Purpose

The aim of this study is to shed light on the talent management practices in the unique context of seasonal work in professional kitchens. Acknowledging that in the context of seasonal work in the hospitality industry it is rather difficult to rely on mainstream strategic talent management practices (e.g. training and development), the authors draw on resource orchestration, an extension of the resource-based view and propose a conceptual model of talent management tactics that could potentially increase seasonal employees’ likelihood of returning to the same employer.

Design/methodology/approach

Given the uniqueness of the context of this study and the dearth of prior relevant research, this study uses a grounded theory approach. Specifically, this study analyses and draws conclusions from 25 interviews with employees in commercial kitchens.

Findings

This study develops a “talent orchestration model”, which places emphasis on management of talented employees across three dimensions: structuring, leveraging and developing talent.

Research limitations/implications

Extant literature in human capital management focusses mostly on the development of human capital, but the results place more emphasis on using or leveraging human capital.

Originality/value

This study moves beyond the well-researched context of hotels and focusses on talent management behind closed doors as in the case of kitchen chefs and, drawing on resource orchestration, this study further examines talent management practices with shorter time frame targeted on seasonal employees.

中文翻译：

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人才编排与飞去来器人才：季节性厨师对人才管理实践的评价

目的

本研究的目的是揭示专业厨房季节性工作的独特背景下的人才管理实践。认识到在酒店业季节性工作的背景下，依靠主流战略人才管理实践（例如培训和发展）相当困难，作者利用资源编排（基于资源的观点的延伸）并提出了一个概念人才管理策略模型，可能会增加季节性员工返回同一雇主的可能性。

设计/方法论/途径

鉴于本研究背景的独特性以及先前相关研究的缺乏，本研究采用扎根理论方法。具体来说，本研究通过对 25 名商业厨房员工的访谈进行分析并得出结论。

发现

本研究提出了“人才编排模型”，强调从人才构建、人才利用、人才培养三个维度对人才进行管理。

研究局限性/影响

现有的人力资本管理文献主要关注人力资本的开发，但研究结果更强调使用或利用人力资本。

原创性/价值

这项研究超越了酒店的深入研究背景，重点关注厨房厨师等闭门后的人才管理，并利用资源编排，进一步研究了针对季节性员工的较短时间范围内的人才管理实践。