Relationship between talent attraction and performance of star rated hotels in Kenya

Eunice Ayuma Yeswa; Thomas Anyanje Senaji; Clive Mukanzi; Mbithi Mutua

doi:10.51867/ajernet.7.2.62

Authors

Eunice Ayuma Yeswa Jomo Kenyatta University of Agriculture and Technology, Kenya
Thomas Anyanje Senaji Jomo Kenyatta University of Agriculture and Technology, Kenya
Clive Mukanzi Jomo Kenyatta University of Agriculture and Technology, Kenya https://orcid.org/0000-0002-9987-1310
Mbithi Mutua Jomo Kenyatta University of Agriculture and Technology, Kenya

DOI:

https://doi.org/10.51867/ajernet.7.2.62

Keywords:

Human Resource Management, Performance, Talent Attraction, Talent Management, Star-Rated Hotels

Abstract

In a modern business environment, which is characterized by dynamism, complexity, technology and innovations, the operation of an organization ought to be anchored on a human resource base that possesses enormous interpersonal skills, communication skills, ethics and integrity, a deep understanding of the individual’s tasks and talent. The objective of this study was to establish the relationship between talent attraction and performance of star-rated hotels in Kenya. The study was anchored on the Resource-Based View theory, which focuses on internal, firm-specific resources and capabilities to explain performance. The research design adopted was explanatory descriptive research. A census survey of 305 star-rated hotels was conducted, where data was collected from one respondent in each hotel to give a total sample size of 305 respondents. Data was collected using questionnaires and analysed using descriptive and inferential statistics. The findings of the study predicted that talent attraction had a positive and significant influence on the performance of star-rated hotels in Kenya. Accordingly, employees who are provided with security of tenure tend to deliver high work output and attract clients, thereby increasing the accommodation rate and overall profits for the firm. Further, it was also found that many hotels have a good company image and are also committed to the well-being of employees, and that they have adequate infrastructure and facilities. The study therefore concluded that when talent attraction is low, the performance of the said hotels will decrease. Failure to implement talent attraction programs could then cost the company a lot in terms of decreased performance. Based on the findings, this study thus recommends that human resource managers and the general management teams should adopt talent attraction policies and programmes that would enhance performance.

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