Search Advanced

National Accounting Review

2020, Volume 2, Issue 4: 367-383. doi: 10.3934/NAR.2020022
Previous Article Next Article
Research article Special Issues

Talent reward and gender wage gap in the hospitality industry

  • Department of Applied Economics, Faculty of Tourism, University of Malaga, Malaga, 29071, Spain
  • Received: 22 August 2020 Accepted: 04 November 2020 Published: 11 November 2020

  • JEL Codes: J16, J24, J3, L83

  • In this paper, we estimate the returns from human capital and the gender wage gap by applying Oaxaca and Ransom's decomposition method to a database of 2240 workers in the Spanish hospitality. The aim of this paper is to investigate the relative impact of talent and gender on wages and value generation among highly qualified white-collar workers in the Spanish tourism sector. Our results show relevant information on the attitude of firms toward talent management and reward and highlight the relevance of sectoral agreements in the hospitality sector. The results suggest a growing commitment among Spanish hospitality companies to the better management of talent and the commitment of workers with education as the best way to keep their job and improve their career. Our findings highlight union negotiations to reduce the gender wage gap, as well as with to improve significantly some variables related to human capital and suggests a commitment on the part of companies to retain talent. However, this increase differed by gender: more managerial positions were gained by men than by women.

    Citation: José Luis Sánchez-Ollero, Alejandro García-Pozo, Miriam Ons Cappa. Talent reward and gender wage gap in the hospitality industry[J]. National Accounting Review, 2020, 2(4): 367-383. doi: 10.3934/NAR.2020022

    Related Papers:

  • In this paper, we estimate the returns from human capital and the gender wage gap by applying Oaxaca and Ransom's decomposition method to a database of 2240 workers in the Spanish hospitality. The aim of this paper is to investigate the relative impact of talent and gender on wages and value generation among highly qualified white-collar workers in the Spanish tourism sector. Our results show relevant information on the attitude of firms toward talent management and reward and highlight the relevance of sectoral agreements in the hospitality sector. The results suggest a growing commitment among Spanish hospitality companies to the better management of talent and the commitment of workers with education as the best way to keep their job and improve their career. Our findings highlight union negotiations to reduce the gender wage gap, as well as with to improve significantly some variables related to human capital and suggests a commitment on the part of companies to retain talent. However, this increase differed by gender: more managerial positions were gained by men than by women.


    加载中


    [1] Al Ariss A, Crowley-Henry M (2013) Self-initiated expatriation and migration in the management literature: Present theorizations and future research directions. Career Dev Int 18: 78-96. doi: 10.1108/13620431311305962
    [2] Al Ariss A, Cascio WF, Paauwe J (2014) Talent management: Current theories and future research directions. J World Bus 49: 173-179. doi: 10.1016/j.jwb.2013.11.001
    [3] Baum T (2013) International perspectives on women and work in hotels, catering and tourism. Sectoral Activities Department Working Paper No. 289. Available from: http://www.ilo.org/gender/Informationresources/WCMS_209867/lang--en/index.htm.
    [4] Becker GS (1964) Human Capital: A theoretical and empirical analysis with special reference to education, University of Chicago Press, Chicago.
    [5] Bratton A (2018) The role of talent development in environmentally sustainable hospitality: A case study of a Scottish National Health Service conference Centre. Worldwide Hospitality Tourism Themes 10: 69-85. doi: 10.1108/WHATT-10-2017-0069
    [6] Bratton J, Waton S (2018) Talent management, emotional labour and the role of line managers in the Scottish hospitality industry. Worldwide Hospitality Tourism Themes 10: 57-68. doi: 10.1108/WHATT-10-2017-0063
    [7] Campos-Soria JA, Ortega-Aguaza B, Ropero-García MA (2009) Gender segregation and wage difference in the hospitality industry. Tourism Econ 15: 847-866. doi: 10.5367/000000009789955152
    [8] Campos-Soria JA, García-Pozo A, Sánchez-Ollero JL (2015) Gender wage inequality and labour mobility in the hospitality sector. Int J Hospitality Manage 49: 73-82. doi: 10.1016/j.ijhm.2015.05.009
    [9] Cappelli P, Keller JR (2014) Talent management: Conceptual approaches and practical challenges. Annu Rev Organ Psychol Organ Behav 1: 305-331. doi: 10.1146/annurev-orgpsych-031413-091314
    [10] Casado-Díaz JM, Simón H (2016) Wage differences in the hospitality sector. Tourism Manage 52: 96-109. doi: 10.1016/j.tourman.2015.06.015
    [11] Chambers EG, Foulon M, Handfield-Jones H, et al. (1998) The war for talent. McKinsey Q 3: 44-57.
    [12] Collings DG, Mellahi K (2009) trategic talent management: A review and research agenda. Human Resour Manage Rev 19: 304-313. doi: 10.1016/j.hrmr.2009.04.001
    [13] Collings DG (2014) The contribution of talent management to organization success, In: J. Passmore, K. Kraiger, and N. Santos (Eds.), The Wiley Blackwell Handbook of the Psychology of Training, Development and Feedback, Wiley Blackwell, London.
    [14] Collings DG, Scullion H, Vaiman V (2015) Talent management: Progress and prospects. Human Resour Manage Rev 25: 233-235. doi: 10.1016/j.hrmr.2015.04.005
    [15] Cotton J (1988) Discrimination and favoritism in the US labor market: the cost to a wage earner of being female and black ant the benefit of being male and white. Am J Econ Sociol 47: 15-28. doi: 10.1111/j.1536-7150.1988.tb02001.x
    [16] D'Annunzio-Green N, Teare R (2018) Reflections on the theme issue outcomes: Is talent management a strategic priority in the hospitality sector? Worldwide Hospitality Tourism Themes 10: 124-130. doi: 10.1108/WHATT-11-2017-0073
    [17] Deery M, Jago L (2015) Revisiting talent management, work-life balance and retention strategies. Int J Contemp Hospitality Manage 27: 453-472. doi: 10.1108/IJCHM-12-2013-0538
    [18] Dries N (2013) The psychology of talent management: A review and research agenda. Human Resour Manage Rev 23: 272-285. doi: 10.1016/j.hrmr.2013.05.001
    [19] Farndale E, Pai A, Sparrow P, et al. (2014) Balancing individual and organizational goals in global talent management: A mutual-benefits perspective. J World Bus 49: 204-214. doi: 10.1016/j.jwb.2013.11.004
    [20] Frost S, Kalman D (2016) Inclusive talent management: how business can thrive in an age of diversity, Kogan Page, London.
    [21] Gallardo-Gallardo E, Nijs S, Dries N, et al. (2015) Towards an understanding of talent management as a phenomenon-driven field using bibliometric and content analysis. Human Resour Manage Rev 25: 264-279. doi: 10.1016/j.hrmr.2015.04.003
    [22] García-Pozo A, Campos-Soria JA, Sánchez-Ollero JL, et al. (2012) The regional wage gap in the Spanish hospitality sector based on a gender perspective. Int J Hospitality Manage 31: 266-275. doi: 10.1016/j.ijhm.2011.06.007
    [23] García-Pozo A, Marchante-Mera A, Sánchez-Ollero JL (2011) Occupational differences in the return on human capital in the Spanish travel agency and hospitality industries. Tourism Econ 17: 1325-1345. doi: 10.5367/te.2011.0085
    [24] García-Pozo A, Sánchez-Ollero JL, Marchante-Mera A (2014) Educational mismatch and returns on human capital in the Spanish hospitality and travel agency sectors. Tourism Econ 20: 337-353. doi: 10.5367/te.2013.0273
    [25] Gibson P (2017) Talent management and the cruise industry, In: R. Dowling, and C. Weeden (Eds.), Cruise ship tourism, 161-176.
    [26] Grant Thornton (2017) Women in business: New perspectives on risk and reward, Grant Thornton International Ltd.: London, UK. Available from: https://www.grantthornton.com.my/insights/ibr/women-in-business-2017/.
    [27] Hughes JC, Rog E (2008) Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations. Int J Contemp Hospitality Manage 20: 743-757. doi: 10.1108/09596110810899086
    [28] Joyce WF, Slocum JW (2012) Top management talent, strategic capabilities, and firm performance. Organ Dyn 41: 183-193. doi: 10.1016/j.orgdyn.2012.03.001
    [29] Khilji SE, Tarique I, Schuler RS (2015) Incorporating the macro view in global talent management. Human Resour Manage Rev 25: 236-248. doi: 10.1016/j.hrmr.2015.04.001
    [30] Lewis RE, Heckman RJ (2006) Talent management: A critical review. Human Resour Manage Rev 16: 139-154. doi: 10.1016/j.hrmr.2006.03.001
    [31] Lillo-Bañuls A, Casado-Díaz JM (2012) Individual returns to education in the Spanish tourism sector during the crisis. Tourism Econ 18: 1229-1249. doi: 10.5367/te.2012.0171
    [32] Lillo-Bañuls A, Ramón-Rodríguez AB (2005) Returns to education in the Spanish tourism labour market. Tourism Econ 11: 119-132. doi: 10.5367/0000000053297176
    [33] Meister JC, Willyerd K (2010) The 2020 workplace: How innovative companies attract, develop, and keep tomorrow's employees today, Harper Collins, New York.
    [34] Michaels E, Handfield-Jones H, Axelrod B (2001) The war for talent, Harvard Business School Press, Boston.
    [35] Mincer J (1958) Investment in human capital and personal income distribution. J Polit Econ 66: 281-302. doi: 10.1086/258055
    [36] Mincer J (1974) Schooling, experience and earnings, Columbia University Press, New York.
    [37] Muñoz-Bullón F (2009) The gap between male and female pay in the Spanish tourism industry. Tourism Manage 30: 638-649. doi: 10.1016/j.tourman.2008.11.007
    [38] Neumark D (1988) Employers' discriminatory behaviour and the estimation of wage discrimination. J Human Resour 23: 279-295. doi: 10.2307/145830
    [39] Nikolaou A, Theodossiou I (2006) Returns to qualifications and occupation for males and females: Evidence from the British Workplace Employee Relations Survey (WERS) 1998. Appl Econ Lett 13: 665-673. doi: 10.1080/13504850500401981
    [40] Oaxaca RL (1973) Male-female wage differentials in urban labor markets. Int Econ Rev 14: 693-709. doi: 10.2307/2525981
    [41] Oaxaca RL, Ransom MR (1994) On discrimination and the decomposition of wage differentials. J Econometrics 61: 5-21. doi: 10.1016/0304-4076(94)90074-4
    [42] Ons-Cappa M, García-Pozo A, Sánchez-Ollero JL (2017) Incidencia de factores personales y laborales en los salarios del sector hostelero: Una visión de género. Cuadernos de Turismo 39: 417-436. doi: 10.6018/turismo.39.290631
    [43] Pastor JM, Raymond JL, Roig JL, et al. (2006) El rendimiento del capital humano en España. Available from: https://www.fundacionbancaja.es/jovenes/publicaciones/otros-estudios/el-rendimiento-del-capital-humano-en-espana.aspx.
    [44] Reilly P (2018) Building customer centricity in the hospitality sector: the role of talent management. Worldwide Hospitality Tourism Themes 10: 42-56. doi: 10.1108/WHATT-10-2017-0068
    [45] Reimers CW (1983) Labor market discrimination against Hispanic and Black men. Rev Econ Stat 65: 570-579. doi: 10.2307/1935925
    [46] Schultz TW (1960) Capital formation by education. J Polit Econ 68: 571-583. doi: 10.1086/258393
    [47] Schultz TW (1963) The Economic Value of Education, Columbia University Press, New York.
    [48] Sheehan M, Grant K, Garavan T (2018) Strategic talent management: A macro and micro analysis of current issues in hospitality and tourism. Worldwide Hospitality Tourism Themes 10: 28-41. doi: 10.1108/WHATT-10-2017-0062
    [49] Sparrow P, Scullion H, Tarique I (2014) Multiple lenses on talent management: Definitions and contours of the field, In: P. Sparrow, H. Scullion, and I. Tarique (Eds.), Strategic talent management, Cambridge University Press, Cambridge.
    [50] Tansley C, Harris L, Stewart J, et al. (2006) Talent management: Understanding the dimensions, CIPD, London. Available from: https://derby.openrepository.com/handle/10545/621016.
    [51] Tansley C (2011) What do we mean by the term "talent" in talent management? Ind Commer Train 43: 266-274.
    [52] Tarique I, Schuler RS (2010) Global talent management: Literature review, integrative framework, and suggestions for further research. J World Bus 45: 122-133. doi: 10.1016/j.jwb.2009.09.019
    [53] Thunnissen M, Boselie P, Fruytier B (2013) A review of talent management: 'Infancy or adolescence?' Int J Human Resour Manage 24: 1744-1761.
    [54] Turchick-Hakak L, Al Ariss A (2013) Vulnerable work and international migrants: A relational human resource management perspective. Int J Human Resour Manage 24: 4116-4131. doi: 10.1080/09585192.2013.845427
  • Reader Comments
  • © 2020 the Author(s), licensee AIMS Press. This is an open access article distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0)
通讯作者: 陈斌, bchen63@163.com
  • 1. 

    沈阳化工大学材料科学与工程学院 沈阳 110142

  1. 本站搜索
  2. 百度学术搜索
  3. 万方数据库搜索
  4. CNKI搜索
National Accounting Review

Metrics

Article views(2494) PDF downloads(109) Cited by(2)

Preview PDF
Download XML
Export Citation
Article outline

Figures and Tables

Tables(3)

Other Articles By Authors

Related pages

Tools

/

DownLoad:  Full-Size Img  PowerPoint
Return
Return

Catalog