การบริหารคนเก่งในธุรกิจโรงแรมในประเทศไทย
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ก.พ. 28, 2019
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ความหมายของคำว่าคนเก่ง การสรรหาคนเก่ง การพัฒนาคนเก่ง การรักษาไว้ซึ่งคนเก่ง การบริหารธุรกิจโรงแรม การจัดการทรัพยากรมนุษย์เชิงยุทธศาสตร์
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บทคัดย่อ
ทรัพยากรมนุษย์เป็นหนึ่งปัจจัยหลักของความสำเร็จในธุรกิจโรงแรม และการบริหารคนเก่งนั้น เป็นสิ่งที่สำคัญเพื่อที่จะได้เปรียบทางการแข่งขันด้านธุรกิจ งานวิจัยชิ้นนี้ได้สำรวจความหมายของคำว่าคนเก่ง กลยุทธ์การบริหารและความท้าทายในการบริหารคนเก่งในโรงแรมบรรษัทข้ามชาติในประเทศไทย โดยสัมภาษณ์ตัวต่อตัวกับผู้เข้าร่วมผู้ซึ่งเป็นผู้ดูแลส่วนภูมิภาค หรือตัวแทนกลุ่มจากโรงแรมบรรษัทข้ามชาติ จากข้อมูลเชิงลึกและการศึกษาเรื่องการบริหารจัดการคนเก่งที่ผ่านมา การศึกษานี้นำเสนอโมเดลความหมาย ของคนเก่งซึ่งมีเก้าองค์ประกอบที่คนเก่งควรจะมี แนะนำกลยุทธ์สามขั้นตอนของการจัดการคนเก่งในธุรกิจ โรงแรม (การสรรหาคนเก่ง การพัฒนาคนเก่ง และการรักษาไว้ซึ่งคนเก่ง) และระบุถึงความท้าทายที่โรงแรม บรรษัทข้ามชาติในประเทศไทยได้เผชิญ บทความวิจัยนี้ได้เพิ่มความรู้ที่มีอยู่เกี่ยวกับการบริหารคนเก่งในโซน เอเชียตะวันออกเฉียงใต้ และสามารถนำเอาความรู้นั้นไปใช้ในการศึกษาในอนาคตเพื่อทำความเข้าใจคนเก่ง และเพิ่มประสิทธิภาพในการจัดการคนเหล่านี้ต่อไป
Article Details
รูปแบบการอ้างอิง
บุญบำรงสุข บ., & พันธ์วิศวาส ว. (2019). การบริหารคนเก่งในธุรกิจโรงแรมในประเทศไทย. วารสารการบริการและการท่องเที่ยวไทย, 14(1), 78–93. สืบค้น จาก https://so04.tci-thaijo.org/index.php/tourismtaat/article/view/175088
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บทความวิจัย
เอกสารอ้างอิง
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[35] Swapna, R., & Raja, K. G. (2012). Business Transformation Management-The Role of Talent Management with Special Reference to Service Sectors. Advances In Management, 5(2), 61-63.
[36] Tansley, C., Harris, L., Stewart, J., & Turner, P. (2006). Talent Management: Understanding the Dimensions. The Chartered Institute of Personnel and Development (CIPD), 1-25.
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[38] Wilson, A. (2006). Marketing Research An Integrated Approach. 2nd ed. Essex: Pearson Education Limited.
[2] Ambler, T., & Barrow, S. (1996). The Employer Brand. Journal of Brand Management, 4(3), 185-206.
[3] Barclay, J. M. (2001). Improving Selection Interviews with Structure: Organizations’ Use of “Behavioral” Interviews. Personnel Review, 30(1), 81-101.
[4] Berger, L., & Berger, D. (2011). The Talent Management Handbook: Creating A Sustainable Competitive Advantage by Selecting, Developing, and Promoting the Best People. 2nd ed. United
States of America: The McGraw-Hill Companies, Inc.
[5] Berry, M. (2007). Talent Management Tops European Challenges list. Perspective Today, 8(June).
[6] Bidwell, M. J. (2011). Paying More to Get Less: The Effects of External Hiring Versus Internal Mobility. Administrative Science Quarterly, 56(3), 369–407.
[7] Birschel, D. (2006). Critical Issues in HR Drive: Number 1 is Talent Management. Benefits Quarterly, 22(1), 64.
[8] Boyatzis, R. E. (1998). Transforming Qualitative Information: Thematic Analysis and Code Development. Thousand Oaks, California: Sage.
[9] Braun, V., & Clarke, V. (2006). Using Thematic Analysis in Psychology. Qualitative Research in Psychology, 3(2). 77-101.
[10] Buckingham, M., & Clifton, D. O. (2001). Now, Discover Your Strengths. New York: Free Press.
[11] Cappelli, P., & Keller, J. R. (2014). Talent Management: Conceptual Approaches and Practical Challenges. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 305-331.
[12] D'Annunzio-Green, N., Maxwell, G., &¬ Watson, S. (2008). Concluding Commentary on the Contemporary Human Resource Issues for Talent Management in Hospitality and Tourism. International Journal of Contemporary Hospitality Management, 20(7).
[13] DeKrey, S., & Griffin, K. (2010). Learning From Leaders in Asia. Singapore: John Wiley & Sons (Asia).
[14] Downs, L. J. (2012, August 08). Integrated Talent Management: Building a Strategy One Block at a Time. TD Magazine, 66(8), 42-47.
[15] Goffee, R., & Jones, G. (2007). Leading Clever People. Harvard Business Review, 85(3), 72-79.
[16] Gounaris, S. (2008). Antecedents of Internal Marketing Practice: Some Preliminary Empirical Evidence. International Journal of Service Industry Management, 19(3), 400-434.
[17] Groysberg, B., Nanda, A., & Nohria, N. (2004). The Risky Business of Hiring Stars. Harvard Business Review, 82(5), 92-101.
[18] Guthridge, M., Komm, A. B., & Lawson, E. (2008). Making Talent A Strategic Priority. Mckinsey Quarterly, 1, 48-59.
[19] Hatum, A. (2010). Next Generation Talent Management. London: Palgrave Macmillan.
[20] Ingham, J. (2006). Closing the Talent Management Gap. Strategic HR Review, 5(3), 20-23.
[21] Jenkins, M. (2006). Managing Talent is A Burning Issue in Asia. Leadership Action, 26(5), 20-22.
[22] Lewis, R. E., & Heckman, R. J. (2006). Talent Management: A Critical Review. Human Resource Management Review, 16(2), 139-154.
[23] Maxwell, G. A., & MacLean, S. (2008). Talent Management in Hospitality and Tourism in Scotland: Operational Implications and Strategic Actions. International Journal of Contemporary Hospitality Management, 20(7), 820-829.
[24] Meyers, M. C., & Van Woerkom, M. (2014). The Influence of Underlying Philosophies on Talent Management: Theory, Implications for Practice, and Research Agenda. Journal of World Business, 49(2), 192-203.
[25] Michaels, E., Handfield-Jones, H. & Axelrod, B. (2001). The War for Talent. Massachusetts: Harvard Business School Publishing.
[26] Morton, L. (2004). Integrated and Integrative Talent Management: A Strategic HR Framework, Research Report R-1345-04-RR. New York: The Conference Board.
[27] Phillips, D. R., & Roper, K. O. (2009). A Framework for Talent Management in Real Estate. Journal of Corporate Real Estate, 11(1), 7-18.
[28] Piansoongnern, Opas., & Anurit, Pacapol. (2010). Talent Management: Quantitative and Qualitative Studies of HR Practitioners in Thailand. The International Journal of Organizational Innovation, 3(1), 280-302.
[29] Piansoongnern, Opas., Anurit, Pacapol., & Bunchapattanasakda, Chanchai. (2008). Managing Talented Employees: A Study of Leading Corporation in Europe. European Journal of Social Sciences, 6(1), 70-90.
[30] Powell, M., & Lubitsh, G. (2007). Courage in the Face of Extraordinary Talent. Strategic HR Review, 6(5), 24-27.
[31] Rabionet, S. E. (2011). How I Learned to Design and Conduct Semi-structured Interviews: An Ongoing and Continuous Journey. The Qualitative Report, 16(2), 563-566.
[32] Rath, T., & Conchie, B. (2008). Strengths-Based Leadership: Great Leaders, Teams, and Why People Follow. New York: Gallup Press.
[33] Ready, D. A., & Conger, J. A. (2007). Make Your Company A Talent Factory. Harvard Business Review, 85(6), 68-77.
[34] Scullion, H., Collings, D.G., & Caligiuri, P. (2010). Global Talent Management, Journal of World Business, 45(2), 105-108.
[35] Swapna, R., & Raja, K. G. (2012). Business Transformation Management-The Role of Talent Management with Special Reference to Service Sectors. Advances In Management, 5(2), 61-63.
[36] Tansley, C., Harris, L., Stewart, J., & Turner, P. (2006). Talent Management: Understanding the Dimensions. The Chartered Institute of Personnel and Development (CIPD), 1-25.
[37] United Nations World Tourism Organization (UNWTO). (2014, January 20). Retrieved January 31, 2015, from http://media.unwto.org/press-release/2014-01-20/international-tourism-exceeds-expectations -arrivals-52-million-2013
[38] Wilson, A. (2006). Marketing Research An Integrated Approach. 2nd ed. Essex: Pearson Education Limited.
