Murillo, Enrique
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Murillo, Enrique
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Murillo Othón, Enrique Martín
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Murillo Othón, Enrique
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Scopus Author ID
56346512100
Researcher ID
D-9169-2018

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Why do employees respond to hospitality talent management : an examination of a Latin American restaurant chain

2019 , Murillo Othón, Enrique Martín , King, Ceridwyn

Purpose: In consideration that the purpose of talent management is to attract and nurture productive employees for the benefit of the hospitality organization, this study aims to examine why employees respond in such favorable ways. Recognizing beneficial employee behavior advances a hospitality organization through their ability to deliver an experience that aligns with the promoted brand promise, inspiration is drawn from both the strategic human resource management as well as the internal brand management literature. The power of this approach is illustrated through a survey of employees of a Latin American restaurant chain with a long-standing policy of values-based recruiting, inclusive talent management and progressive people management practices. Design/methodology/approach: Informed by literature, employee perception of their relationship with the organization (i.e., relationship orientation) and alignment with the brand’s values (i.e., brand fit) were considered drivers of favorable employee attitudes and behavior as a result of hospitality talent management practices. These were hypothesized to positively influence employee confidence and motivation as reflected in organization-based self-esteem (OBSE) and brand motivation, which in turn drive employee brand-aligned behavior. A survey measured the variables of interest with the same employees over two time periods, matched using employees’ identification code, resulting in 199 complete surveys. The structural model was estimated using partial least squares (PLS). Findings: Relationship orientation and brand fit were significant drivers of OBSE and brand motivation, respectively. In turn, they had a significant effect on employee brand-aligned behavior. Model estimation complied with all PLS quality criteria. Research limitations/implications: Traditional talent management practices that tend to focus on the transactional benefits of the job/career can be strengthened by leveraging strong organizational relationships as well as engagement with the hospitality brand. In turn, employees have the confidence and motivation to exhibit brand-aligned behavior, a path to competitive advantage, which may also act as a buffer helping employees manage the stress of hospitality jobs. Originality/value: Understanding why employees respond favorably to hospitality talent management practices, beyond simply transactional, monetary reasons, is important to designing relevant and timely initiatives that have the potential to enhance organizational performance. © 2019, Emerald Publishing Limited.

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Towards a shared understanding of the service experience – a hospitality stakeholder approach

2019 , King, Ceridwyn , Murillo Othón, Enrique Martín , Wei, Wei , Madera, Juan , Tews, Michael J. , Israeli, Aviad A. , Kong, Lu

Purpose: The purpose of this paper is to start a conversation on achieving a shared understanding among hospitality service co-creation participants. Adopting a stakeholder and service eco-systems approach, attention is drawn to the necessity for all service experience participants to have a shared understanding of the service experience and their role within it, for a sustained competitive advantage to be realized. Informed by community of practice (CoP) thinking, a road map of research questions is advanced encouraging insight into a macro level phenomenon that, traditionally, is only ever considered at the micro service encounter level. Design/methodology/approach: A thorough multidisciplinary review of the literature was undertaken, providing an opportunity to present a viewpoint on the strategic implications of providing a sustainable competitive advantage via the hospitality service experience. Findings: To achieve a shared understanding across the Hospitality Service Experience Eco-System, potential tensions among stakeholders are highlighted. Accounting for such barriers, institutional arrangements, combining organizational CoPs that are bridged by designated boundary objects, is advanced. Given the novel approach of applying a traditionally organizational phenomenon at a macro multi-stakeholder level, several research questions are proposed to inform thinking about this neglected perspective. Originality/value: Acknowledging the innovation, agility and resources required to maintain a competitive service experience, the paper emphasizes the importance of adopting a macro perspective to effective service management. The hope is to stimulate academic interest to inform understanding as to how to build this capability as well as enhance practitioner interest in promoting stakeholders’ CoP for the benefit of the entire Hospitality Service Experience Eco-System. © 2019, Emerald Publishing Limited.

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Reimagining attraction and retention of hospitality management talent– A multilevel identity perspective

2021 , King, Ceridwyn , Madera, Juan , Lee, Lindsey , Murillo Othón, Enrique Martín , Baum, Tom , Solnet, David

Through the lens of hospitality, an industry with chronic retention issues, this article seeks to stimulate reflection on labor-intensive industries and how we can reimagine their responses to an evolving labor market environment when seeking to attract and retain management talent. Drawing on identity economics, whereby employees’ identity utility is an important incentive in employment decision-making, the necessity for a multilevel perspective of identity formation is advanced. Positing that employees’ work identity is informed by individual (micro), organizational (meso), and professional (macro) level factors, this perspective illuminates the important role that macro level stakeholders play in employee identity formation, particularly in the hospitality industry. Further, it emphasizes the interconnectedness of levels in shaping an employee's identity and career decisions. Through a series of research questions, a line of inquiry is articulated for the purpose of addressing the challenges of attracting and retaining management talent from a holistic identity formation perspective. © 2021 Elsevier Inc.

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