Impact of Competency Development and Talent Management Practices On Employee Engagement in Indian Hotel Industry

Dr. Nitya Khurana

Articles 35th Edition of DTR Apr 2021 – Sep 2021

Impact of Competency Development and Talent Management Practices On Employee Engagement in Indian Hotel Industry

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DR

Dr. Nitya Khurana

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Published 2021-09-30

Pages 66-78

Abstract

The Abstract of the Thesis“Impact Of Competency Development And Talent Management, Practices.Qn Employee Engagement In Indian Hotel Industry” submitted by Dr. Nitya Khurana for the award of Ph.D. degree from GGSIP university, Delhi, India. The supervisor was Dr. Shilpa Jain, Assistant Professor, University School of Management Studies, Guru Gobind Singh Indraprastha University, Delhi, India. The University awarded the Doctorate to the research scholar in 2022.

References

i. Arthur, M. B., Inkson, K., and Pringle, J. K. (1999). The new careers: Individual action and economic change. Sage, London.
ii. Arunmozhi, T. (2015). A Study on Employee Engagement and Involvement Practices in ICICI Bank Ltd., Chennai.
iii. Barron, P. (2008). Education and Talent Management: Implications for the hospitality Industry. International Journal of Contemporary Hospitality Management, 20(7), 730–742.
iv. Beck, J. (2003). Independent workforce theory: Implications for HRD. Human Resource Development International, 6(1), 21–41.
v. Bharwani, S. (2014). Hospitality innovations in the emerging experience economy: a case study of the Oberoi Resorts.
vi. Bhatnagar, J. (2004). New dimensions of strategic HRM: HRIS managed talent management.
vii. Bhatnagar, J. (2007). Predictors of organizational commitment in India.
viii. Bhatnagar, J. (2007). Talent management strategy of employee engagement in Indian ITES employees.
ix. Blayney, C. (2009). Management Competencies: Are They Related to Hotel Performance?
x. Brewster, C., Sparrow, P., and Harris, H. (2005). Towards a new model of globalizing HRM.
xi. Burke, R., and Ng, E. (2006). The changing nature of work and organizations.
xii. Byrne, B. M. (2013). Structural equation modeling with AMOS.
xiii. Chhaniwal, P. V. (2017). Impact of Talent Management Practices on Employee Engagement.
xiv. Curtis, B., Hefley, W. E., and Miller, S. A. (2002). People capability maturity model.
xv. Curtis, B., Hefley, B., and Miller, S. (2009). People capability maturity model (P-CMM) version 2.0.
xvi. Curtis, B., Hefley, W. E., and Miller, S. (1995). Overview of the People Capability Maturity Model.
xvii. D’Annunzio-Green, N. (2002). Organizational and cross-cultural challenges in international hotel management.
xviii. D’Annunzio-Green, N. (2008). Managing the talent management pipeline.
xix. D’Annunzio-Green, N. (2004). The hotel expatriate in Russia.
xx. D’Annunzio-Green, N., Maxwell, G. A., and Watson, S. (2000). Human resource issues in international hospitality.
xxi. Fegley, S. (2006). Talent Management Survey Report.
xxii. Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., and Tatham, R. L. (2006). Multivariate data analysis.
xxiii. Hughes, J. C., and Rog, E. (2008). Talent management strategy for hospitality organizations.
xxiv. Kesharwani, A., Sreeram, A., and Desai, S. (2017). Factors affecting satisfaction and loyalty.
xxv. Kirke, D. (2012). Employee Engagement: Impact of Learning and Development.
xxvi. Kriegl, U. (2000). International hospitality management.
xxvii. Kumar, R., and Arora, R. (2012). Determinants of Talent Retention in BPO Industry.
xxviii. Kusluvan, S. (2003). Employee attitudes and behaviors in tourism and hospitality.
xxix. Lather, A. S., and Jain, V. K. (2014). Developing a Scale to Measure Employee Engagement.
xxx. Lewis, R., and Heckman, R. (2006). Talent Management: A critical review.

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Dr. Nitya Khurana . (2021). Impact of Competency Development and Talent Management Practices On Employee Engagement in Indian Hotel Industry. DIAS Technology Review, 18(1), 66-78.

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[1] i. Arthur, M. B., Inkson, K., and Pringle, J. K. (1999). The new careers: Individual action and economic change. Sage, London.

[2] ii. Arunmozhi, T. (2015). A Study on Employee Engagement and Involvement Practices in ICICI Bank Ltd., Chennai.

[3] iii. Barron, P. (2008). Education and Talent Management: Implications for the hospitality Industry. International Journal of Contemporary Hospitality Management, 20(7), 730–742.

[4] iv. Beck, J. (2003). Independent workforce theory: Implications for HRD. Human Resource Development International, 6(1), 21–41.

[5] v. Bharwani, S. (2014). Hospitality innovations in the emerging experience economy: a case study of the Oberoi Resorts.

[6] vi. Bhatnagar, J. (2004). New dimensions of strategic HRM: HRIS managed talent management.

[7] vii. Bhatnagar, J. (2007). Predictors of organizational commitment in India.

[8] viii. Bhatnagar, J. (2007). Talent management strategy of employee engagement in Indian ITES employees.

[9] ix. Blayney, C. (2009). Management Competencies: Are They Related to Hotel Performance?

[10] x. Brewster, C., Sparrow, P., and Harris, H. (2005). Towards a new model of globalizing HRM.

[11] xi. Burke, R., and Ng, E. (2006). The changing nature of work and organizations.

[12] xii. Byrne, B. M. (2013). Structural equation modeling with AMOS.

[13] xiii. Chhaniwal, P. V. (2017). Impact of Talent Management Practices on Employee Engagement.

[14] xiv. Curtis, B., Hefley, W. E., and Miller, S. A. (2002). People capability maturity model.

[15] xv. Curtis, B., Hefley, B., and Miller, S. (2009). People capability maturity model (P-CMM) version 2.0.

[16] xvi. Curtis, B., Hefley, W. E., and Miller, S. (1995). Overview of the People Capability Maturity Model.

[17] xvii. D’Annunzio-Green, N. (2002). Organizational and cross-cultural challenges in international hotel management.

[18] xviii. D’Annunzio-Green, N. (2008). Managing the talent management pipeline.

[19] xix. D’Annunzio-Green, N. (2004). The hotel expatriate in Russia.

[20] xx. D’Annunzio-Green, N., Maxwell, G. A., and Watson, S. (2000). Human resource issues in international hospitality.

[21] xxi. Fegley, S. (2006). Talent Management Survey Report.

[22] xxii. Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., and Tatham, R. L. (2006). Multivariate data analysis.

[23] xxiii. Hughes, J. C., and Rog, E. (2008). Talent management strategy for hospitality organizations.

[24] xxiv. Kesharwani, A., Sreeram, A., and Desai, S. (2017). Factors affecting satisfaction and loyalty.

[25] xxv. Kirke, D. (2012). Employee Engagement: Impact of Learning and Development.

[26] xxvi. Kriegl, U. (2000). International hospitality management.

[27] xxvii. Kumar, R., and Arora, R. (2012). Determinants of Talent Retention in BPO Industry.

[28] xxviii. Kusluvan, S. (2003). Employee attitudes and behaviors in tourism and hospitality.

[29] xxix. Lather, A. S., and Jain, V. K. (2014). Developing a Scale to Measure Employee Engagement.

[30] xxx. Lewis, R., and Heckman, R. (2006). Talent Management: A critical review.