ADOPTION OF TALENT MANAGEMENT FOR COMPETITIVENESS AMONG FIVE – STAR HOTELS IN NAIROBI CITY COUNTY, KENYA
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Date
2020-10
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Abstract
The study sought to assess the adoption of talent management to competitiveness among
five–star hotels in Nairobi City County. The concept of talent management comprises
strategies for attraction, selection, development, engagement, and retention of knowledge
and talented individuals. These individuals can create quality, diverse and exceptional
products that form the competitiveness of the five-star hotels. The competitiveness of the
hospitality industry in Kenya is held back due to a shortage of talent, loss of talent, and
critical knowledge to other industries. The study investigated; conceptualization of talent
management, hospitality core competencies required in talent, inherent approaches used in
each talent management practices, the extent of talent management adoption, outcomes of
talent management, and the relationship between talent management among five–star
hotels in Nairobi City County. The study adopted a mixed-method research design and
specifically a QUAN + qual research approach. Purposive sampling was used to select fivestar hotels in Nairobi City County and the hotel executives’ respondents. A simple random
sampling technique was used to select guest participants. Data were collected from 145
participants using a semi-structured questionnaire, Servqual structured questionnaires, and
semi-structured interviews. The data analysis was done using; descriptive statistics, content
analysis, thematic analysis, and inferential statistics. Linear regression results revealed that,
among the significant predictors (talent selection, talent engagement, hospitality core
competencies, talent and knowledge retention, and talent development), selection was the
most significant. It meant that their competitiveness is hinged on the selection of talented
individuals. Null hypotheses on the hospitality core competencies (β= -0.195, p =0.020),
talent attraction approaches (β = -0.202, p= 0.009), talent engagement approaches (β = -
0.224, p= 0.002), talent and knowledge retention approaches (β = -0.189, p= 0.024) were
rejected and their impact was not enough to influence competitiveness positively. Null
hypotheses on talent selection approaches (β = 0.512, p= 0.001), talent development
approaches (β = 0.296, p= 0.002) and outcomes of talent management (β = 2.061, p= 0.018)
were also rejected and they impacted competitiveness positively. The null hypothesis on
the extent of talent management adoption (β = 4.414, p= 0.130) was maintained indicating
that it did not influence competitiveness. Null hypothesis on the relationship between talent
management and the competitiveness of five–star hotels; an executives’ perspective was
rejected (β = 1.094, p= 0.001). A second null hypothesis on the relationship between talent
management and the competitiveness of five–star hotels; a guests’ perspective was rejected
(r = -0.277, p =0.009) but showed the need for improvement on talent management aspects
to positively affect competitiveness. This thesis recommends that five-star hotels
conceptualise talent management from the perspective of exclusive subject and positions.
Hotels also need to enrich hospitality core competencies so that they create quality and
diverse sustainable products and services to serve a wider clientele. Additionally, hotels
need to enhance their employee brands to boost employee value proposition so that talent
is attracted. Talent engagement levels also need to be improved to draw valuable
knowledge and effort from talent. The retention of talent and protection of tacit knowledge
ought to be improved for greater competitiveness. Talent policies and budgets are put in
place. This study has been conducted among the management teams and guests in five-star
hotels; it is recommended that a related study is conducted on individuals considered talent
in the same hotels