The impact of employee involvement in talent management effectiveness in China’s hospitality industry
INTRODUCTION
Talent management is the systems or strategies put in place in order to increase the production by coming up with ways of improving and attracting the needed skills that will accommodate the current and the future needs of the business and its market (Mohammed, 2015). Creativity and knowledge has vastly replace the natural resources used in production of goods and services. A lot of focus has been put on the human talent and capital, especially in this new era in the world. As the older generation retire from their various jobs, employees have the responsibility to acquire new workers as replacements. The new workers come with different working conditions for better productivity. It forces the employees to change their employment strategies to fit both their employees and their customers (Ross, 2011).
Talent management is a topic of interest in Chinas hospitality as it is a critical human resource management issue. It refers to all activities that an organization would do just to ensure their employee satisfaction with their jobs in order to ensure they are productive. Although it is a new concept as well as a phenomenon difficult to measure, talent management has a great impact in an organization’s performance positively. The employee involvement therefore results in its effectiveness as the employees are willing to invest their best to the performance of the organization (Kehinde, 2012).
Today, talent management and employee involvement have played a key role in the business, they have taken the human resource management to a more specific and an integrated level. This has seen many organizations being committed to recruiting developing and retaining the best and most talented staff members available (Barron, 2020). This trend neither leaves the hospitality business sector behind, in this case our focus will be on the hospitality industry in China.
Objectives
1.To determine the impact of employee involvement in talent management.
2.To determine the effects of employee retention to the organization and the employees ina particular.
3.To find out possible practices that could aid in employee retention.
4.To find out the talent management improvement practises in the organization.
Research questions
1.What are the impacts of employee involvement in talent management?
2.What are the effects of employee retention to the organization and the employees in particular?
3.What are the possible practises that help the organization in employee retention?
4.What practises are offered by the organization in relation to improving talent management within its employees?
The purpose of the research is to widely increase the knowledge regarding the effectiveness of talent management in the China’s hospitality industry and how it relates to employee engagement. The study is also aimed at examining the effects that talent management has on the industry. In the study, the questionnaire as a survey method was used in collection of data. Analysis of the data obtained indicates the importance of the cooperative employees who would give their all to see that their companies and organizations achieve their goals. The study recommends that this scheme should be applied by the firms for all staff categories in the firm.
Review of relevant literature
Employees make up for up to 60% of an industry’s resouse (“The Impacts of Talent Management | PeopleStreme”, 2020). Globally, much of attention has been significantly given to the talent management however, the review has also demonstrated a limited attention towards the individual talents. McKinsey greatly shows a concern on supply of the human talent, an important resource in business, with challenges the organizations are facing in the process of attracting and retaining productive staff (Chambers et al,. 1998). Since the rise of their discussion, many reports have been made regarding the shortage of talent and which has strongly placed an emphasis on the talent management and its role on the success of an organization. An example of a survey done on international executives showed that eight in ten people viewed the strategy of effective talent management as an important source of competitive success, having more than half of the reports predicting its relevance in the future (KPMG 2012).
A range of factors both macro and micro have led to the rise of talent management and of which is being given importance and interest both academically and by the practitioners (Mcdonell, Mellahi, Collings & Schuler, 2020).
Talent management would always come as one of the issues to be critically addressed in the top list of every CEO. It is their key priority and of importance a lot when it comes to the improvement and the future of the company, an easy and a safe choice but seen generally as long-term. Considering the boundary that exists between the internal and external talents, the CEO’s should not limit the organizations performance only to the developing and retaining of the talents that are on payroll. Instead, they should enlarge the talent pool and thus will acquire some other talent elsewhere.
Making people better by the practice of performance consulting ensures the engagement of employees is achieved and by that, you should provide regular feedback that is based on the real performance. A study shows that it is easier to improve the performance of an average performing person than to help the top performers to become better (Haak, 2017)
Customer satisfaction is linked to employee engagement, the customer would like to have the products and services that are of quality. Is there a company that doesn’t not want its customers satisfied? Well the answer is obviously no. They all rely on their employees to achieve this satisfaction. As many research proves, it is said that the people who get to interact with the customers are the ones who determines their opinion of quality. While talent management looks for the desired, quality candidates, employee engagement on the other hand drives it, turns up that quality. For instance, once a talent has been hired, the employee involvement will ensure increased communication as well as commitment (Vista, 2014).
The amount of effort in hiring a talent should be equally expended in the retraining of that talent. You will find people staying with the companies that they value, the more an employee will be encouraged in a given job, the more that employee will see a value in it and find a reason to stay. Likewise, continuous communication between the manager and employee about expectation, the more a trusted relationship is developed. People stay with the managers they trust and in a company where they are offered both personal and professional growth (Vista, 2014).
Talent management has proved to be a key factor in an organization. It offrers various advantages to the organization including (Sareen & Mishra, 2020);
i.The organization is able to be proactive, that is, it easily deals withs the changes that it meets along the way. In stead of being reactive, and acting when hit by unexpected change, it only changes its strategies towards its goals.
ii.An organization can save on time and reseources after identifying the available talents amoung its workers. Trainings to be offered will be based on whet the employees are not equiped with knowlege-wise and in terms of their skills.
iii.With the help of the job description forms that potential employees have to submit before being employeed, the company has the advantage of identifying talented employees. They are immediately offred the job and placed in areas that best fit their talent. The productivity of the company is set to improve consequently.
iv.Talent management initiatives help employees gain more knowledge, understanding and skills of their talent. With the aim of such initiatives, attrition is minimized within a company. All talents within the company help the comany improve further.
v.Apart from improved productivity, increased revenue is also noticed. The company can gain enough money to enable it to expand its franchise.
vi.employees feel involved and appreciated when there is fair criteria pf job raise. Talent management offers the room for fair raise(Llamas, 2020).
Proper talent management is based of getting the correct person to perform the correct job. Employers need t foresee the behaviour of the employee(s) in relation to the goals of the compant in the future (Sareen & Mishra, 2020). The two factors should corellate for proper talent management to be achieved as well as the objctives of the organization. telented resources within the organization offrers it among the top positions in the industry.
A key factor organizations should practise when it comes to talent management is sharing the information about the identified employee and the talent identified with all departments. THe employee is able to get esily recognised and offered more job opportunities when a niche is identified.
Methodology
Summary of ontological and epistemological assumptions
Ontological assumption.
The employees play a significant role in talent management. Involving the employees in talent management could help the organization identify the gap within its labour unit. The earlier the company identifies its niche the earlier it fixes it and improves the production of the goods and servises it offers. Talent management promotes a positive outcome especially to employees who are considered as talents by their employers (Dries, Meyers & De Boeck, 2017). it promotes positivity within the work environment which consequently improves the work done and the final product of the job. Talent management can easily help the employer get not of the talented employees and those considered untalented (Dries, Meyers & De Boeck, 2017).
Epistemological assumption.
Employers look forward to employing their staff who have the vision of the company as part of their objectives and who have high achiving potential (Slana & Boštjančič, 2018). Employers need to come up with suitable, reliable performance strategies, with long term effect which could be achieved by employee commitment (Vural, VARDARLIER & AYKIR, 2020). Strategies put in place in an organization to ensure employees are retained is one of the major steps to the success of a business(KIGO, 2020).Talent management is recognized as one of the major factors employers look for in order to increase the productivity levels in the company (Dries, Meyers & De Boeck, 2017). Some employers opt not to mention to their employees that they are talented (Dries, Meyers & De Boeck, 2017. Talented employees tend to have a voluminous amount of work assigned to them because of the good performance they achieve. Informng an employe that they they are talented may result to physical and emotional stress, if the employee does not handle stressful situations carefully. Immediately an employee realises he or she has a talent and is capable of acheiving more outside the organization, there is an increased chance of them quiting the job. Employers can retreive from breaking the news to their employees because of the increased risk of loosing them altogether(Dries, Meyers & De Boeck, 2017). many companies aim at making use of the employee’s talent behaviour for a win-win situation to the employee and the organization(KIGO, 2020).
Research approach
The research approach used in the study during data collection is the quantitative data approach. Quantitative data approach helped bring the correlation between two or more variables in the research. It helped narrow down the expected results in order to come up with a more clear and specific result. The deductive approach analysis was also used to come up with the results during data analysis.
Research design
The sample size used for the study was two hundred and fifty people. It constituted of fifty employers and two hundred employees from three different organizations.
Primary data collection, the use of questionnaires, was used as the mode of obtaining information from the employers and the employees who were used during the study. The method offered the possibility of a large sample size to be used. The respondents received an ample time getting to fill in the questionnaires, hence the possibility of more correct and accurate information being received. The inability to offer more information than the asked, could have been the major demerit of the collection tool. The questionnaires were closed ended.
The quantitative research method was used during the study in order to show the relationship between talent management and the employees among other variables. The descriptive quantitative research was used because the samples were only taken once. The data collected was used during the analysis hence the results. Considering the sample population size and the presence of a clearly defined research question, quantitative descriptive research method best fit for use in the research. Quantitative research method helped to easily summarize the information during analysis because of the large population sample size. Using the quantitative method for analysis gives the work a chance to be used by other researcher because the variables are constant. The information collected also remains constant hence can act as a reference point for interested scholars. Its main disadvantage is the limitation of possible information offered by the respondents. This is because the questionnaires are closed ended, offering minimal scope for obtaining information.
According to the research, the following concepts were looked upon were operational throughout the research
- Employer – a person who has the responsibility of employing others into the organization as employees.
2.Employee – a person who is employed into an organization in order to ensure its productivity continues and the customers are satisfied with the services offered.
3.Talent management – these are systems put in place to promote and increase production within the organization.
4.Hospitality industry in China – Industries aimed at offering leisure activities to its customers as it promotes entertainment and tourism-related services.
Statistical Package for the Social Sciences (SPSS) data analysis method was used as the analytic tool in the research.
Ethical consideration was fully observed as each respondent has to sign the agreement letter before being officially part of the study. The CEO of the three organizations, through the human resource management also agreed to be part of the study by signing the agreement form. Anonymity was ensured to all participants.
Analysis
Social demographic factors
A total number of 250 participants were part of the research. The mean of tge participant’s age was 39.83. The respondents comprised of 126 males (50.4%) and 124 females (49.6%). Most respondents (26.8%) earned between 10-50 dollars in a day while the least number of respondents (21.6%) earned above 100 dollars in a day.
Talent management factors
Descriptive Statistics
N
Minimum
Maximum
Mean
Std. Deviation
Talent recognition
250
1
2
1.49
.501
Promotion of individual growth
250
1
2
1.52
.500
equal opportunities offered to employees
250
1
2
1.48
.501
Presence of talent management practices
250
1
2
1.45
.498
Focus on talented employees
250
1
2
1.52
.501
talent recognition effects on talented employee
250
1
2
1.53
.500
talent recognition effects organization
250
1
2
1.46
.499
probability of employee rentation
250
1
2
1.54
.499
career based raise in organization
250
1
2
1.50
.501
Valid N (listwise)
250
According to the descriptive statistic table above, the respondents strongly came to an agreement that talent is being recognized (mean = 1.49, s.d = 0.501) in the various organization respectively. They also agreed that the organization has offered them room for growth (mean = 1.52, s.d.= 0.500). This could be as a result of recognizing the talents and giving them challenges that fits their ability. The participants recognized the ability of the organizations to treat all employees equally (mean = 1.48, s.d. = 0.501), regardless of the presence or absence of talents within them. The respondents concurred that their respective organizations engaged the employees in talent recognition practices (mean = 1.45, s.d = 0.498). A greater proportion of the respondents however noted that as much as equality existed, some employers had their focus more on talented employees (mean = 1.52, s.d. = 0.501). The respondents harmonized on the fact that talent recognition, both to the organization and the employees, has a positive impact. It could be because talent recognition makes the employee put more focus in their work hence better productivity, which is good for the industry. The employee also benefits as their talents are promoted and improved. It not only promotes the employee as an individual brand but also makes them gain more interest on the job hence less probability of quitting. The respondents agreed that recognition of talents increased employee retention (mean = 1.54, s.d. = 0.499). The employees might look for better opportunities to help them use their talents better as they improve them too. The participants strongly agreed that employees offered raise to their employers based on their talents (mean, 1.50, s.d = 0.501). A fair environment promotes peace and justice. Peace in turn promotes unity. A united employee team improves the product of the organization. The services being offered are of high standards. High standards promote the organization brand to a higher level, reaching a larger scope of its customers.