Evaluating Social Engagement Through Talent Management Practices
This chapter aims to assess the social engagement of hospitality & tourism employees through Talent Management Practices (TMPs). Specifically, the views of employees who are working in the hotel and restaurant sector in Bangladesh are examined. There
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Evaluating Social Engagement Through Talent Management Practices Fatema Johara, Sofri Yahya, and Siti Rohaida Mohamed Zainal
Abstract This chapter aims to assess the social engagement of hospitality & tourism employees through Talent Management Practices (TMPs). Specifically, the views of employees who are working in the hotel and restaurant sector in Bangladesh are examined. There appears to be challenges unique to this sector (e.g. high turnover and low performance) that can potentially result in a loss of competitive advantage. Therefore, research associated within this context is a matter of importance. The partial least square structural equation modelling uses SMART–PLS for 458 employees and applied a positive research approach with a quantitative basis of enquiry. The measurement model i.e. results of indicator, internal consistency, convergent and discriminant validity i.e. Heterotrait–Monotrait (HTMT) ratio was tested. Overall, the structural model also shown that TMPs have a significant impact on social engagement. This chapter intends to develop a better understanding of practitioners about TM practices that can affect social engagement of employees. Key issues relating to social engagement are discussed, followed by several practical recommendations. This chapter represents a more profound insight into the dynamics of TM. Keywords SME · Talent management practices · Engagement · Hospitality and tourism · PLS-SEM
F. Johara (*) Department of Business Administration, Bangladesh Army International University of Science & Technology, Cumilla Cantonment, Cumilla, Bangladesh e-mail: [email protected] S. Yahya Graduate School of Business, Universiti Sains Malaysia, George Town, Penang, Malaysia S. R. M. Zainal School of Management, Universiti Sains Malaysia, George Town, Penang, Malaysia © Springer Nature Singapore Pte Ltd. 2020 M. S-.U-. Rahman, A. Hassan (eds.), Tourism Policy and Planning in Bangladesh, https://doi.org/10.1007/978-981-15-7014-8_12
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Introduction Coherent and high turnover of employees has been an issue in the hospitality and tourism industry in Bangladesh. Though the attractiveness of the tourist destinations of Bangladesh still growing, the scarcity of available human resources has always been a challenge which prevents many establishments from providing high quality services to their customers which in return creates on the service-profit chain model. Furthermore, the main objective of service organizations must be to increase gratification of the employees which aligned with the long-term purpose of increasing the experience of customers. Despite the escalating tendency of growth and expansion of Bangladeshi hospitality and tourism industry, still they are facing many challenges to engage their employees. Existing prediction emphasizes Bangladesh’s overall working population growth will delay over the next few years. As in concept, engagement is an arrangement of doing something. This type of arrangement relates to the organization behaviour to manage t
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