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s cannot provide that hands-on experience which is crucial in making future leaders (see our factsheet on developing managers). opportunity, not as a problem.'

Managing talent in this very different business environment is a challenge,' observes business consultant Edie Goldberg. 'Few companies are on top of this' (IOMA, 2008, p. 13). Consequently, executives who become true talent leaders by managing talent well during downturns just might parlay that skill into a competitive advantage for their firms.

MODELS :

One of the main determinants predicted to have a significant role in an individual's decision to leave an organisation is that of the turnover culture. This variable has often been alluded to in the literature on labour turnover, but has been largely untested. This is quite surprising given that the hospitality industry has been characterised in terms of high turnover rates, a part-time and casual workfolre, an absence of an internal labour market - ie low job security, promotional opportunity and career development, plus low wages and low skills levels.

Turnover culture is best characterised as the acceptance of turnover as part of the workgroup norm. That is, it is a normative belief held by employees that turnover behaviour is quite appropriate. The concept is grounded in both the absence culture literature (Ilgen and Hollenbeck, 1977; Martocchio, 1994) and the organisational culture research (Cooke and Rousseau, 1988; Abelson, 1993). Turnover culture can have an impact on the organisation in a negative way by acting as a counterculture to the organisation's main objectives (Cooke and Rousseau, 1988). This is especially true when objectives such as quality of service and reduced costs are used as sources of competitive advantage.

MODEL

The causal model as shown in Figure 1 (overleaf) integrates structural, pre-entry, environmental, union and employee orientations, which were selected from the economic, psychological and sociological perspectives. This study seeks to replicate and mod* previous turnover models (Price and Mueller, 1986; Mueller et al, 1994). Specifically, it includes variables such as turnover culture, union loyalty and job stress in dealing with the public, which were seen as pertinent and specific to the hospitality industry. Definitions of the variables in the model are contained in Table 1 

Research limitations/implications :

The findings of this study are limited to a managerial workforce of Marriott brand of Hotels operating in UK only hence does not cover the wider area of other hotels of different brands and hotels with smaller number of rooms typically less than 100 rooms.

Research Questions (s) :

What your current HRM strategy is in terms of Talent Management in particular context the current economic down turn. Is it an opportunity to develop talent during these difficult times?

How difficult do you think is to recruit and to retain talented employee after the recession is over especially g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。