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 the employees with their engagement . Engagement of employees has gained a global perspective in the last few decades. Furthermore, businesses must engage their employees psychologically and intellectually and should be controlling of social matrices which continues engagement of employees and performance of enterprises. In this respect social engagement is connected in the direction of being involved in cooperative endeavours, to enhance socially linked norms and capital. In addition to this, the vibrant prerequisites of social engagement incorporate undertaking some activities, more than one person at least required to encompass throughout this interaction, and consequently the activities take place through social exchange, without lack of compulsion. First and foremost, social engagement does not cover any paid activities or household commitments. A mutual measurement for social engagement is the proven amount of activities taking place.
Employees are especially the inevitable ingredient for any organization’s success. Recently, many academics and practitioners has shown their greatest interest in social engagement of employees in diverse contexts. However, several authors also shown the adverse impact of disengagement of employees also. Furthermore, the social engagement of employee is crucial for reducing their turnover, lower performance related issues for any organization globally and nationally. The employees of hospitality and tourism industry of Bangladesh was also not out of this practice. In this regard, talent management practices (TMPs) can be treated as a key factor for increasing the engagement of employees and reducing the issues of disengagement, turnover, and lower performances. Talented employees with high level of engagement add more value to the organization. This chapter understands the existing trend of social engagement of employees from an emerging nation’s viewpoint, relating this to some generic suggestions. Based on a quantitative study perspective through cross section, this chapter addresses basic theoretical analysis of the two relevant terms: TMPs for instance, acquiring, developing, retaining and social engagement of employees.
Talent Management Practices: Features and Forms
Talent management (TM), nearly two decades have elapsed since researches exclusively concentrated, is constructed on the basis of the conceptualization of talent (Schuler et al. 2017). Since there is a distinct description of talent from the various organizational structure access to a common organisational linguistic proposed by Lewis and Heckman (2006) and Tansley (2011). Broadly, talent implies to the workforces who are employed in vital places, can be able to perform significantly and to make a difference in organizational performance to achieve the success (Lawler 2008). In a latest research conducted by abdelqader Alsakarneh and Hong (2015), talent is a bundle of unique expertise, abilities, skills, feelings, and understanding acquired by employees. Current scholarly works like Gallardo-Gallardo et al. (2017) and Johara et al. (2020) addressed that TM is an comprehensive subject matter of choosing by the academicians and practitioners. Thunnissen (2016) observed that several corporate managers, professionals and scholars add wonderful importance to talent and TM, although there is still hardly recognized on how and how good (and in accordance with which) TM really does work in the practice. Additionally, the exact nature of talent continues to be extensively questioned (Neri and Wilkins 2019). According to Swailes (2019), talent in conjunction with talent management, is being treated at this point as a phenomenon and, utilizing the concept of the meme as transmitters and social replicators, where the underlying reasons for the spread of the talent phenomenon are indicated. Furthermore, talent frequently implies to employees in crucial places or high-level-prospective people and organizations be inclined to devise their individual classifications of what is considered talent in their particular perspective (Neri and Wilkins 2019).
Previous scientists have set up talent management in various ways. Indeed, in all its essential shape, it is a constituent foresee obligation for human resource and establish a policy to come across (Cappelli 2008). Moreover, economic hardship, globalization, growing race, the battle for skill and the evolving landscape of working in the twenty-first century has been making the TM a problem of strategic level (Neri and Wilkins 2019). There are two vital actors in TM as such the establishment and employees with talent, equally possess distinct reflection of conceivable outlook and the actual worth of it (Thunnissen 2016). On the other hand, O’Connor and Crowley-Henry (2017) argued that companies need a moral obligation to take care of their workforces and offer opportunities for developing themselves and constitute part of the comprehensive package of care. In another study carried out by Pandita and Ray (2018) highlighted that in modern workplaces somewhere TM is performed extensively, involves additional entrants to define influence of TMPs and exactly what could possibly be predicted to carry out those procedures. Considering this fact, Salau et al. (2018) inculcated that organisational strategies and culture should include the element of TMPs like the acquisition, development , and retention of talent to achieve organisational success. In conjunction with TM, latest experts also characterize TMPs independently for various companies. In recent decades unlike the other sectors, talent management of hospitality and tourism companies has gained the attention worldwide. For instance, an inductive thematic analysis was performed to bring out key themes of TMPs of SMEs from hospitality industry (Chung and D’Annunzio-Green 2018). Furthermore, considering the people-focused nature of this sector Sheehan et al. (2018) indicated three motives to choose talent management. Firstly, the effectiveness of TM ensures the appropriate acquisition and retention of workforces for the success of a customer driven industry. Secondly, it is essential to engage workforces in the organization, and thirdly it can intervene among efficiency, equity and voice. Consequently, the fundamental role of TM in order to determine engagement of employees of the organisation describes continually shifting and difficult problems for it.
However, Kahn (1990) suggested about the landscape of engagement that individuals are passionately and cognitively engaged while they acknowledge whatever is anticipated to them, obtain what they prerequisite to accomplish at their task, take on the prospects feeling an impression and accomplishment through their work, feeling that they will be to some extent important part with associates whom they have confidence, and have options to enhance and nurture themselves and others. Keating and Heslin (2015), argued that individuals who results uninspired role performances refuse to give their full strength, concentration, and emotional attachment in their work. Extent of earlier literature provided evidence that an engaged staff may result in many advantages, for example in professional satisfaction and encouraging feeling result in high-level engagement of workforces (Huang et al. 2018). In accordance with Soane et al. (2012), the engaged workforces always wish to encounter their work intellectually, socially, and affectively to which they believe truly focused; and as effectively activated to concentrate on their encouraging change. On the other hand, disengaged workforces just go through the motions and distractions reduce mental and behavioural focus (Keating and Heslin 2015).
It is well articulated by the researchers that TMPs exhibited higher employee engagement which will in turn reduce staff turnover (Alias et al. 2014). Furthermore, Pandita and Ray (2018) stressed that once employees discover steadiness and a feeling of assurance from their own companies, they try to increase their effort to remain engaged at their own work environment to complete the assignments, that suggests focusing humility impacts has been transformed into superior. However, Shuck et al. (2011) provided evidences that the idea of engagement has earned extensive consideration throughout the world because of the workforces who has remaining engaged at assignments has exhibited better output at work. Still, Saks (2006, 2019) mentioned that the first and only mode in which persons pay back to the workplace by improving the intensity of engagement . Moreover, companies that will be able to completely engage their workforces by operative TMPs will obviously possess a viable gain (Yapp 2009). In this regard, Latukha (2018), recognized a wide range of specific TMPs that conveyed an effect on competitive advantage for emergent marketplaces. Consequently, it is suggested that TM is a managing practises and the procedures provide concentration on acquiring, developing, and retaining present and potential talents by utilizing their skills, abilities, and expertise to achieve the competitive advantage of the organization. In conjunction with that this chapter will be the first attempt to examine talent management practises in clarifying the social engagement of employees of the hospitality and tourism industry in Bangladesh.
Social Engagement
Engagement of employees is an arrangement of employees to engage themselves for the success of the organizations. According to Gupta and Sharma (2018) the term engagement is an indicator to prove readiness of the employee to place a discretionary attempt for the benefit of the employer. Many studies with contradictory consequences have been investigated the position of engagement in promoting effectiveness to each individual and company to grow to be competitive. As, Opoku-Dakwa et al. (2018) clarifies that engagement of employees is a predictor along with certain psychological conditions. For instance, sensitivity of getting emotional, physical, and intellectual nourishment from others work, the feeling of experiencing substantial, sensitive or psychosomatic means accessible for engagement , and sentiments of being gifted to display his full identity without fear of undesirable consequences. Furthermore, these psychological conditions impact the engagement of employees. In addition to this, engagement of employees is an organizational measurement used to determine its success. Engagement of employees can be defined in diverse way but essentially, they obtain significance from connections with authors and the settings of their contexts. These definitions classify engagement in different ways. During the evolution of engagement Kahn (1990) has mentioned that people can used it with diverging degrees as their physical, cognitive, and emotional personalities. Furthermore, Rich et al. (2010) highlighted engagement as an individual’s self-investment into a role. Moreover, to be engaged Soane et al. (2012), operationalized it as effort, empowerment, and encouragement to have an impact. In conjunction with this, Cooke et al. (2019) pointed out through an rigorous research has documented the process in which TMPs impacted engagement of employees. Similarly, Rivers et al. (2015) indicated that individual’s values and capacity development , beliefs such as taking initiative, practicing empathy and activities lead to one’s innovative change also influence positive social change of individual through active social engagement . In the present context an attempt has been made to highlight social engagement concept as a theoretical fundamental. Porges (2003), provided evidence on the importance of social engagement . Moreover, social engagement is widely spread on to indicate individual’s participation in the social group activities, does not continually and consistently implemented in the scholarly works, and may occasionally be confused with numerous other comparable (but different) ideas from social sciences (Prohaska et al. 2012), figured out that. It can also be termed as the extent to which someone is participating in a wide range of social functions and interactions (Avison et al. 2007). Furthermore, it also considered like the promise of a delegate to remain inside the division and communicate with rest participants (Zhang et al. 2011). Prohaska et al. (2012) also indicated that it is distinct from the idea of a social network and social capital where earlier one mostly focus on a group rather than activities and similarly the later one different to indicate possessions that are accessible to people and teams out of their social relationships to communities. As social engagement of employees is an approach to formulate and implement, the present scenario also throws light upon current challenges and looks to innovative solutions to boost social engagement of employees through talent management practices.
Findings and Discussion
As stipulated at the starting of this chapter, the primary aim is to highlight the impact of TMPs on social engagement of employees in the hospitality and tourism industry. To accomplish and confirm this goal, and to assess the validity of the model through a quantitative cross-sectional approach this research collected information of four hundred fifty-eight employees of the hospitality and tourism industry of Bangladesh with a response rate of 83%. Data was collected from the employees aged from 24 years to 70 years having more than a single year working experience from the different departments at the government and private owned hotels of Bangladesh. The two phases of evaluation, for instance, measurements and structural model assessments have been steered to get outcome of the research . To achieve the goodness of measures the reliability and validity of the constructs was assessed. Firstly, to figure out the reliability of the items of the measurement model instrument and validity of the instrument was employed. The rule of thumb for the outer loadings, composite reliability (CR) values were also meet for assessing the reliability of the measurement items. Consequently, the convergent and discriminant validity of the measurement model has been also reviewed through Average Variance Extracted (AVE), Fornell-Larker, cross-loadings among constructs, and HTMT. Secondly, evaluation of structural models was performed with testing collinearity issues, the path analysis significance, determination of coefficients, predictive relevance where the outcomes meet all rule of thumbs.
The threshold value is 0.70 or above for capturing the particular underlying variable reliability reveals that the items are performing well (Hair et al. 2014). Furthermore, the scholars also indicated the outer loading of a lesser amount of 0.40 items would have been deleted directly from the construct. Moreover, outer loadings amongst 0.40 and 0.70 of any items ought to be assessed suggests that unless the removal of such items raises the AVE and CR following their ceiling values, then that items must be removed, in a different way such items must be preserved on the construct (Hair et al. 2014, 2017). Equally, higher than 0.5 of AVE value recommends the tolerable amount of convergent validity (Bagozzi and Yi 1988; Hair et al. 2017). After the analysis, all the values of factor loadings exhibited above their indicated levels, the CR for all constructs was discovered above 0.70 and all the constructs were enjoying their AVE values above stipulated levels. Therefore, to measure the degree to which each of the construct distinct from all else has been evaluated. As a consequence of that evaluation, it was suggested that all the constructs met the requirement for discriminant validity by cross-loading, Fornell-Larcker, and HTMT criterion.
Following the attainment of the measurement models’ goodness of measure analysis, the analysis has been conducted with assessing structural model. Hair et al. (2014) addressed to check the assumptions to ascertain the level of significance prior to the assessment, the re-sampling method bootstrapping procedure required to perform. Similarly, re-sampling has been used in conjunction with 2000 re-sample to assess the standard errors and the parameter estimator significance in this chapter is based upon the proposals that have been made by Ringle et al. (2011) and Hair et al. (2014). Again, Hair et al. (2017) and Hair et al. (2014) put forwarded the essential requirements in PLS-SEM to evaluate the structural model are relevance and significance of the structural model relationships, collinearity issues, the coefficient of determination (R2), the effect size (f2), and the predictive relevance (Q2). This involved evaluating the predictive capabilities of the model and the constructs interactions (Hair et al. 2017).
In structural model the issues of collinearity were examined through the values of Variance Inflation Factor (VIF). The values of VIF 5 and higher individually reveal a future collinearity conundrum in PLS-SEM context (Hair et al. 2011). The results of the inner VIF in this chapter remained within the threshold value. More specifically, Hair et al. (2017) described that VIF tier of 5 of an indicator suggests that 80% its variance should be taken into account for the rest formative indicators linked with an identical construct. Hence, the problem of collinearity was not demonstrated for the present chapter. Additionally, the suggested three assumptions based on the objectives of the above-mentioned title were analysed through bootstrapping procedure prior to the structural model evaluation. The Conclusions from path analysis indicated that two out of three direct assumptions on the positive effect were proven. The findings for the test of the first supposition demonstrated the positive and considerable impact of the practices of talent acquisition on social engagement (β = 0.148, t = 2.888, p = 002). Secondly, the assumption is also carrying out a corresponding result. The impact of talent development procedures on social engagement (β = 0.276, t = 4.336, p = 000) is also positive and substantial. Instead, the connection between the talent retention practices on social engagement (β = 0.064, t = 1.057, p = 0.145) is not found positive and significant.
The coefficient of determination (R2) value was evaluated in the context which were social engagement as indicated as the endogenous variable in this chapter. Al-Ansari (2014) indicated that values of R2 consists of higher or equal to 0.10 are enough to represent the variance that describe a distinct endogenous construct. Moreover, Cohen (1988), argued that values of R2 got 0.26 and 0.13 substantial and moderate. This chapter suggested that 18% varied for social engagement has been explained by TMPs . Consequently, the predictive accuracy or coefficient of determination was deemed to have been moderate based on the recommendation provided by Cohen (1988) which could be explained that TMPs for instance acquisition, development, and retention practices of talents have been demonstrated to attract a moderate impact on the establishment social engagement the workforces of hospitality & tourism industry. It was found that the extrinsic variable that influenced an endogenous variable where two of the interactions exhibited the small effect sizes, one without effect. Q2 values showed that predictive relevance of TMPs on social engagement (Q2 = 0.121).
Conclusion
Bangladesh is a nation of enormous potential for mainly in hospitality and tourism industry. Annually a lot of visitors enjoy their leisure time at the various places of Bangladesh. Bangladeshi hospitality and tourism industries largely depend on few institutions such as the Parjatan Corporation of Bangladesh; Institute of National Hotel and Tourism Training, and few private institutes which is insufficient to train and develop the talents. In this regard, the government needs to set more educational institutions and training centres offering relevant education and training services for this industry. Furthermore, these sector still also depends on foreign employees for holding the higher positions like general manager. If these sectors can make a proper talent acquisition, development, and retention policy , it may facilitate the local talents for running five-star hotels. Furthermore, some of them connected to this sector without having past experiences and fail to start a career to other sectors. If anyone is not passionate to his or her work in a profession, will be incompetent to engender the finest productivity. Therefore, it should be obligatory to hire the right people for the right positions. Likewise, the existing employees working need training and development to add more value. Based on outcome from the Partial Least Square-Structural Equation Modeling analysis, TMPs , for instance, acquisition, and development practices of talent established in this chapter effected significantly on the social engagement of workforces of hospitality and tourism industry. However, the chapter also ensured evidences that social engagement did not influenced significantly by practices of talent retention.
Thus, this chapter implied that the construct of TMPs would allow researchers to analyse the overall impact of TMPs on different dependent variables under various contexts. The chapter has acknowledged implications theoretically, methodologically as well as practically for scholars, public administration, and policymakers. For academics, this chapter presented useful substantiation of the mixing and implementation of the social exchange theory from an emergent economy’s perspective usually as well as in the Bangladesh environment in particular. Future researchers are suggested to study “talent management practices” as a multifaceted design that represents a single theoretical concept measured by its relevant latent variables. The conceptualization practices of talent management as a multifaceted concept would enable researchers to build relationship theories between multi-part complex concepts within the broader nomological networks (Wong et al. 2008). Researchers should appropriately define talent management practices as a multi-layered structure based on strong measurement theory in a specific context. This means researchers should use the validated measures to operationalize the components that consists talent management practices for specific context. The findings of this chapter have provided suggestions and direction to the government , policy makers and practitioners to enlarge the avenues to implement social engagement . In order to create hospitality and tourism industry more engaging in the employment market, the talent management practices should develop in order to engage socially. The hospitality and tourism organizations should practice talent management in order to generate positive encouragements for future workforce to become members into this sector. Furthermore, additional sources of acquisition, development and retention would be created to strike a balance between talent deliveries and the request of hospitality and tourism workforce.