Factors Influencing Talent Management Practices in Hotel Industry – A Study Across 5-Star Hotels in Bangalore city

Abstract

Having the capacity to think beyond the box is the most significant asset a corporation can have. One of the most challenging challenges faced by organizations all over the world is the development and retention of top-notch workers. Human capital is becoming more important than ever before in today's business climate. Firms gain a competitive advantage by providing their employees with the information, skills, and experience they need to perform their duties more effectively. In today's shifting business climate, where Indian organizations are becoming more agile and adaptive, talent acquisition is becoming increasingly vital. Getting the right people in place is the first step toward meeting an organization's goals of having a highly motivated, empowered, and flexible workforce. Success depends heavily on this one factor. Personnel management in the Indian hotel business has to be better understood. An "exploratory study" is a study that aims to get a deeper grasp of an undefined subject matter. This research is unquestionably Exploratory in nature, with the goal of learning more about the present issue. The workers of Bangalore’s five-star hotels provide the major data source. The Cochran Formula specifies a sample size of 180 employees with a 95% confidence level and a 30% error margin for a specific population. It is based on the criteria found in the literature review used to construct the survey's question. The first component of the report includes demographic data about the respondents, followed by sections on hotel talent management practises and on the variables that impact these practises. A Likert scale underpins each question on the survey. Recruiting and keeping employees, training and development, performance management, rewards and recognition, and succession planning are all examples of dependent variables. Developing people and recruiting and keeping talent are examples of independent variables. It is used to show descriptive statistics and then to test hypotheses using SPSS Version 25 and AMOS R Version 23 The components driving talent management methods are identified using first order confirmatory factor analysis (SEM). As a reminder, this study only focuses on the employees of 5 star hotels in Bangalore City, and the findings cannot be applied to any other sector or hotels rated lower than 5 stars in the city. Employees say that retaining talent has the highest mean value of 4.43, while succession planning has the lowest at 4.06. Employees' perspectives on talent management practises are equally influenced by each of the six aspects listed in the literature review Performance management has the most influence on talent management in the hotel industry, whereas performance management has the least impact.