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In order for organisations to gain competitive advantage they must a strategic approach to talent management that suits their business and gets the best from their people . 'Talent management' has emerged as the latest 'it' word in the human resource management (HRM) lexicon (Hughes and Rog, 2008). According to CIPD (www.cipd.co.uk), the effective management of organisational talent is without doubt a complicated process, with many issues and functions to consider ensuring a systematic approach. A resultant Talent Development System (TDS) takes effort to create and requires integrative practice and ongoing maintenance or it will undoubtedly fail. This includes attention to career management, training and development, performance management, strategic HR planning, recruitment and selection as well as succession planning activity. These factors will be prioritised according to fit with organisational requirements. A notable development of recent years is that individuals no longer devote or trust their careers to one employer.

Baum (2008) argues that talent, in the context of hospitality, however, does not necessarily mean the same thing as it might in other sectors of the economy. He further elaborates this as in the understanding of skills encompasses that goes beyond the technical to incorporate other aspects of human behaviours such as emotional, aesthetic and informational processing and analysis dimensions with a strong focus on the delivery of service to diverse consumers.

While others such Ireland ( 2005, cited Baum,2008) argues that , the intellectual property being the most important property, and not physical property. The emergence of the knowledge society means an ever-increasing demand for a well-educated and skilled workforce across the whole economy.

Haque (1999) a lack of interest in HRM and a continued absence of strategy within the industry. For example, Price (1994: 52) concludes from her research that there is a worrying lack of basic professionalism in personnel practice. Lucas (1995: 28) is supportive of this conclusion, commenting that: Although strategy is deemed to be a `good thing', there is little evidence to suggest that an explicitly strategic approach is used to any extent in the industry. If this is the case, then the industry may be more non-strategic than strategic and it would seem that a strategic approach to managing employee relations, expressed through an HRM strategy, is unlikely to be a prominent feature. Empirical analyses have also supported this view as Hales (1987, cited Haque,1999) found hotels to be using some innovative techniques but, for the most part, they were applied only to management and their primary intention was to control costs and improve productivity via job loading.

Works by O' Leary and Deegan,( 2005, cited Watson, 2008), supports this suggests that he industry is still associated with long, unsociable hours and poor working conditions which view is further reinforced by Martin et al. (2006,cited Watson, 2008) highlighting th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。