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http://eprints.org/relation/isVersionOf https://vuir.vu.edu.au/id/dark_document/68883 http://eprints.org/relation/isVolatileVersionOf https://vuir.vu.edu.au/id/dark_document/68883 http://eprints.org/relation/ismediumThumbnailVersionOf https://vuir.vu.edu.au/id/dark_document/68883 68935 2 2408598 document 68935 small.jpg image/png e994dc86d771a07dfe72c18d118c0855 MD5 1738 2020-10-12 00:52:16 https://vuir.vu.edu.au/1292/5/small.jpg 1292 5 5 image/png other Thumbnails conversion from text to thumbnail_small en staffonly

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http://eprints.org/relation/isVersionOf https://vuir.vu.edu.au/id/dark_document/68883 http://eprints.org/relation/isVolatileVersionOf https://vuir.vu.edu.au/id/dark_document/68883 http://eprints.org/relation/issmallThumbnailVersionOf https://vuir.vu.edu.au/id/dark_document/68883 archive 293 disk0/00/00/12/92 2009-01-12 17:01:25 2021-08-27 07:41:06 2009-01-12 17:01:25 article show Jago Leo Kenneth Jago, Leo Kenneth Deery Margaret Deery, Margaret pub 350000 chtr ResPubID6994, business and management, service industries Maintaining a stable and competitive workforce is a key element of the role of management, and there has emerged a barrage of 'recipes' to achieve this. All too frequently, however, these new concepts replace the old, with little justification other than being innovative. This article investigates the concept of an internal labour market [ILM] as a strategic management tool. Past studies by labour market researchers have confirmed the value of the components of an ILM, yet none has investigated the concept of an ILM as a coherent whole. This paper investigates the impact of the components of an ILM - training, promotional opportunity and job security - on the key employee attitudes of job satisfaction, organisational commitment and employee intention to leave. It then examines the impact of this concept as a single variable on the employee attitudes. The study is conducted in the service industry, in particular, the hotel sector, and examines the responses of 297 non-supervisory hotel employees. The findings suggest that the use of a holistic ILM strategy could provide a new means for management to retain and develop a stable and satisfied workforce. 2004 published Routledge 10.1080/02642060412331301292 http://dx.doi.org/10.1080/02642060412331301292 68883 2 2408519 dark_document 68883 Jago Leo.pdf application/pdf bc274abcc6c3713b924c590a865ad583 MD5 71790 2020-10-12 00:41:49 1292 1 1 application/pdf text Generic Permission Form en staffonly

Jago Leo.pdf

other none The service industries journal 24 2 118-129 TRUE 1743-9507 FALSE 25 2-s2.0-1942530764 2023-07-01 04:05:23