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ement level than those hotels which spent little on their programmes. Nonetheless, it would appear that there is minimal financial commitment to induction programmes in most hotels (Tourism Training Australia, 1991). Other inducements such as fringe benefits and retirement programmes have also been found to reduce turnover (Ohlin and West, 1994). Accordingly, given these findings, the challenge to the hospitality industry is to change this turnover culture to one of retention via the implementation of these various applicable strategies.(Iverson and Deary ) In summary, then, the pressures that hospitality and tourism employees are under appears to significantly contribute to employee turnover and the lack of staff retention. The excessively long hours, style of management and conflict between work and family life, present barriers tomaking the tourismwork environment an attractive and stable one.(deary) The concept of graduate talent in an organizational sense continues to resist any one singular definition, highlighting the inability to agree on what constitutes the notion of talent itself. Challenges lie in the identification of acceptable, tangible characteristics of talented individuals and how they are best managed to the benefit of themselves, and the organisation. Evidence suggests that the term talent is often used in a holistic fashion, to convey a variety of meanings upon which individuals and organizations will place differing degrees of priority, according to business and personal circumstances (Table I). One central value is that 'individuals understand that in exchange for their effort and commitment the company will help them develop their potential' (Woodrufe, 1999). In essence, this emphasis on the role and responsibility of the organization can be considered crucial when increasing employee performance (Buckingham and Vosburgh, 2001). This goal is an obvious priority for hospitality organisations, with their necessary emphasis on quality of service. It also underlines the reliance on developing employees within the industry, as a key strategy for future success (CIPD, 2007). The growing requirement for professional, career driven employees, in the area of hospitality management means that the industry must provide a strategic bedrock from which to identify, nurture and maintain its talent. The Hilton Group have streamlined their approach to this concept via the elevator programme (Beal, 2004). This aims to select graduate trainees of the highest quality to become hotel general managers in a short period. This type of initiative highlights recognition of the special needs of the hospitality industry, and indeed the specific value of the talent management concept to future success. The concept has been defined more generally, as incorporating the following characteristics in varying degrees:

it is organisational specific;

highly influenced by the type of industry and the nature of its work; and dynamic, and so likely to change over time according to organisational priorities (Clake and Winkler, 2006a).

The ability to fit and tailor the concept around organizational goals has meant that companies often find greater value in formulating their own meaning of what talent is (with a 'local' value), rather than accepting a universal or prescribed本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。