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MANAGEMENT OF HR PROCESSES IN THE SPECIFIC CONTEXTS OF SELECTED AREA
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MANAGEMENT OF HR PROCESSES IN THE SPECIFIC CONTEXTS OF SELECTED AREA (2016)MANAGEMENT OF HR PROCESSES IN THE SPECIFI…CSR-based model for HRM in tourism and hospitality (2014)CSR-based model for HRM in to…Which Employees' Values Matter Most in the Creation of Employer Branding? (2013)Which Employees' Values Matte…Employability and talent management: challenges for HRD practices (2012)Employability and talent mana…Challenges for the global hospitality industry: an HR perspective (2012)Challenges for the global hos…Job Perceptions of Hotel and Tourism Employees: A Comparative Study (2011)Job Perceptions of Hotel and …A synergistic performance management model conjoining benchmarking and motivation (2009)A synergistic performance man…Managing the talent management pipeline (2008)Managing the talent managemen…Implications of hospitality and tourism labour markets for talent management strategies (2008)Implications of hospitality a…Make your company a talent factory. (2007)Make your company a talent fa…Human Resource Management for the Hospitality and Tourism Industries (2007)Human Resource Management for…Talent management: A critical review (2006)Talent management: A critical…Talent Management: Trends That Will Shape the Future (2004)Talent Management: Trends Tha…Human resources in tourism: Still waiting for change (2007)Undergraduates’ perceptions of tourism and hospitality as a career choice (2008)International Standards Organization (2010)An Analysis of the Corporate Social Responsibility and the Industry 4.0 with Focus on the Youth Generation: A Sustainable Human Resource Management Framework (2019)Talent management in hospitality and tourism: a systematic literature review and research agenda (2021)Challenges and Strategies for Employee Retention in the Hospitality Industry: A Review (2022)A Conceptual Model of Service Quality and Its Implications for Future Research (1985)Managing Brand Equity (1991)Welcome to the experience economy. (1998)Revisiting talent management, work-life balance and retention strategies (2015)Talent management and retention strategies in luxury hotels: evidence from four countries (2019)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE. (1995)The Concept of Mind (2006)Toward Mature Talent Management: Beyond Shareholder Value (2014)Is What’s Past Prologue? A Review and Agenda for Contemporary Employability Research (2020)A systematic literature review on the impact of artificial intelligence on workplace outcomes: A multi-process perspective (2021)Critical Issues in Tourism: A Geographical Perspective (1994)Skills and training for the hospitality sector: a review of issues (2002)Examining the relationship between organizational commitment and turnover intention via a meta-analysis (2019)Inclusive talent development as a key talent management approach: A systematic literature review (2022)Talent Management Systems: Best Practices in Technology Solutions for Recruitment, Retention and Workforce Planning (2004)Developing tomorrow's talent: the case of an undergraduate mentoring programme (2012)Standing on the shoulders of giants? A critical review of empirical talent management research (2015)Talent management practices in small- and medium-sized enterprises in the hospitality sector (2018)Firm Resources and Sustained Competitive Advantage (1991)Firm resources and sustained competitive advantage (2004)Global talent management: Literature review, integrative framework, and suggestions for further research (2009)Strategic human resource management: The evolution of the field (2009)Strategic talent management: A review and research agenda (2009)THE DISCOVERY OF GROUNDED THEORY: STRATEGIES FOR QUALITATIVE RESEARCH. By Barney G. Glaser and Anselm L. Strauss. Chicago: Aldine Publishing Company, 1967. 271 pp. $6.75 (1968)The nature of human values (1973)THE PEOPLE MAKE THE PLACE (1987)Information Source Credibility and Job Seekers’ Intention to Apply: The Mediating Role of Brands (2018)Can Organizations Leverage Employer Branding to Gain Employee Engagement and Reduce Turnover Intention? An Empirical Study with Organizational Trust as a Mediator (2020)Employer Attractiveness and Employee Performance: An Exploratory Study (2021)“One size doesn't fit all” (2010)Low-Wage Work in the Wealthy World (2010)Work–leisure conflict and its associations with well-being: The roles of social support, leisure participation and job burnout (2014)Closing the Marketing Capabilities Gap (2011)Talent management: Current theories and future research directions (2013)Talent management strategy of employee engagement in Indian ITES employees: key to retention (2007)The role of the corporate HR function in global talent management (2009)
this work references cited by second hop

References

  • 2006Talent management: A critical review1,441 cited
  • 2012Employability and talent management: challenges for HRD practices285 cited
  • 2007Human Resource Management for the Hospitality and Tourism Industries187 cited
  • 2007Make your company a talent factory.187 cited
  • 2004Talent Management: Trends That Will Shape the Future151 cited
  • 2008Implications of hospitality and tourism labour markets for talent management strategies134 cited
  • 2012Challenges for the global hospitality industry: an HR perspective101 cited
  • 2008Managing the talent management pipeline73 cited
  • 2013Which Employees' Values Matter Most in the Creation of Employer Branding?37 cited
  • 2014CSR-based model for HRM in tourism and hospitality33 cited
  • 2009A synergistic performance management model conjoining benchmarking and motivation27 cited
  • 2011Job Perceptions of Hotel and Tourism Employees: A Comparative Study2 cited

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