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Talent Management and Gender Factor of Talent Management and Tourism Industry

Category: Business & Management Paper Type: Report Writing Reference: APA Words: 650

Ideally speaking, there should be no stigma or taboo attached to some gender/caste /creed/color or nation even. But when it comes to ground reality, there are several pertaining issues which need to be addressed on time to time basis. We cannot undermine or underestimate any human just because of his or her gender. Exclusions are always there in every single place and atmosphere. Nothing is perfect in this very world, as we are all living in an imperfect world so far.

We all need to polish and refine ourselves by all the time to keep ourselves regularized and energetic in our relative fields. The super-fit individuals really lack in our societal system and professional spaces also (N. Böhmer & Schinnenburg, 2016).

We do require the thorough gentlemen and professionals even in our Human Resource Management who have prior expertise and vision in their relative fields so far. Such real human resource experts can really turn the tables around and change the whole scenarios around them.

In most of the cases,we observe that  at most of the workplaces, the top-management persons are themselves very coward and foolish kinds of people. They are simply insecure kinds of people. Who does not have a courageous nature or aptitude at all?

They cannot secure or rescue the other people or genders even at their workplaces even. They are simply not meant for their particular job even.

That is why the leadership crises and management crises arises at most of the workplaces. And this the major reason for the failure of the maximum companies/organizations even. Here, the genders can not be uplifted without any prejudice or segregation.

A right man for the right job inducted in the extreme management, the person with real administrative skills, would surely be in a situation to empower the rest of his staff with respect to their prior abilities, capabilities, and potentialities.

He who would be the administrator that will bring and explore the real gem of professionals on board and take out the best of their talent for the betterment, development, and real progress of his company. Such an administrator would pamper and encourage his staff members regardless of all discrimination of genders even.

References of Talent Management and Gender Factor of Talent Management and Tourism Industry

A. M. Hjalager. (2010). A review of innovation research in tourism. Tourism management, 31(1), 1-12.

L. Uren. (2007). From talent compliance to talent commitment: Moving beyond the hype of talent management to realizing the benefits. Strategic HR Review,, 6(3), 32-35.

M. Deery. (2008). Talent management, work-life balance and retention strategies. International journal of contemporary hospitality management,, 20(6), 792-806.

M. Powell, & Lubitsh, G. (2007). Courage in the face of extraordinary talent: Why talent management has become a leadership issue. Strategic HR Review, 6(5), 24-27.

N. Böhmer, & Schinnenburg, H. (2016). How gender and career concepts impact Global Talent Management. Employee Relations,, 38(1), 73-93.

P. A. Grobler, & Diedericks, H. (2009). Talent management: An empirical study of selected South African hotel groups. Southern African Business Review, 13(3).

R. A. Noe, Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining a competitive advantage. . New York: NY: McGraw-Hill Education.

S. Watson. (2008). Where are we now? A review of management development issues in the hospitality and tourism sector: implications for talent management. International Journal of Contemporary Hospitality Management, 20(7), 758-780.

Y. C. Hung, Yang, Y. L., Yang, H. E., & Chuang, Y. H. (2011). Factors affecting the adoption of e-commerce for the tourism industry in Taiwan. Asia Pacific Journal of Tourism Research, 16(1), 105-119.

Y. Stamboulis, & Skayannis, P. (2003). Innovation strategies and technology for experience-based tourism. Tourism management,, 24(1), 35-43.

 

 

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