effective managerial talent in Indian hotel industry on the organizational cultural change that can be incorporated in the future. Mentioning that there is a need for effective managerial talent which can be achieved by assessing the 11 dimensions of talent management in the Indian hotel industry: i. ii. iii. iv. v. vi. vii. viii. ix. Assess Talent Invest in Talent Match Talent to position Engage Talent Building a business case for talent Align competencies to strategy Measure talent Leverage diversity Ensure Teamwork
A quantitative research has been employed by the researcher to evaluate the different dimensions. The research is concluded by highlighting the outcomes of the study and providing potential for further scope.
Apte .R (H-16070)
DECLARATION
I declare that this project is the result of my individual efforts and it abides to the university course and regulations regarding plagiarism. No matter contained in this project has been used by the authors in any other submission for an academic award.
Richa Vinayak Apte (H-16070)
Apte .R (H-16070)
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change ACKNOWLEDGEMENTS
I would like to sincerely thank Mr. Satish Jayaram, my Dissertation Guide and Mr. Malay Biswas, Faculty, Research Methodology Module, IHM-A for their invaluable guidance and support in the compilation of this work. I would also like to express my thankfulness towards Ms. Rupa Mathew, Librarian and my colleagues for their help and support during the assemblage of the dissertation. I would like to appreciate all the people who helped me in collecting the data for the quantitative research proposed further.
Apte .R (H-16070)
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change TABLE OF CONTENTS
SYNOPSIS ................................................................................................................................ 1 ACKNOWLEDGEMENTS .................................................................................................... 3 LIST OF EXHIBITS & TABLES .......................................................................................... 6 Chapter: 1 ................................................................................................................................. 8 Issue Identification ................................................................................................................... 8 1.1. Introduction ..................................................................................................................... 9 1.2. Issue Identification .......................................................................................................... 9 1.3. Structure ........................................................................................................................ 10 1.4. Aim & Objectives.......................................................................................................... 10 1.5. Scope of Research ......................................................................................................... 11 1.6. Limitations .................................................................................................................... 11 1.7. Conclusion..................................................................................................................... 11 Chapter: 2 ............................................................................................................................... 12 Literature Review .................................................................................................................. 12 2.1. Insights on Hospitality 2.2. Attrition in the Hotel Industry ....................................................................................... 13 2.4. Assignable Causes for Attrition .................................................................................... 19 2.5. Need for Talent Management ........................................................................................ 21 2.5.1. Analysis of the Indian Hotel Industry ........................................................................ 23 2.6. Talent Management: A perspective of high performance work systems ...................... 26 2.6.1.Talent Management Development System .............................................................. 27 2.6.2.Talent Management:An Integrated Model .............................................................. 28 2.7. Domain of Talent Management..................................................................................... 29 2.7.1. Focus of Talent Management: ................................................................................ 30 2.7.2. Areas of Talent Management ................................................................................. 32 2.8. Talent Management & Organizational Culture ............................................................. 34 2.9. Role of Talent Management in Organizational Change ................................................ 36 2.9.1. Building Change Management at Organizational Levels ....................................... 37 2.10. Challenges of Global Talent Management .................................................................. 39 2.11. Conclusion................................................................................................................... 40 Chapter: 3 ............................................................................................................................... 41
Apte .R (H-16070)
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change Research Methodology .......................................................................................................... 41 3.1. Introduction ................................................................................................................... 42 3.2. Purpose of Research ...................................................................................................... 42 3.3 .Theoretical Propositions................................................................................................ 42 3.4. Research Design ............................................................................................................ 43 3.5. Preliminary Data Collection .......................................................................................... 44 3.6 Data Analysis ................................................................................................................. 44 3.7 Deduction ....................................................................................................................... 44 Chapter: 4 ............................................................................................................................... 45 Data Analysis .......................................................................................................................... 45 4.2. Data Analysis ................................................................................................................ 46 4.3. Summary Statistics ........................................................................................................ 47 4.3.1. Gender .................................................................................................................... 47 4.3.2. Distribution of responses as per the designation .................................................... 48 4.4. Survey Analysis............................................................................................................. 49 Chapter: 5 ............................................................................................................................... 63 Conclusion & Recommendations ......................................................................................... 63 5.1. Introduction ................................................................................................................... 64 5.2. Conclusion..................................................................................................................... 64 5.3. Recommendations ......................................................................................................... 66 Bibliography ........................................................................................................................... 69 Annexure................................................................................................................................. 73
Apte .R (H-16070)
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change LIST OF EXHIBITS & TABLES
Table 2.3.1- New room supply expected to enter 10 key hotel markets in India as well as the development of branded and independent hotels.17 Table 2.3.2- The room supply expected to enter the markets, year wise.18 Table 2.3.3- The manpower requirement (across all hotels segments) by the new supply and its growth in 2006-2011...19 Exhibit 2.3.4-Graph Showing City wise Employee Requirement....20 Exhibit 2.4- The Causal Model of Employee Intent to Leave Organization....21 Table 2.5.2-Decrement in the Salary of Management in Hotels..26 Exhibit 2.5.2- Graphic Representation of Salary Decrement of Management in Hotels.27 Exhibit 2.6.1- Talent Development System.29 Exhibit 2.6.2- An Integrated Model of Talent Management30 Exhibit 2.7.1-Talent Management Process...33 Exhibit 2.8- The Interactions between Organizational Culture & Talent Management..36 Exhibit 2.9- Role of Talent Management in Organizational Change..38 Exhibit 2.9.1- Targeted Approach for Effective Change Management...40 Table 4.3.1- Table 4.3.1.-Distribtuion of the gender in the responses collected.49 Table 4.3.2- Distribution of respondents according to Designation50 Table 4.4.1 - Frequency Distribution of Question 151 Table 4.4.2.Frequency Distribution of Question 2..52 Table 4.4.3 - Frequency Distribution of Questions 3..53 Table 4.4.4- Frequency Distribution of Question 4.54 Table 4.4.5 - Frequency Distribution for Question 5...56
Apte .R (H-16070)
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change Exhibit 4.4.6- Graph showing frequency distribution of Question 6..57 Table 4.4.7-Frequency Distribution of Question 7..58 Table 4.4.8- Graph for responses for Question 8.....59 Table 4.4.9- Frequency Distribution of Question 9.....60 Table 4.4.10- Distribution of responses for Question 1062
Apte .R (H-16070)
Chapter: 1 Issue Identification
Apte .R (H-16070)
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 1.1. Introduction Chapter One presents a brief introduction to the dissertation. The dissertation will study the challenges of talent retention in the Indian Hotels in a holistic manner. In the following chapter, the issue will first be identified based upon which an aim will be formulated, following which various objectives to achieve the aim will be discusses. The scope of the dissertation will be discussed followed by the limitations. The major objective of this chapter is to provide a basic insight as to why the researcher has chosen this particular topic for research. 1.2. Issue Identification Macro-environmental factors, such as globalization, information technology, knowledgebased competition and political, economic, and financial certainty have a great influence on the Indian Hospitality Sector. Along with the evolution and growth within the industry, there has been a change within the Hotel segment of hospitality sector in a number of aspects and areas. In accordance to this change, the Federation of Hotel & Restaurant Association of India (FHRAI) has gone on record saying that the industry leaders are worried about losing qualified trained professionals to outer shores. The attrition rate in the hospitality industry in India is set to double to nearly 50 per cent by 2010, up from the earlier 25 per cent growing at an alarming rate of 10 per cent per annum. The Indian Hotel industry is facing high attrition by losing good professionals to other service segments such as business process outsourcing (BPO), ICE and other segments. Shrinking manpower within the industry is, today, a very real problem. Only 39 percent of executives surveyed execute effective managerial talent aimed at driving innovation.
Research Problem: This study analyses whether lack of talent management of employees is a cause of job dissatisfaction and therefore attrition and highlights the challenges if effective talent management as well as it impact on the organizational culture.
Apte .R (H-16070)
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 1.3. Structure This dissertation has been carried out in a structured and an organized format. Chapter one provides the reader with an understanding of the issue of the research, aim, objectives, scope and limitations of this dissertation. Chapter two comprises of the literature review which deals with the data obtained from various published sources which include published journals, books, electronic databases as well as other web sources. Chapter three comprises of the research methodology and the procedure for carrying out the research. The researcher has done a desktop research which comprises of journal articles and newsletters from the ministry of tourism and newspaper articles from international newspapers online. The articles are then transcribed and analysed in Chapter four. Finally chapter five includes a conclusion along with recommendations and further scope for research. 1.4. Aim & Objectives AIM: To evaluate the challenges of effective managerial talent management and analyse the organizational changes which can be incorporated by effective managerial talent.
OBJECTIVES To assess the dimensions of talent management and analyse the challenges of effective managerial talent in Indian Hotels. To evaluate the changes that can be incorporated by effective managerial talent in the Indian Hotel Organizations. To analyse the critical areas those need to recruit top talent and the changes of the same in Indian Hotel Industry.
Apte .R (H-16070)
10
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 1.5. Scope of Research The researcher has tried to explore the challenges of incorporating managerial talent within the Indian Hotel industry. Also, through this dissertation the researcher has tried to study the impact of effective talent management on organizational change. The research will help thus enable to analyse the hotel industry from a different perspective and provide recommendations for future to attract more number of talent pool. 1.6. Limitations The limitations of this research are as follows: The study does not attempt to predict the success talent management may have in employee retention. The research is based on the study of the impact of effective managerial talent on the organizational culture. It is an analysis based on a questionnaire regarding the role talent management in existing hotel industry. Due to time constraint, the research has been narrowed down to a small sample size of 21.
1.7. Conclusion Talent, in the context of hospitality and tourism work is, as we have seen, a somewhat problematic concept. It, therefore, follows that managing a defuse interpretation of talent is also challenging and cannot be viewed as the relatively simple process that can apply within large, hierarchical and homogeneous organisations. Talent management with the complex, weak labour market prevalent within most hospitality and tourism organisations needs to focus on inclusiveness and an open-minded approach to training and development which provides opportunities for all staff to participate and enhance their skills and knowledge sets. It is as much about talent identification and acknowledgement as it is about talent management.
Apte .R (H-16070)
11
Chapter: 2 Literature Review
Apte .R (H-16070)
12
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 2.1. Insights on Hospitality The only way to put the customer first in the hospitality industry is by putting the employee first. The success of any industry depends to a great extend up on the quality of human resource and the hospitality sector is not an exception. It is labour intensive industry, which provides employment to skilled, semi-skilled and unskilled workers directly and indirectly. Traditionally, the employment has been seen as an area that is reactive to changes in the wide business environment. There is a widely accepted assumption that the role of people within organizations is required to change and develop in response to developments in markets, products and technology. The drastic shift in the world economy has led to a high turnover of employees in the hotel sector of hospitality industry which should be appropriately managed. In India there is a tremendous shortage of talented manpower in the hospitality sector. Tourism sector on an average requires manpower about 20,000 per year. Against such a requirement the actual trained output from govt. institution is only 5000 per year. When we consider all other private institutions, the total available trained manpower does not exceed 10,000 in a year. Thus there need to develop required human resource in various segment of the hospitality & tourism industry, as a consequence of the rapid growth in tourism, changing technology and markets both national and international level. 2.2. Attrition in the Hotel Industry It is believed that in the hotel industry, the only way to put the customer first is by putting the employee first. Satisfied employees lead to satisfied customers, the only kind we can afford to have in a service business like ours. Just the word hospitality, which is derived from the word "hospice", having a Latin root in "hospitium", meaning a philosophy; a style of care, says it all. It implies a personal experience delivered by a human being. Studies have shown that the average turnover level among non-management hotel employees in the US is about 50%, and about 25% for management staff. Estimates of average annual employee turnover range from around 60 to 300 percent, according to research conducted by the American Hotel and Motel Association. Retention experts say hotels spend thousands every year for each new employee they must train to replace a seasoned worker who leaves. It is no longer a startling fact that the cost of losing an employee is between half and one-and-a-half times their annual salary.
Apte .R (H-16070)
13
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change With a large number of new properties on the anvil and lucrative opportunities in other service segments, the churn at senior levels is happening. In order to cope, hotel chains are putting retention programmes in place, while poaching from other industries like financial services. At this juncture, manpower crunch - especially skilled and talented manpower, is a major issue. The industry is focussing on how to attract good talent and how to retain existing talent. And, naturally, poaching has become the order of the day, resulting in at least 30 to 35 per cent attrition. India has a hotel room inventory of over 1,10,000 across all categories in the organised hospitality sector. The attrition rate in the hospitality industry is has been doubled to nearly 50 per cent by the end of 2010, up from the earlier 25 per cent, thanks to rapid expansion, reveals various studies by independent groups and organizations. This helps to predict that owing to further expansion in the hospitality sector in the Middle East and Europe, there will be a huge demand for trained and skilled personnel in large numbers, in the next three years. This huge constraint will trigger attrition rate in the hotel industry, as it will create greener pastures for those experienced employees, currently engaged in established business houses in the hospitality sector. The industry is losing its professionals at the top management level. Supporting this view, the Federation of Hotel & Restaurant Association of India (FHRAI) has gone on record saying that the industry leaders are worried about losing qualified trained professionals to outer shores. The private sector and the government should make efforts to retain people in this industry. There are studies that support the fact that employees leave an organisation for many reasons, but two common causes are the quality of the selection system and the quality of leadership. (Roy, 2009)
Apte .R (H-16070)
14
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 2.3. Manpower Requirement
As per the HVS report domestic hotel companies are expanding and adding rooms gradually. Foreign hotel companies are making full use of the relaxed norms for foreign direct investment in India. In the coming five years, the hotel industry is expected to see around 40 different hotel brands dotting the Indian landscape. Initially, hotel managers talked of raising occupancy and average rate as their biggest challenge. Today, however, hotels are vying with each other to capture the best talent. Hotel managers are acknowledging the short supply of quality manpower to be the biggest obstacle they face. Trained personnel are being actively recruited not only by competing hotel companies but also by sunrise sectors like retail, BPO and aviation. The balance of power is steadily shifting from employers to employees. New Room Supply - By Market Orientation Key Cities Delhi/ NCR Mumbai Kolkata Chennai Bangalore Hyderabad Pune Goa Cochin Jaipur Total New Supply In Percent Luxury 2,449 2,866 275 1,235 2,503 1,885 470 325 324 12,332 23% First Class 2,659 2,697 725 1,675 1,300 2,549 1,767 1,147 400 1,005 15,924 30% Mid-Market 4,264 2,485 1,225 1,017 2,883 1,579 1,454 675 335 720 16,637 31% Budget 1,484 1,270 240 480 1,108 1,395 927 485 330 721 8,440 16% Total 10,856 9,318 2,465 4,407 7,794 7,408 4,618 2,632 1,065 2,770 53,333
Source: HVS International Research 2006 Table 2.3.1. - Illustrates the new room supply expected to enter 10 key hotel markets in India as well as the development of branded and independent hotels. A huge number of hotel rooms, all corresponding to hotels with brand affiliation, are in various stages of planning and development in the above ten cities, and expected to enter in a phased manner by the end of this year, 2011. (Gupta, 2006)
Apte .R (H-16070)
15
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change Around 53% of the development is still concentrated in the luxury and first class (Five-star Deluxe and Five-star) segment which is characterized by its higher service orientation, which makes it particularly vulnerable to the manpower crunch.
New Room Supply - 2006-2011 Key Cities Delhi/ NCR Mumbai Kolkata Chennai Bangalore Hyderabad Pune Goa Cochin Jaipur Total Growth Percent Impact Multiple Existing Room Supply 7,030 7,402 1,354 2,075 1,906 1,442 510 2,252 354 1,298 25,623 2006 182 75 270 286 100 60 82 41 2007 2008 2,207 2,720 966 710 778 470 565 275 469 860 210 460 2,216 1,633 1221 550 453 720 2009 3,132 2,827 1,380 1,942 2,570 3,584 2347 1,015 330 975 2010 2,280 3,840 525 650 1,415 455 220 517 200 400 2011 335 825 275 645 335 980 165 215 165
1,096 6,440 11,043 20,102 10,502 3,940 2% 12% 21% 38% 20% 7% 6 10 18 10 4
Table 2.3.2.-It elaborates on the room supply expected to enter m the markets, year wise (2006-2011) Source: HVS International Report 2006 2006 witnessed approximately 1,100 rooms being added in the branded segment, which translates to a merger 2% of the proposed supply of 53,000 rooms. The impact of these new rooms on the existing hotel set will remain local in 2006; the present war for talent is more the result of poaching by existing hotels and other sectors. The bulk of the projected supply will be added between 2007 and 2011, and we expect the employee shortfall to assume vast proportions in the next five years. This shortfall in manpower every year due to additions in room inventory can be gauged by an Impact Multiple.
Apte .R (H-16070)
16
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change According to the HVS research, the average employee to room ratio is 1.8 in hotels in India. The only exception is the three-star hotel category where the ratio drops to 1.5 per room. Though Indian hotels remain overstaffed by 20-25% compared to international standards, we have used these very ratios to estimate the requirement of manpower.
Manpower Requirement Key Cities Delhi/ NCR Mumbai Kolkata Chennai Luxury First class Additional Base Year MidEmployee Budget Estimates* Market Requirement 2005/06 by 2011/12 2,226 1,905 360 720 1,662 2,093 1,391 728 495 1,082 12,303 12,954 2,370 3,631 3,336 2,524 893 3,941 620 2,272 19,096 16,391 4,365 7,789 13,697 12,916 8,034 4,592 1,818 4,770 93,467 Projection Year Percent Estimates Growth 2011/12 31,398 29,345 6,735 11,420 17,032 15,439 8,927 8,533 2,438 7,041 138,308 155% 127% 184% 214% 411% 512% 900% 117% 293% 210% 208%
4,408 5,159 495 2,223
4,786 7,675 4,855 4,473 1,305 2,205 3,015 1,831 2,340 5,189 4,588 2,842 3,181 2,617 2,065 1,215 720 603 1,809 1,296
Bangalore 4,505 Hyderabad 3,393 Pune Goa Cochin Jaipur Total 846 585 583
22,198 28,663 29,947 12,660 44,840
* Assuming Employee to Room Ratio of an average 1.75 Table 2.3.3. - Presents the manpower requirement (across all hotels segments) by the new supply and its growth in 2006-2011. Source: HVS International Research 2006
As indicated by above, branded hotels in the ten selected hotel markets would require approximately 94,000 fresh employees in the next five years. With the larger volume of new rooms being added in the luxury and first class hotels, these segments would, naturally, have the larger manpower requirement. A major chunk of demand is from cities like Delhi/NCR and Mumbai, which account for around 23% and 21%, respectively.
Apte .R (H-16070)
17
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change However, the real challenge will be presented by cities like Bangalore, Hyderabad and Pune in India. Though individually they only require around 12%, 11% and 6.5% of the demand pie, the percentage increase in manpower is the highest in these markets, ranging between 500% -900%. (Gupta, 2006) It is to be noted that our estimates do not include demand arising from the loss of hotel personnel to another sector because of the absence of relevant data.
Exhibit 2.3.4 Graph Showing Employee Requirement
Source: http://www.hvs.com/article/2741/hotels-without-hoteliers/2006
Apte .R (H-16070)
18
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 2.4. Assignable Causes for Attrition Shrinking manpower within the hotel industry is a real problem today. This paucity is felt across all levels of staff and management also creating a crunch of the talented professionals within the sector. This is because the hotel industry is rapidly losing its good professionals to other service segments. With many new opportunities, the hotel industry is facing a serious threat from other service sectors. Recruitment and retention have long been identified as one of the hospitality and tourism industrys biggest challenges. This is due in part to the highly labour intensive nature of the industry, especially in contexts where customer service expectations are high. Exacerbating the situation is the industrys turnover culture in which high turnover rates are often accepted as just the way things are. In addition, the ease by which customer service skills can be transferred to other industries means that highly valued hospitality employees can easily seek jobs elsewhere.Fuelling the recruitment and retention challenge are factors that have traditionally been characteristic of the industry and that have contributed to the perception that it is a less than ideal place to work (Hughes, 2008). Before analysing the causes or attrition in hospitality sector, there is need to identify the variables which can lead to retention.
Exhibit 1.4 The Causal Model of Employees Intent to Leave Organization
Source: (Martin Jr.)
Apte .R (H-16070)
19
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change According to Martin Jr, there are certain determinants & intervening variables as well as certain correlates played a crucial role in the following determinants on an employees decision whether to stay or leave an organization. The following can be categorized as Determinants and intervening variables & Correlates: A. Determinants & Intervening Variables: Pay Integration (engagement at work) Centralization (extent to which the power is centralized reflected in decision making) Routinzation (Repetitive job related performance) Upward mobility (Promotion to higher status within the organization) Job Satisfaction (Orientation towards organization)
B. Correlates: Length of service Age of the employee Education Designation Gender
Considering the hotel industry, contributing factors include managements traditional focus on minimizing labour costs (Hughes, 2008), the emotional labour requirements of many service industry jobs; the lack of job security associated with sales fluctuations and seasonality; the lack of opportunity for promotion from within; the low-status nature of hospitality work and poor working conditions in general (e.g. unsocial working hours, health and safety concerns, harassment, poor work-life balance). Some of the causes which can be observed are: Better remuneration offered by other sectors as compared to the hotels. Growing disillusionment: The growing disillusionment within the sector is worrisome. This is due to the lack of motivation among the organization. The industrys compensation practices need to undergo a radical change. Hotel companies need to plan & develop long-term strategies for lessening the gap between what the industry offers and what the other sectors offer to attract talent. An increasingly global labour market A workforce with independent views about their own lifestyles and access to information about career opportunities.
Apte .R (H-16070)
20
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change One of the crucial reasons why employees leave their current organization is better compensation from an organization. However, talent management in the form of personal development, employee skills and good career opportunities are important factors influencing an employees decision to stay. The factors causing a collective process of job dissatisfaction comprise of job inflexibility and control, employees feeling overworked, excessive workloads, concerns that existing management may not be able to effectively lead the organisation, lack of challenging work and not enough recognition for work performed and a poor work/life balance. Also, job stress is also a major contributor to voluntary employee turnover as well as negative behaviour by employees feeling stressed at work.
Effective managerial talent is essential for achieving organizational excellence and a driving force for business success. Recruiting the most talented employees may not be the best strategy for effective talent management as high fliers tend to leave organisations more quickly thereby generating significant employee turnover costs. 2.5. Need for Talent Management In todays competitive world, complexity with respect to both consumption and service supply is increasing which has increased its growing focus on the individual and tailored, niche provision for tourism products (Sharpley, 2005). Changing consumer demands have dictated that the competitive horizon for the majority of businesses is more uncertain and will need more management dynamism, to allow organizations the ability to adapt and survive. Recognition by the hospitality industry of the further value provided by an integrated approach to human resources and in particular, the concept of talent management can be considered key, to business success in todays competitive world. As an investment, companies in the hostel business are now considered as the most important source of economic development, social advancement and creation. Accordingly, individual and customized talent management is an expected organisational priority, with much debate on how a talent employee might be developed and rewarded, as it manages increasingly sophisticated hospitality business and consumer demands.
In the current scenario of global dynamic business environment, talent management along with retention of top quality talent has become a key focus for the managers in the world of hospitality.
Apte .R (H-16070)
21
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change Also, considering the attrition rates as mentioned above, retaining the talent pool as become of utmost importance to gain a competitive advantage. This is in particular for emerging markets in India considering the rapid growth of the hotel industry. Although talent management is one of the top most priorities today for the management today, there is still a continuous struggle to fill the key positions in the hotels with talent. (Ready & Conger 2007) Talent Management owes its roots to the behavioural thought of school of strategic Human Resource Management and falls under the staffing function. Another finding suggests that, on an average a company loses $1 m with every ten managerial & professional employees leaving the company. Abbasi and Holman (2000) suggest the importance of retaining talent and found that excessive employee attrition has far-reaching consequences and a jeopardising effect on the organizational culture and its objectives. Thus, despite having a cutting-edge strategy and systems in place, some hotels still experience low guest satisfaction due to employee crunch. This has triggered a talent mindset within an organization in the hotel industry.The implementation of a talent management process that is transparent and equitable is expected to create an environment for people to develop their skills in preparation for a range of future possibilities thereby preparing the workplace for changing roles. Specifically, the talent management process provides benefits to employees, managers and the organization: Employees develop and communicate their career paths Managers and senior management develop a greater knowledge of the talent in their organization Organizational HR Issues are identified and addressed such as: employee career development, youth and diversity goals and recruitment and retention problems in key roles Within hospitality organizations, that have long-struggled with high turnover rates and the ability to attract and engage employees with the requisite skills and experience, talent management present a particularly intriguing opportunity. Steps to implementing an
integrated talent management strategy, include defining what is meant by talent management and its objectives, ensuring CEO commitment, making the business case/aligning talent management with the strategic goals of the organization, establishing talent assessment, data management and analysis systems , and developing a broad based implementation plan .
Apte .R (H-16070)
22
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 2.5.1. Analysis of the Indian Hotel Industry According to the IHCL report , the company continued with its practices on hiring minimal staff for the second consecutive year 2009-2010 to control its employee related costs. The company froze its hike in salaries for its management. Also, to meet the financial challenges brought on by the economic slowdown in business the salary revisions for staff levels were also deferred. According to the report, middle and senior management curtailed their performance bonuses upto 50 percent while junior management were paid at the normal rate. On hiring front, despite of new properties opening the company restricted itself to hiring to niche skills. This initiative assisted the company in achieving operating efficiencies and enhancing overall productivity within the company. In 2008-09, the company redeployed staff from existing hotels to newly opened properties to attain cost efficiencies. According to the report, the process for identification and redeployment of staff into the new properties is being implemented. The hospitality industry which was thus hit hard with an economic downturn as large number f real estate developers called off hotel projects due to long gestation period. Director of Global Hunt, India suggests that there was an increase of 20-30 % in the hiring by hospitality companies in the last two quarters which is not good as no new properties were entering the market. Analysing this IHCL report, HVS executive research suggests that there would be no attrition to other industries vying for talent. However, the hotel industry needs to strategise its approaches and means towards better talent management, employee engagement as well as acquisition to gear up for the coming buoyant tone. (Tandon, 2010) India Salary Report 2010, suggests that the effects of global recession have adversely impacted the Indian hospitality industry. Steady fall in revenue has strained hotel companies to strategise their work force and implement managerial talent. The report suggests that the hotel companies should focus on the compensation packages across the board. These observations are supported by the findings observed in the 2010 India Salary Report. The report is a follow-up of the 2008 India Salary report. As per the report, it can be observed that the Indian hospitality industry is perched to develop exponentially. With this impending growth, there is a steep rise in demand for trained and talented manpower to help the organizations perform more effectively and perform optimally in this ever increasing market.
Apte .R (H-16070)
23
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change The compensation range for most of the hotel companies on an average would be between range of 10-15% for key operating functions. 2010 survey results that the median salaries for management across the hotel hierarchy has experienced a drastic movement. (HVS Executive Research, 2010) Position Annual Median Salary (In Indian Rupees) Change 2007/08 General Manager Resident Manager Financial Controller Director Resources EAM/Director Rooms 1,815,000 Division Executive Housekeeper 963,000 EAM/Director Food & 1,799,000 Beverage Executive Chef Director Marketing Chief Engineer 1,585,000 1,704,000 7.5% Sales 1,801,000 & 2,207,000 1,657,000 2,134,000 -8.0% -3.3% 1,020,000 2,092,000 5.9% 16.3% 1,0938,000 6.8% of 2,118,000 2,114,000 1,487,000 2009/10 2,042,000 1,150,000 1,311,000 2,209,000 Previous Year -3.6% -45.6% -11.8% 4.0% Over
Human 2,125,000
Table 2.5.2- Salary Review of Management in Hotels Source: (HVS Releases the 2010 India Salary Report, 2010)
Apte .R (H-16070)
24
50,00,000 45,00,000 40,00,000 35,00,000 30,00,000 25,00,000 20,00,000 15,00,000 10,00,000 5,00,000 0
2009/10 2007/08
Exhibit 2.5.2. Salary Review of Management in Hotels Source: (HVS Releases the 2010 India Salary Report, 2010) For other departmental positions, the decline in the salary structure may be attributed to a combination of reasons which can be identified as below: Salary rationalisation for Department Head Positions Internal Promotions which grant a larger span of control with only a notional hike in the overall compensation Recruitment at lower compensation levels than the standard benchmarks Redundancies Emergence Of Budget & economy hotels that significantly have a lower compensation trends as compared to first class & luxury hotels. Owing to the various downturns, hotel companies under intense pressure to rationalise their pay structure. With the expect of opening of 50,000 new rooms across the country it has become important to implement retention strategies and build talent pool within the segment. Also, the average voluntary resignation rate of employees increased from about 8 percent in 2001 to 14 percent in 2005 ('Tips for Attracting and Retaining Talent, 2006). The study found that the primary reason employees left their current employer was better compensation from the new employer. Lack of focus on talent management, in the form personal development opportunities, was cited as the least important factor influencing the employees decision to leave.
Apte .R (H-16070)
25
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 2.6. Talent Management: A perspective of high performance work systems Top talent, it seems, has always been as elusive as a true identity; managing this talent an equally elusory skill. The concept of talent management has existed for over five decades in some shape or form, yet it is only in the past ten years or so that it has grown to become a compelling basis for success across all industries. Talent management has been defined in many ways. A popular and pertinent definition is effectively putting the right people with the right skills in the right jobs at the right time and retaining them.It is about delivering business success through proper understanding of what we actually mean by talent, and how it can achieve the specific goals of the organization.It is about ensuring that the organization values the talent and aspirations of its employees. Talnet Management is seen as a vital part of the business strategies and of high quality human resource management practices that has greater payoffs and is expected to contribute to the overall performance of the organization. There is growing evidence that high performance human resource management has an impact of the culure of the organization. Many researchers have found the associations between the economic success and human resource management measures such as talent management which states that organizations create a talent multiplier i.e. they enable companies to generate superor results from their emplyees within the organization. This helps to cretae a high performance work system, where high performmers constatntly raise the performance bar and thus help to achieve high economic success. (Bhatnagar, 2009)
Apte .R (H-16070)
26
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 2.6.1.Talent Management Development System The talent management development system proposed by Gandz (2006) highlights that the concept is not pre-occupied with the upward trends. The seven core areas which aid in the development of an individual within an organization are same to the success of the system. A talent management strategy can deliberate a rise in the sharing of talent within the organization. This strategy is one of the factors which could aid in employee retention within the hotel industry and avoid the leakage of talented managers into other business sectors. Also, the costs associated with high levels attrition are too often accepted as part of normal operating costs & include continual advertising, recruitment and job vacancy periods.
(Gandz, 2006)
Career Management
Recruitment & Selection
Training & Developemnt
TALENT DEVELOPMENT SYSTEM Strategic HR Planning Succession Planning
Compensation & Benefits
Performance Management
Exhibit 2.6.4 Talent Development System Source: Adapted from Gandz (2006) The incorporation of core factors mentioned in the model should be practiced in hotels which would not facilitate individual talent for further development within the industry but also consider the strategic development required by an organization to gain competitive advantage. Ultimately, the strategy from the hospitality perspective would demonstrate the fluidity of the process and gage successful outcomes at organizational levels. (Scott, 2008)
Apte .R (H-16070)
27
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 2.6.2.Talent Management:An Integrated Model The model given below is a conceptual model which can link all the elements of leadership pipeline development , developing it as a signature experinece leading to retention, higher commitment , employee engagement, a loyalty from pivotal employees within the organization. It strategizes the effect of human resource strategies on the firm performance and orgnaizational culutre Thus, if the organization fulfills the employee expectations the latter reciprocate by demostarting positive attitudes & behaviours , job satisfaction, organizational behaviours, organizational performanceand reduced intention to quit. (Bhatnagar, 2009)
Figure 2 An Integrated Model of Talent Management Source: Adapted from Bhatnagar (2009)
Apte .R (H-16070)
28
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 2.7. Domain of Talent Management Traditional HR systems approach people development from a perspective of developing core competencies in the organization. However, this traditional approach can be a risk-prone approach especially for companies operating in fast evolving industries such as the hospitality. The entire approach to development of people might be rendered obsolete calling for rethinking the entire development initiative. Talent management on the other hand focuses mainly on enhancing the potential of people within the organization by developing capacities. Capacities are nothing but the basic DNA of an organization and also or individual potential. The following table appropriately describes the role of talent management:
Point of Departure Translating organization the into vision goals of
Navigation
Point Of arrival
Aligning individual capabilities Understanding of the varied roles the organization and
and with the organizational values & within
mapping them according to the vision required level of capacities & competencies to achieve goals
appreciation of the value-addition from self and others leading to building a culture of team
orientation, sharing and trust.
Assessment of talent to level of Enhancing capacities to relate, Individual growth to meet & accept capacities & set of competencies think, learn and act through the varied, possessed organization. within the development initiatives incremental and
transformational roles in an overall scenario of acknowledge need for change
GAP Analysis & identification of Helping Individuals realise their Developed individuals enable to development path full potential through learning & create breakthrough performance development
Apte .R (H-16070)
29
2.7.1. Focus of Talent Management: Incorporation of talent management helps to focus on the individual capacities of the employees in the organization. At the heart of talent management is developing the following intrinsic human capacities: 1. Capacity to learn It enhances an individuals capacity to learn the persons awareness. This capacity is developed by holistic education that teaches how to learn, an enabling environment and good mentoring. 2. Capacity to think By enhancing an individuals capacity to think helps the person not only take learning to a higher level of intellect but also improve creativity. 3. Capacity to relate This helps an individual to relate his learning & thoughts with the environment and the organizational culture which improves productivity. 4. Capacity to act Action is how the above three capacities are implemented by the individual in the organization. It is the individuals ability to enact his strategies and intentions towards the organization. It helps to organize the individuals time & resources so as to enable him to convert intentions into practice. Thus individuals values help in discriminating amongst alternatives and act as the bedrock for decisions. They act as multipliers in enhancing the capacities of individuals, a sigma of which reflects the individuals true talent. Organizations provide individuals the opportunity and space for physically manifesting their talent into the performance for achieving individual & organizational vision (Mohan, 2011)
Apte .R (H-16070)
30
Exhibit 2.3.2 Talent Management Process Source: Adapted from Dooreward,H (2003) Specifically, the talent management process provides benefits to employees, managers and the organization: Employees develop and communicate their career paths Managers and senior management develop a greater knowledge of the talent in their organization Organizational HR Issues are identified and addressed such as: employee career development, youth and diversity goals and recruitment and retention problems in key roles
Thus, the domain of talent management focuses not only on development of individuals intrinsic capabilities , but also on the organizational culture and change management to provide the other elements listed above for manifestation of talent into performance.
Apte .R (H-16070)
31
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 2.7.2. Areas of Talent Management
The areas of talent management thus, which emerge which should be given consideration in the hospitality sector today can be briefed as below:
AREAS OF TALENT MANAGMENT

Talent Appreciation Potential Enhancement Acquisition of talent Knowlegde Management
Source: Framework conceptualised from Talent Management, Frank.F (2006) Talent Appreciation
Talent appreciation focuses on assessing the way individuals learn, think, relate and act within the organization. It is used to evaluate the competencies, capacities and core values of employees within the organization which have a potential for career development and succession planning. It will help the hotel organizations map their capacity and competency requirements according to their operations and then assessing talent to draw up individual development plans. Potential Enhancement
Potential enhancement is to create learning experiences and solutions for employees which will help convert their talent into competence. It involves designing learning events & processes that enhance the potential of individuals. The two components of Grow Talent Potential Enhancement are: Capacity building modules which focuses on enhancing the four capacities of individuals
Apte .R (H-16070)
32
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change Competence building modules which focuses on specific areas like consulting, service quality, strategic selling, and problem solving. Example: Hilton University Hilton University provides Hilton people with the learning and development opportunity to develop their careers and realize their full potential.
It was launched in February 2002 by Chief Executive of Hilton International ,Anthony Harris and provides an unrivalled training opportunity for all Hilton employees. Its faculties cover a range of skills for the hotel industry, from operational and technical to finance and general management. He believed strongly in the ability of Hilton people and through the University, he wanted to take learning to a new and higher level right across the globe. The University is a virtual learning centre supporting the development of employees and offers hundreds of courses on a range of topics and provides a new way of learning through a range of innovative e-learning courses.
Acquisition of Talent
Acquisition of talent management helps the organizations acquire talent based on the job profile for specific leadership positions. Also helps to identify the competencies and strategies required for each of these jobs. Knowledge Management
As mentioned before, talent management comprises of creating a culture and incorporate change management. Knowledge management is aimed at leveraging knowledge for performance by creating a business environment of trust. The aim is to connect employees of the organization with the technology and harness the tact knowledge of the organization.
Apte .R (H-16070)
33
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 2.8. Talent Management & Organizational Culture
The organizational culture of a firm is composed of both organizational resources and human resources. Organizational culture can be thought of as an asset that money cannot buy and it is a factor that can make or break a business. This part of the research analyses the relation between aspects of organizational culture and a business establishment's sustainable competitive advantage such as Talent Management.
Three types of capital resources can be identified as the sources of a business competitive advantage: organizational resources, human resources and physical resources. Organizational planning, control, structure are examples of a firms organizational capital resources. The knowledge of a firms employees coupled with their judgment and skills, intellectual property and tacit knowledge are examples of a firms human capital. And a firms buildings, plants, equipment and finances are examples of a firms physical capital resources. The three objective aspects of a business organization's culture are employee training hours, employee participation and talent management. These three independent variables are used because it is assumed that businesses with high levels of employee training, participation and talent management will also be businesses with higher levels of involvement, sense of ownership and responsibility. Involvement and ownership are key measures of organizational culture.
Exhibit 2.8.-The Interactions between Organizational Culture & Talent Management Source: Adapted from Porter (2006)
Apte .R (H-16070)
34
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change Talent Management, is thus one of the variables which is used to measure the organizational performance as well as a key driver to gain competitive advantage by growth in productivity, employee engagement , employee retention and attract talent. Embedding talent management within the organization helps to create a better quality service as skilled employees are hired for the same. Talent within the organization improves productivity, delivers high profits, leading to a better work-culture within the organization.
Therefore, business establishments and top managers are advised to invest in empowering their employees, providing sufficient annual training in addition to managing their organizational talent pool as managerial talent has an immense effect on the change in the organizational culture. (Afiouni, 2007)
Apte .R (H-16070)
35
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 2.9. Role of Talent Management in Organizational Change
Change is constant especially, in the hospitality sector. But more importantly, change is necessary. While the strategy and objectives behind change initiatives may differ from one organization to another, all face the same imperative: Hotel companies must be adept at managing change that is necessary for growth and survival. One of the core drivers of change in the organizational culture is TALENT MANAGEMENT.
Figure 4 Role of Talent Management in Organizational Change Source: Adapted from Burke & Litwin
Apte .R (H-16070)
36
Effective change management requires identifying and developing behaviours, attitudes and processes that support change and to do so in a systemic way building change agility into the organizations fabric. Failure to act can lead to reduced productivity, decreased levels of trust, declines in engagement scores, increased costs from poor work transitions and new process implementation, increased attrition and poor talent attraction. (Mathews, 2009) 2.9.1. Building Change Management at Organizational Levels
Build change management capabilities at all organizational levels. To become a changeready, agile company, each organizational level senior leadership, middle managers and staff needs to learn how to effectively respond to and manage change. But these segments require different capabilities, depending on their roles and the amount of control they exert over the process.
Specifically:
Senior leaders initiate, guide and champion change, ensuring engagement among the rest of the organization.
It is up to leaders to make sure that their plan takes into account not just the immediate change but other changes likely to occur in the future. It also involves engaging the workforce early in the process which is the first step toward talent management. To ensure engagement and alignment, leaders benefit from encouraging input from employees, keeping employees informed about the change process, valuing and acting on ideas, following through on actions and modelling appropriate responses to change. That, in turn, includes equipping line managers with the right skills such as developing a common, consistent language to talk about the change needed to help the rest of the organization adapt to and embrace the change.
Middle managers make change happen, but have little control over the direction.
Indeed, middle managers may be in the most difficult position: They must facilitate change and help employees recognize the reasons and objectives for the change.
Apte .R (H-16070)
37
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change They also provide direction and support on ways to respond positively and effectively to the change that impacts not only staff, but them as well. Additionally, middle managers must be equipped with the skills and resources needed to help their employees such as how to better understand typical responses to change, the cycles of change and how to guide people through the change.
Exhibit 2.9.1 Targeted Approach for Effective Change Management Source: Adapted from Lockwood,N (2006)
Employees impacted by change must adapt and grow.
The majority of employees have no control over the change decision. But they need to continue to meet performance objectives during and after a change event. To that end, employees may need help creating strategies to overcome natural resistance to change. Through assessments, workshops and team meetings, organizations can show employees how to recognize their own styles, anticipate their reactions to change, understand their role in making change work, set measurable goals and develop a plan of action. Most importantly, employees need to be treated as more than passive recipients of change they need to be involved. Ensure that employees understand the need for change why its important, their role in the process, what is expected of them and provide a means to contribute and influence the process. (Mathews, 2009)
Apte .R (H-16070)
38
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 2.10. Challenges of Global Talent Management
Competition for skilled workers is keen; worldwide and thus, many employers are experiencing a shortage of talent within the hospitality sector. With liberation of trade policies, translational companies moving production to low-cost areas and the corresponding growth of global supply chains, and ever increasing globalization has resulted in socioeconomic and cultural challenges. Talent takes many forms, from migrants crossing borders, expatriates to students gaining degrees and business travellers. (Lockwood, 2006)
Consequently, the need for skilled employees has countries working hard to develop policies that will attract talent with technological and human skills to support the growth of economy, retain the talent and even reverse the talent migration. The need for talent thus, creates movement of talent pool between the countries. Managing global talent has challenges and significant implications for growth and sustainability. Key findings show that the most important determinant of global talent management (GTM) success is the degree of involvement by the CEO, the board of directors and the GTM leader in talent management activities. In sync with the trend to develop global HR policies and practices, organizations are creating global talent management processes. (Ernst & Young, 2010)
Apte .R (H-16070)
39
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 2.11. Conclusion
Economic change is driving an enhanced need for organizations to adapt quickly to the market conditions. Most organizations are working in dynamic environment which experience change in different ways such as execution of a new business strategy, restructuring, introduction to new policies, relocations or the implementation of new technology and manpower. From the literature review, it can be stated that talent is the
driving force for business success, most important in times of economic downturns when businesses need to acquire and leverage talent differently in order to thrive in the best and worst of times. Mucha (2004: 98) states effective talent management is essential to achieving organisational excellence and further that a focus of successful talent management is aligning the performance appraisal process with creation of a means and process to identify the potential of employees to progress to more senior levels in an organisation.
By the very nature of hospitality as a service industry, its efficient administration and successful operations depend mainly on the quality of human resources. In the Asia-Pacific region, the shortage of skilled manpower poses a major threat to the overall development of tourism. International tourism is a relatively new phenomenon and therefore the lack of managerial capability exists at all levels of the industry. The rapid expansion of hotels in the region is creating a soaring level of demand for skilled and talented personnel. The nature of the decisions facing hotel management is continually expanding. For their business to remain competitive, managers must be skilful in many diverse areas. In India there is a tremendous shortage of trained manpower in the hospitality sector.
The hospitality sector on an average requires manpower about 20,000 per year. As mentioned previosuly, the hotel industry is rapidly losing good professionals to other service segments within the business process outsourcing (BPO), ICE and other service segments. From recognizing talent as the key source of growth to championing diversity and HRs role in talent strategy design, talent management offers the businesses a clear framework for reworking their talent and retention plans. Strong talent management is likely to be the key difference for organizations as Asian economies move into what is expected to be a highlycompetitive new phase.
Apte .R (H-16070)
40
Chapter: 3 Research Methodology
Apte .R (H-16070)
41
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 3.1. Introduction Research can be defined as the search for knowledge, or as any systematic investigation, with an open mind, to establish novel facts, usually using a scientific method. A research needs to be well planned, organized and structured. The success of any research is determined by the methodology used in order to achieve the aim and objectives of the research. This chapter highlights the research method pursued by the researcher so as to study the impact of effective managerial talent on the organizational culture within the hospitality sector. The process and techniques used for collecting, analysing and interpreting primary data have been highlighted in this chapter. The main problem being researched is stated. The researcher has adopted an exploratory approach to the study by means of questionnaire.
3.2. Purpose of Research Robson (1993), states that methodology helps to determine the technique in order to find solution to an issue or a research question. It also identifies the procedure undertaken so as to attain the desired outcome. Hence, research signifies a systematic and well structured means of analysing the data. The purpose of the research identifies the aim of the researcher and the means to achieve the same. Robson explains the purpose of research with context to Descriptive, Explanatory and Exploratory. The purpose of this research is to identify the causes that contribute to lack of talent management in the Indian Hotel Industry. Also, to study the impact of talent management on the organizational culture and thus, change and find the approaches used by managers to manage their existing talent. 3.3 .Theoretical Propositions
Theory formulation is done in order to arrange the data collected in an organized and logical manner. Assembling the data in a logical manner helps the researcher to concentrate on the defined area. Similarly, the researcher has organized the data in a logical format in his literature review incorporating important aspects like the causes for retention in the hotels, need for talent management, impact of TM on organizational culture, need for manpower in the Indian hotel industry and identifying the challenges for TM globally. The researcher has put forth the following propositions that form the core of the research report and the key n designing the questionnaire:
Apte .R (H-16070)
42

Proposition 1: Lack of talent management is the only cause of high employee attrition. Other variables are also mentioned in the literature review. Proposition 2: Talent Management plays a small but crucial role in bringing about employee retention and change in the organization culture Proposition 3: There is a need to strengthen the Talent Management Systems of the Indian Hotel industry.
3.4. Research Design The research has been designed in accordance with the theme of the study which is a quantitative research. The main purpose of the research is to identify the impact of the Talent Management on the Organizational culture. The researcher has conducted the research into the latest talent management initiatives, trends and practices; with specific focus on the identification and development of managerial talent and high potentials in the organizations. The research was utilised to design an online survey taking into consideration the current talent issues and the scope of talent management in the industry. The study has been designed to obtain a quantitative research within the hotel industry. The report with questionnaire to gather responses was based on the theme of Talent Management In Indian Hospitality which embraces the challenges, present approaches and future recommendations to enhance the employee retention and thus, practice talent management. Briefly, the following components can be categorized: Research Questions: Framed on the basis of research problem and theoretical propositions Unit of Analysis: A questionnaire containing 10 questions was used as the measuring instrument. The unit of analysis in this research was perspective of managers from hotels .A detailed analysis of how the sample was collected is mentioned in Chapter 4. Sample Size: A quantitative analysis has been proposed by collecting data from 20 respondents within the hotel industry. These include managers and employees. Due to time constraint only a sample size of 20 could be collected.
Apte .R (H-16070)
43
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 3.5. Preliminary Data Collection Preliminary data collection is an outcome of the preliminary or the initial data gathered from the observations. The pre-requisite is a reliable source of data collection. The research started by gaining insight into the latest trends of tourism. An upcoming trend, as observed by the researcher, was the impact of the Incredible India campaign in China. Further reading on newsletters by the Ministry of Tourism and online news paper articles the researchers knowledge on the impact of the Incredible India campaign has been enhanced. The researcher also made use of Athens Databank using search terms as Destination marketing, Destination Tourism etc. and was able to assemble articles from reliable journals such as journal of tourism management, annals of tourism research, journal of hospitality and tourism, etc. The researcher has tried to make this study more comprehensive in nature by trying to explore the undiscovered components of this form of tourism in India. The lack of research in this particular field led the researcher to delve deeper into it. Furthermore, the findings have helped make this study more concrete and enriched.
3.6 Data Analysis

The data collected through the means of desktop research is structured according to the requirements of the researcher and have been further discussed in Chapter 4.
3.7 Deduction Deductions based on inferences are drawn from the data gathered through qualitative research so as to conclude the research. Future scope and further recommendations are made. Due to the nature of the study, a lot of data had emerged. However, because of various constraints the same has been provided as the future scope for further research. The analysed data is based purely on the replies received from the survey respondents.
Apte .R (H-16070)
44
Chapter: 4 Data Analysis
Apte .R (H-16070)
45
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 4.1. Introduction Data analysis is a systematic process of inspecting, organizing, transforming, and modelling the observations from the data with an aim of highlighting the essential information and supporting it with decision making and conclusions. Data analysis comprises of a number of approaches, encompassing diverse techniques under a variety of different names, in different business, and science. The researcher has collected the data using qualitative research. Shank (2002) defines qualitative research as a form of systematic empirical inquiry into meaning. Analysis of qualitative data is a simple process. Quantitative data mainly comprises of three steps: Designing the survey Collecting Responses Analysis of data
4.2. Data Analysis The study has been designed to obtain a quantitative research within the hotel industry. The report with questionnaire to gather responses was based on the theme of Talent Management in Indian Hospitality which embraces the challenges, present approaches and future recommendations to enhance the employee retention and thus, practice talent management. Summary descriptive statistics have been extracted from the responses collected by the respondents. A quantitative analysis comprising of a questionnaire collected from a sample size of 21 has been presented. The questions were organized basically into the theme of talent management.
Apte .R (H-16070)
46
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 4.3. Summary Statistics The following demographic summary statistics in this study are discussed below : gender and designation of respondents working in the hotels. 4.3.1. Gender
A total of 9 females and 12 males participated in this survey. The absolute frequency, relative frequency and percentages of each group are set out in Table 4.1. Table 4.3.1.-Distribtuion of the gender in the responses collected Variable Value Absolute Frequency Female GENDER Male TOTAL 9 12 21 Relative Frequency 0.43 0.57 1.00 43% 57% 100% Percentage
Distribution in Gender of Responses Collected
Female Males
As can be seen from the table and the graph , there was almost exactly an equal response collected from males & females. Gender is very nominal measurement which was observed.
Apte .R (H-16070)
47
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 4.3.2. Distribution of responses as per the designation
A total of 8 senior managers, 5 executives, 8 assistant personnel from front office, food & beverage & housekeeping within the hotel industry belonging to varied organizations were a part of the survey respondents. Table 4.3.2- Distribution of respondents according to Designation Variable Value Absolute Frequency Senior Management Designation Executives Assistants TOTAL 5 8 21 0.24 0.38 1.00 24% 38% 100% 8 Relative Frequency 0.38 38% Percentage
Distribtuion of Respondents as per Designation
Senior Management Executives Assistants
As can be seen from the graph and table, the survey was divided amongst the senior managers, executives and assistants. Collecting data from a range of employees was helpful in analysing the problem on a better scale.
Apte .R (H-16070)
48
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 4.4. Survey Analysis The following data analysis is a structured analysis as per the ten questions compiled in the survey. 4.4.1.Question 1- Does your organization have any specific talent management initiatives in place? Table 4.4.1. - Frequency Distribution of Question 1 Response Value Absolute Frequency Yes No TOTAL 18 3 21 Relative Frequency 0.857 0.143 1.00 Response Percentage 85.7% 14.3% 100%
Interpretation of the Question
18 out of 21 respondents responded that their organizations do comprise of some talent management initiatives. This displays that the Indian Hotels do possess talent management initiatives but however are not imposed as that their top priority which is the cause of high attrition rate within the Industry. According to HVS report, it suggests that the hotel industry needs to strategise its initiatives for displaying effective managerial talent. Analysis:
Most of the organizations within the hotel industry do have talent management initiatives but the question is whether these initiatives are practices or not? The reason to study into this question arises considering the attrition rates and loss of good professional within the industry to other segments. The researcher has observed that most of the hotels encompass TM approaches but recognizes the further need to scrutinize the actual implementation of these initiatives and approaches.
Apte .R (H-16070)
49
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 4.4.2.Question 2- Are talent management initiatives a top priority for your organization?
Table 4.4.2.Frequency Distribution of Question 2 Response Value Absolute Frequency Yes No TOTAL 10 11 21 Relative Frequency 0.476 0.524 1.00 Response Percentage 47.6% 52.4% 100%
As observed from the survey respondents it can be observed that most o the hotels do not prioritise their TM initiatives. Although they possess some TM approaches, they are however not implemented. As mentioned in the literature review also, according to FHRAI only 39 % of the managers in hotels execute effective TM. Thus, the response percentage is only 47.6% which states that the hotels exercise their TM approaches as their top priority which is also one of the reasons why majority of the organizations comprise of a weak organizational culture that excites less for the employees to work. Analysis
Thus, it can be concluded that there is a need to incorporate the approaches for managing the talent within the organization. Since, less than half of the hotel organizations implement TM approaches as their top priority the culture within the hotels becomes monotonous for its employees to work and thus has a negative impact on the employee engagement. TM initiatives should be at the top priority of the organization considering the alarming rates of employee attrition.
Apte .R (H-16070)
50
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 4.4.3. Question 3-How does your organization identify talent?
Table 4.4.3. - Frequency Distribution of Questions 3
Percentage-wise Distribution of TM Identification

50 45 40 35 30 25 20 15 10 5 0 By Competencies By Results By Potential 14.3 Percentage-wise Distribution of TM Identification 42.9 42.9
According to the responses, its interpretive that hotels identify the talent within the organization mainly based on the performance and appraisals and the potential they demonstrate during their work. Competencies are not considered that much (only 14.3 %) while identifying the talent pool. However, as stated previously the first approach of identifying a talent is by evaluating the individual competencies and core values of employees which can be further be used to develop a great potential and thus witness better results in terms of productivity. Analysis
The TM approaches implemented by the hotels are less effective as the identification of talent is not done is a systematic and an organized manner. Identification of talent should be done first on core competencies and values as possessed by the employee of the organization and then built upon for a potential which can be displayed in the results.
Apte .R (H-16070)
51
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 4.4.4. Question 4- What are the areas your organization needs to improve in terms of talent management initiatives
Table 4.4.4- Frequency Distribution of Question 4 Response Value Absolute Frequency

Aligning employees with the mission and vision of your organization Assessing candidates skills earlier in the hiring process Creating a culture that makes employees want to stay with the organization Creating a culture that makes individuals want to join the organization Creating a culture that values employees work Creating an environment where employees are excited to come to work each day Creating an environment where employees ideas are listened to and valued Creating policies that encourage career growth and development opportunities Identifying gaps in current employees and candidate competency levels
Relative Frequency 0.048
Response Percentage 4.8%
0.048
4.8%
0.19
19.0%
0.0
0.0%
3 4
0.143 0.19.
14.3% 19.0%
0.143
14.3%
0.19
19%
0.048
4.8%
TOTAL
21
1.00
100%
Apte .R (H-16070)
52
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change Interpretation of the Question
Considering the responses, it can be assumed that the hotels lack in creating an exciting organizational culture to work for its employees. An organizational culture comprising of long work hours is generally observed in the hotel industry. Also, the career and development growth opportunity in the hotels is generally at a slow pace as compared to other industry segments. These responses thus show a lack in the employee engagement and thus, managing the talent. Analysis
The organizations in the Indian Hotel Industry lack of a talent development system (TDS) which demonstrates fluidity of a successful talent management process. TDS ensures a positive work culture within the organization as improvises all the areas within the organization that need to be improved for higher employee retention.
Apte .R (H-16070)
53
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 4.4.5. Question 5-What are your talent retention initiatives? This question has been framed by the researcher on theme of the dimensions of talent management mentioned in Chapter.1 (Refer to Pg 2). The researcher has thus been able to analyse the dimensions of TM and identify the challenges of talent retention within the Hotel Industry. Table 4.4.5. - Frequency Distribution for Question 5
Talent Retention Initiatives
Retaining the current potential Leveraging Existing Talents Acquiring New Talent 0.00%10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% Talent Retention Initiatives
In the Indian Hotel Industry, most of the talent retention is done by leveraging the existing talent within the organization. The existing talent pool within the industry is further
leveraged by training & mentoring. Very few hotels recruit and acquire new talent as it increases the investment in human capital. Assessing these dimensions of TM, it can be interpreted that there is a lack in the TDS within the organizations as the current potential is not recognised. Engaging and motivating the current potential is the key to retaining talent and sustaining a leadership position in the market. However, this is incorporated to a less extent by the managers in hotels.
Apte .R (H-16070)
54
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change Analysis
Hotels incorporate practices which exploit the existing human resources and try to inbuilt talent within them. However, a better way is to create a combination of retaining the current potential and leveraging the existing potential. This will assist the organization in creating a culture which will create high employee satisfaction and thus, in turn low turnover rates.
4.4.6. Question 6-Which broadly defined job description are the most critical in terms of attracting and retaining talent? Hotels comprises of a number of front-of the house and back of the house departments. This question was framed which helped the researcher to identify the critical areas those need to recruit top talent which will help to create a change in the existing management in the hotels..(Objective 2) Exhibit 4.4.6- Graph showing frequency distribution of Question 6
Department-wise Distirbution
13% 23% 8% Sales & Marketing Finance Human Resources Front Office Operations 9% 12% Food & Beverage Operations Housekeeping Operations Senior Management 13% 22%
Apte .R (H-16070)
55
As observed in the graph, it can be stated that the hotel organization face shortage in retaining talent within the Food & Beverage Department. As well as, there is a shortage of talented pool within the Senior Management of the industry. This relates logically to the assignable causes of attrition as mentioned before. Considering the need for talent in the food & beverage department it can be suggested that there is a high attrition within the F&B department is mainly because of the long work hours resulting in growing disillusionment and low satisfaction among the employees.
Analysis
The areas that are critical in terms of talent have been identified. It can be assumed that the food & beverage department and the senior management should be acquired with new talent and considering the other department, talent can be retained in them by leveraging the existing employees and retaining the current potential among these departments .
Apte .R (H-16070)
56
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 4.4.7. Question 7- Which one of these is the biggest challenges for talent retention? Table 4.4.7.Frequency Distribution of Question 7 Response Value Absolute Frequency
Growing Disillusionment Changing Aspirations Compensation & Benefits Pay Structure Long Work Hours
Relative Frequency 0.95 0.190 0.143 0.429 0.143 1.00
Response Percentage 9.5% 19.0% 14.3% 42.9% 14.3% 100%
2 4 3 9 3 21
TOTAL
As per the survey, it can stated that most of the employees leave the organization since a less pay structure is offered as compared to the other industries. Low amount of pay had produced a high amount of intent to leave the organization among the employees. The industrys pay structure practices are observed to be weak, which is major reason why there is high attrition in the industry. Also, the compensation practices are not attractive enough for employee retention within the industry.
Analysis
There is a lack in the incorporation of a talent system which will assist the industry in bridging the gap between what the industry offers and what the other industries offer to the professionals. Performance Management linked incentives which are a part of the TDS need to be monitored and rectified.
Apte .R (H-16070)
57
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 4.4.8.Question 8- Within your organization what kinds of talent development activities are carried out? Table 4.4.8.- Graph for responses for Question 8
Talent Development Activities

25.00% 20.00% 15.00% 10.00% 5.00% 0.00% Talent Development Activities
According to the survey responses, it can be observed that most of the organizations develop talent by creating experience and developing the employees as per day-to-day challenges and learnings. Other than that, few hotel focus on creating hard core coaching and mentoring by developing training programmes for their employees, since they practice talent management by retaining their current potential. Analysis
The talent development activities in the Indian Hotels should undergo a change and create initiatives which include a mix of action learning and education along with mentoring and coaching which will enhance the current talent within the organization better.
Apte .R (H-16070)
58
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 4.4.9. Question 9-Excluding financial compensation which of the following do you believe are your organizations most effective means of rewarding motivating and retaining Response Value Absolute Frequency Relative Frequency Response Percentage
Providing training
2 3 5 3 3 1 3 1 0 21
0.95 0.143 0.238 0.143 0.143 0.48 0.143 0.48 0.0 1.00
9.5% 14.3% 23.8% 14.3% 14.3% 4.8% 14.3% 4.8% 0.0% 100%
Working with employees to develop individual career path Providing mentoring and fast track advancement opportunities Providing a collaborative working environment Providing the opportunity to work with leading edge technologies Funding educational needs
Encouraging risk taking and innovation Maintaining the reputation of the organization Providing international opportunities
TOTAL talent?
Table 4.4.9- Frequency Distribution of Question 9 Interpretation of the question
As per observed from the data collected , the HR practices lack in creating attractive mentoring and fast track development programmes. 23.8% of the responses agree to this mean of creating a culture where employees will be excited to work and will deliver better productivity.
Apte .R (H-16070)
59
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change An equal distribution of responses can be observed which state that employees should be encouraged to take their own decisions and should be provided with opportunities which will assist them displaying their talent and core competencies Analysis
There is a need to bring about a change in the organizational culture which will provide the employees to develop their skills and strengthen their competencies. Thus, it will create a positive culture which will attract the employees and thus create high job satisfaction within the organization.
Apte .R (H-16070)
60
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 4.4.10.Question 10- In the next three years how effective will the following elements of compensation be in terms of attracting and retaining top performers? Table 4.4.10. Distribution of responses for Question 10
Most Effective
Effective
Neither Effective nor ineffective
Less Effective
Least Effective
Rating Average
Response Count
Base pay
60.0% (12) 15.8% (3)
40.0% (8) 57.9% (11) 30.0% (6)
0.0% (0)
0.0% (0)
0.0% (0)
1.40
20
Health care benefits
15.8% (3)
10.5% (2)
0.0% (0)
2.21
19
Retirement/education benefits
25.0% (5)
40.0% (8)
0.0% (0)
5.0% (1)
2.30
20
Share options/equity participation
15.8% (3)
42.1% (8) 26.3% (5) 15.8% (3)
21.1% (4)
15.8% (3)
5.3% (1)
2.53
19
Child care costs/arrangement
15.8% (3) 47.4% (9)
42.1% (8)
10.5% (2)
5.3% (1)
2.63
19
Job security
26.3% (5)
5.3% (1)
5.3% (1)
2.05
19
Interpretation of the question
The above question framed is to scrutinize the factors which will improve the talent retention in future. It can be stated from the above collected data, that most of the employees intent to leave because of the pay structure offered by the hotel companies as compared to the quantity of work which is expected. Other than offering better remuneration, employees should also be guaranteed with job security in future.
Apte .R (H-16070)
61
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change Analysis
To retain talent within the industry by providing better compensation, the industry needs to create a talent retention system which will incorporate all of the compensation benefits and thus create attraction towards the industry.
Apte .R (H-16070)
62
Chapter: 5 Conclusion & Recommendations
Apte .R (H-16070)
63
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change 5.1. Introduction After a profound and comprehensive analysis of the data gathered by the researcher during his secondary using various authors data and primary desktop research data, numerous inferences and observations were made. This chapter attempts to conclude the issue identified and researched in this study. 5.2. Conclusion Recruiting and retaining talented employees is a key problem for many employers in the Hotel Industry both locally and internationally which affects the of costs a business directly and indirectly. High attrition in employees is interrelated to low job satisfaction and it is not possible to specifically determine the factors causing job dissatisfaction in employees due to their individual perspectives and personal bias (Burmeister, 2004). It results in instability in the workforce of the organization, which has an impact on the productivity, leading to a loss of customers and low job satisfaction (Herman and Gioia-Herman, 2001). One of the major reasons that why employees leave their current organization is better compensation from another organization. However talent management in the form of personal development opportunities, opportunities for employees to use their skills and good career opportunities are important factors influencing employee engagement. Factors contributing to a increasing process of job dissatisfaction consist of perceptions of job inflexibility, employees feeling overworked, extreme workload, concerns that existing management may not be able to effectively lead the organisation, lack of challenging work, lack in the rewards & recognitions systems of a hotel, a poor work/life balance (Burmeister, 2004). The above mentioned factors are by no means exhaustive and it should not be forgotten that seemingly unimportant small issues can contribute greatly to an increase in job dissatisfaction. Effective talent management is fundamental for achieving organizational excellence and a focus of successful talent management is aligning the performance appraisal process with creation of a means and process to identify the potential of employees to progress to more senior levels in an organisation (Mucha, 2004). Talent is the driving force for business success, most important in times of economic downturns when businesses need to acquire and leverage talent differently in order to thrive in the best and worst of times.
Apte .R (H-16070)
64
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change Recruiting new talent may not be the best strategy for effective talent management every time, as they tend to leave organisations more quickly thus, generating significant employee turnover costs Only a few organisations tend to recruit bright people, develop them and then also do all they can possibly do to retain them. Most hotels practice only the first two dimensions of talent management and do not focus on retaining the current potential (Beal, 2005). Talent development is a more complex activity than many people responsible for HR in organisations realise. Leading Hotel Companies are now increasingly acknowledging the talent that does matter, but finding it difficult to measure precisely how valuable talent is. Careful attention needs to be paid to recruitment and development of executive management to ensure organisational success. Talent management is one of three fundamentals of a comprehensive leadership-management process to retain employees. The other two elements are strategic planning and continuous correct deployment of employees. Managing talent has become more important to many hotel organisations due to its high employee turnover.
HR personnel can have a positive impact on the value of an organisation through effective talent management by way of performance management, succession planning/decision analytics, targeted selection/talent reviews, development planning and support, career development, workforce planning and recruiting. The key factor enabling HR personnel to add value to an organisation is by making the link between people and profits and then translating business goals into workforce needs (Farley, 2005). Job satisfaction of employees is a function of remuneration, performance appraisal and feedback, work context and working environment and the affect of leadership. Talent Management of employees is the function of motivation for superior performance, training and development, job enrichment (variety of jobs), performance reviews and attraction of talent (and opportunities for promotion). Employee Retention of employees is the function of leadership, employment equity and equal opportunity, and influence of manager (direct superior).
All these factors are supported by existing findings both locally and aboard. The general conclusion of this report is that talent management in the role of employee retention cannot be seen in isolation. It needs to be considered along with factors influencing job satisfaction and employee retention. Results from the study indicate that organisations need to focus on all the above factors of job satisfaction, talent management and employee retention to address voluntary employee turnover in order to curtail the drain of talent from their organisations.
Apte .R (H-16070)
65
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change These strategies should achieve outcomes such as preservation of sustainable competitive advantage, better motivated and effective employees generating better business results and an increase in value of the organisation as a whole.
5.3. Recommendations Organisations that wish to restrict the drain of talent, and increase job satisfaction to have better motivated and effective employees generating better business results need to take practical steps to address these challenges. The following recommendations can increase value of the organisation and conserve its sustainable competitive advantage by creating high job satisfaction and retain talent: Practical efforts to reduce employees experience of job inflexibility and control through delegation of certain duties together with the necessary authority (without compromising on processes in the organisation). Improve the work/life balance of employees by: Reducing excessive workloads on employees through work-studies to more effectively allocate resources to achieve organisational goals. Address employees concerns that existing leadership and management may not be able to effectively lead the organisation by way of more creative communication of actions taken by executive management to achieve its goals, Enrichment of employees jobs by way of delegating more challenging work as far as possible without negatively impacting on organisational value. Encouraging all levels of management to give tangible and intangible recognition for superior work performed. Consider more group tasks involving interdependence with other groups thus increasing the feeling of belonging and organized effort among employees to increase the level of job satisfaction. Conduct structured interviews to find talented performers from applicants displaying essential talent characteristics. Revisit the current approach to learning and development in organisations and stop seeing learning and development as an intervention to change personality characters employees or a tool for solving organisational problems. Rather use learning and development as a means to develop skills of talented performers.
Apte .R (H-16070)
66
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change Implement effective succession planning that integrates talent management with strategic planning of the organisation and anticipates changes in management. Attempt as far as possible to ensure that employees are in positions where they perform work they enjoy doing, work they do well, and work the organisation needs done. Ensure the following components are present for an integrated talent management model: Commitment by executive management to talent management, Managers must have basic HR management skills, Talent management is to be a key performance requirement for all managers, Effective HR processes that help line managers with talent management (e.g. performance and career management), Dovetailing of the talent management model with the organisations brand, Successful recruitment and retention of talented performers, Performance motivation of talented performers, and Succession development using a system of pooling talent. Promote coaching and mentoring in the organisation to ensure professional development and success of talented existing and new employees. Instil a high performance culture in employees by way of performance management, succession planning analytics, targeted selection and talent reviews, development planning and support, career development and better workforce planning and recruiting. Make talent management a strategic business priority for sustainable competitive advantage. Address voluntary departures by black employees by considering the impact of a dominant white male culture in the organisation that excludes black employees, speed up progress in achieving employment equity (EE) at managerial level, reduce inconsistencies in progress between departments, obtain top management
commitment to EE (instead of merely paying lip service) and change the sense that black employees feel their recruitment is a token appointment by giving them meaningful decision making authority.
Apte .R (H-16070)
67
5 Keys Leaders can use to Drive Engagement throughout the Organization: Know Them! Grow Them! Inspire Them! Involve Them! Reward Them! Julie Gebauer and Don Lowman
Apte .R (H-16070)
68
Bibliography
Apte .R (H-16070)
69
BOOKS Retaining Talent is today's big challenge'. 2004. Career Management Practice, Chapter 10: 174-175 Bhatnagar, J. (2009). The changing face of people management in India. New York: Routledge.
WEBSITES Mohan, N. (n.d.). Talent Management in IndiaAccessed on :April 2011, 12, from :<http://www.scribd.com/doc/2584351/TALENT-MANAGEMENT-in-INDIA> 1500 hrs Roy, D. (2009, October 3). Attrition Hits Indian Hospitality Industry Accessed on March30,2011,from:<www.economictimes.com:http://economictimes.indiatimes.com /features/financial-times/Attrition-hits-Indian-hospitality industry/articleshow/6675470.cms?curpg=2\> at 1400hrs Gupta, S. (2006, October 5). Hotels Without HotelierAccessed on March 30, 2011, from:< www.hvs.com: http://www.hvs.com/article/2741/hotels-without-hoteliers/> at 1605 hrs at
JOURNALS/ REPORTS Afiouni, F. (2007). Human Resource Management and Knowledge Management: A Road Map Toward Improving Organizational Performance. Journal of American Academy of Business, Cambridge , 124. Barlow, L. 2006. 'Talent development: the new imperative?', Development and Learning in Organisations, 20 (3): 6-9
Apte .R (H-16070)
70
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change Bodden, S., Glucksman, M. & Lasku, P. 2000. 'The War for Technical Talent', The McKinsey Quarterly, 2000 (3): 14-15
Beal, B. 2005. 'UPS delivers on home-grown talent', Human Resource Management International Digest, 13 (7): 34-37
Ernst & Young. (2010). Managing Today's Global Workforce: Elevating Talent Management to improve business. UK: Ernst & Young Global Limited.
Frank, F.D and Taylor, C.R. 2004. 'Talent Management: Trends that will shape the future', Human Resource Planning, 27 (1): 33-41
Farley, C. 2005. 'HR's Role in Talent Management and Driving Business Results', Employment Relations Today, 32 (1): 55-61
Gandz. (2006). Talent Development: An Architecture of a talent pipeline that works. Ivey Business Journal, Vol 70,No 5 , 1-4.
Gupta, A. 2001. 'Talent Management Crises, Mid-American Journal of Business, Fall 2001, 19 (2): 2
Herman, R.E and Gioia-Herman, J.L. 2001. What Companies Do Beyond the Basics to Retain Scare Talent, Journal of Organisational Excellence, Summer 2001: 35-40
Curtis, S. and Wright, D. 2001. 'Retaining Employees - The Fast Track to Commitment', Management Research News, 24 (8/9): 59-64
HVS Executive Research. (2010). HVS Executive Search Releases the 2010 India Salary Report.
Lockwood, N. (2006). Talent Management:Driver for Organizational Success. Alexandria,USA: The Society For Human Resource Management.
Mathews, D. (2009). The Impact of Change on Workforce Productivity and Engagement. Philadelhpia: Right Management.
Apte .R (H-16070)
71
Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change Martin Jnr., T.N. 1979. 'A Contextual Model for Employee Turnover Intentions, Academy of Management Journal, 22 (000002): 313 - 324 Mucha, R.T. 2004. 'The Art and Science of Talent Management, Organisation Development Journal, 22 (4): 96 -100
Scott, B. (2008). Talent management in hospitality: Success and Strategies. International Journal of Contemporary Hospitality Management, Vol 20,No 7 , 781791.
Tandon, S. (2010, July 28). Indian Hotels Continue Its Limited recruitment Drive. Business Daily . Mumbai: The Hindu Group.
Apte .R (H-16070)
72
Annexure
Apte .R (H-16070)
73

Synopsis: Effective Talent Management: Impact On Job Satisfaction, Attrition & Organizational Change

Hochgeladen von

Dokumentinformationen

Originalbeschreibung:

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Synopsis: Effective Talent Management: Impact On Job Satisfaction, Attrition & Organizational Change

Hochgeladen von

Copyright:

Verfügbare Formate

Effective Talent Management: Impact on Job Satisfaction, Attrition & Organizational Change

Richa Vinayak Apte (H-16070)

Chapter: 1 Issue Identification

Chapter: 2 Literature Review

4,408 5,159 495 2,223

22,198 28,663 29,947 12,660 44,840

Exhibit 2.3.4 Graph Showing Employee Requirement

Exhibit 1.4 The Causal Model of Employees Intent to Leave Organization

Source: (Martin Jr.)

B. Correlates: Length of service Age of the employee Education Designation Gender

Recruitment & Selection

Training & Developemnt

TALENT DEVELOPMENT SYSTEM Strategic HR Planning Succession Planning

Compensation & Benefits

Point of Departure Translating organization the into vision goals of

and with the organizational values & within

orientation, sharing and trust.

transformational roles in an overall scenario of acknowledge need for change

AREAS OF TALENT MANAGMENT

Employees impacted by change must adapt and grow.

Chapter: 3 Research Methodology

3.6 Data Analysis

Chapter: 4 Data Analysis

Distribution in Gender of Responses Collected

Distribtuion of Respondents as per Designation

Senior Management Executives Assistants

Interpretation of the Question

Interpretation of the Question

Table 4.4.3. - Frequency Distribution of Questions 3

Percentage-wise Distribution of TM Identification

Interpretation of the Question

Table 4.4.4- Frequency Distribution of Question 4 Response Value Absolute Frequency

Relative Frequency 0.048

Response Percentage 4.8%

Talent Retention Initiatives

Interpretation of the Question

Interpretation of the Question

Relative Frequency 0.95 0.190 0.143 0.429 0.143 1.00

Response Percentage 9.5% 19.0% 14.3% 42.9% 14.3% 100%

Interpretation of the Question

Talent Development Activities

Interpretation of the Question

Table 4.4.9- Frequency Distribution of Question 9 Interpretation of the question

Neither Effective nor ineffective

60.0% (12) 15.8% (3)

40.0% (8) 57.9% (11) 30.0% (6)

Health care benefits

Share options/equity participation

42.1% (8) 26.3% (5) 15.8% (3)

Child care costs/arrangement

15.8% (3) 47.4% (9)

Interpretation of the question

Chapter: 5 Conclusion & Recommendations

Das könnte Ihnen auch gefallen