It’s not what you do; it’s the way that you do it

Abstract

Purpose This paper aims to draw on the key tenets of self-determination theory (SDT) to explore the possibility of deploying talent management (TM) as an inherently motivational process within the hospitality industry and examine the role of managers in leveraging it. Design/methodology/approach The study is rooted in social constructionism and uses qualitative methods and techniques to provide rich insights into employee perceptions and experiences of TM and related managerial attitudes and behaviours. Findings Although the current TM process is skewed towards performance outcomes, compelling evidence indicates variation in attempts to address employees’ motivational needs mediated by highly influential managerial attitudes and behaviours and importantly, suggests ample scope for embedding TM as an inherently motivational process. Research limitations/implications The findings are based on a relatively small sample but can be extrapolated with moderation to the wider research context and other similar organisational settings. Practical implications The paper develops an operational framework which contains clear guidelines that can be effectively translated into practice keeping in view its potential benefits. Social implications In line with SDT, the study foregrounds the social and relational context conducive to TM as a motivational process. Originality/value The paper is the first of its kind to conceptualise TM as an inherently motivational process via the systematic application of SDT and offers early empirical insights into the phenomenon, which can serve as a solid platform for further research.

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