TY - JOUR
T1 - Talent orchestration and boomerang talent
T2 - seasonally employed chefs’ evaluation of talent management practices
AU - Magrizos, Solon
AU - Roumpi, Dorothea
AU - Rizomyliotis, Ioannis
N1 - Publisher Copyright:
© 2022, Emerald Publishing Limited.
PY - 2023/7/17
Y1 - 2023/7/17
N2 - Purpose: The aim of this study is to shed light on the talent management practices in the unique context of seasonal work in professional kitchens. Acknowledging that in the context of seasonal work in the hospitality industry it is rather difficult to rely on mainstream strategic talent management practices (e.g. training and development), the authors draw on resource orchestration, an extension of the resource-based view and propose a conceptual model of talent management tactics that could potentially increase seasonal employees’ likelihood of returning to the same employer. Design/methodology/approach: Given the uniqueness of the context of this study and the dearth of prior relevant research, this study uses a grounded theory approach. Specifically, this study analyses and draws conclusions from 25 interviews with employees in commercial kitchens. Findings: This study develops a “talent orchestration model”, which places emphasis on management of talented employees across three dimensions: structuring, leveraging and developing talent. Research limitations/implications: Extant literature in human capital management focusses mostly on the development of human capital, but the results place more emphasis on using or leveraging human capital. Originality/value: This study moves beyond the well-researched context of hotels and focusses on talent management behind closed doors as in the case of kitchen chefs and, drawing on resource orchestration, this study further examines talent management practices with shorter time frame targeted on seasonal employees.
AB - Purpose: The aim of this study is to shed light on the talent management practices in the unique context of seasonal work in professional kitchens. Acknowledging that in the context of seasonal work in the hospitality industry it is rather difficult to rely on mainstream strategic talent management practices (e.g. training and development), the authors draw on resource orchestration, an extension of the resource-based view and propose a conceptual model of talent management tactics that could potentially increase seasonal employees’ likelihood of returning to the same employer. Design/methodology/approach: Given the uniqueness of the context of this study and the dearth of prior relevant research, this study uses a grounded theory approach. Specifically, this study analyses and draws conclusions from 25 interviews with employees in commercial kitchens. Findings: This study develops a “talent orchestration model”, which places emphasis on management of talented employees across three dimensions: structuring, leveraging and developing talent. Research limitations/implications: Extant literature in human capital management focusses mostly on the development of human capital, but the results place more emphasis on using or leveraging human capital. Originality/value: This study moves beyond the well-researched context of hotels and focusses on talent management behind closed doors as in the case of kitchen chefs and, drawing on resource orchestration, this study further examines talent management practices with shorter time frame targeted on seasonal employees.
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U2 - 10.1108/IJCHM-04-2022-0536
DO - 10.1108/IJCHM-04-2022-0536
M3 - Article
AN - SCOPUS:85147209549
SN - 0959-6119
VL - 35
SP - 2755
EP - 2772
JO - International Journal of Contemporary Hospitality Management
JF - International Journal of Contemporary Hospitality Management
IS - 8
ER -