英语论文网

s parent company has its headquarters in the United States. Even though, most of the information can be gotten without necessarily visiting the location, it would have been better to visit the locations in person.

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 hundred rooms.

As the research a case study of Marriott brand hotels in UK only, there is a possibility of restriction or denial of access due to confidentiality policy of the organisation.

AN OVERVIEW OF TALENT AND TALENT MANAGEMENT

HISTORICAL TREND OF TALENT AND TALENT MANAGEMENT:

The hospitality industry has always found it hard to attract suitably motivated, trained and qualified employees that are able to deliver the service promises that organisations make to their current and potential customers. The hospitality industry has a poor reputation as a source of permanent employment, offering low pay, anti-social working hours, menial work, and limited opportunities for career progression (Kusluvan and Kusluvan, 2000; Baum, 2002; Wood, 1995; Choy, 1995). Regardless, tourism, of which hospitality is a key element, is the world's largest and fastest growing industry and accounts for 10 per cent of global employment (Baum, 2002), and consequently demand for hospitality and tourism employees of all levels is increasing exponentially (World Tourism and Travel Council, 2003). Not surprisingly, the activities of interviewing, hiring, orienting and successfully integrating new employees and developing and keeping current workers and attracting highly skilled workers to work for an organisation is key to the success of the hospitality and tourism industry.

Given shifting demographic patterns and changing generational attitudes, the hospitality industry would benefit from a timely review of these issues, their impact on and importance to the industry, as well as initiating a healthy debate on how best the industry can deal with these issues. This paper aims to provide the impetus for this discussion to begin across the industry. In order to do so, this paper will first set the scene by reviewing the current state of employment issues in the hospitality industry. Thereafter the paper will discuss contemporary attitudes toward the generation undertaking hospitality education and making career decisions.

The first concept of Human Resource Management (HRM) came around early 1980's. Legge (1989, cited Truss and Granthan,1994) ,argues that HRM is distinctive in a number of ways form personnel roles as HRM focuses on the management and control of subordinates, centres on the management team. Secondly, line managers play a key role in HRM in co-ordinating resources towards achieving profit, which is not the case under personnel management and, finally, the management of organizational culture is an important aspect of HRM, but plays no role in personnel management.

Strategic Human Resource Management (SHRM) has evolved as a 'bridge' between business strategy and the management of human resources (Butler et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。