Talent management practices on employees’ organizational citizenship behaviour in upscale hotels in Accra metropolis, Ghana

Abstract

The hospitality and tourism industry, particularly the hotel sector, plays a significant role in Ghana's gross domestic product. The industry is highly dependent on employee attitude and behaviours to deliver quality service and maintain competitiveness. In light of this, employees' discretionary behaviours that go beyond formal job requirement plays critical role in enhancing service quality, teamwork, and organisational effectiveness. Talent Management Practices is found to be a useful tool when successfully executed can create an atmosphere that supports and encourages Organisational Citizenship Behaviour (OCB). This study analysed the effect of TMPs on employees’ OCB in upscale hotels in the Accra Metropolis. Anchored in the resource-based view and social exchange theory, the study used a quantitative research method using a structured questionnaire to gather data from 182 hotel employees. The data was analysed using descriptive statistics and CB-SEM, while hypotheses were tested using ANOVA and an independent sample T-test. The results of the study revealed that upscale hotels employed TMPs specifically in the areas of talent attraction, talent development, and talent retention. Among the three dimensions of TM practices, retention strategies were perceived as lower by the employees. The results also showed remarkably high levels of employee OCB, with courtesy, conscientiousness, and sportsmanship being the most prominent among employees, while altruism and civic virtue were relatively lower. Moreover, the results showed that talent development and talent retention significantly influence OCB, while talent attraction demonstrated a marginally statistically insignificant effect. Given the significant positive effect that TMPs have on employee OCB, it is recommended that hotels continue to invest in TM practices due to the benefits associated with their implementation.