Abstract
The purpose of this empirical investigation is to clarify the relationship between different talent management activities and traditional human resource management practices. The study examines the relationship between employee’s emotional stability and talent management practices and the impact of these practices on organizations’ performance. The results show that talent management practices have positive impact on performance of organizations, and employee’s emotional stability mediates relationship between talent management practices and performance of organizations. This research article consists of two focal components: (1) what is talent management and how it can be distinguished from the earlier HR practices and (2) the analysis of research findings on talent management practices attained through survey questionnaire from the 150 management employees working in 25 listed companies in Pakistan. Key words: Talent management, human resource management, high potential talent, talent retention, talent engagement.
Highlights
Despite the millions of people unemployed in the world, there is an acute shortage of talents (Caligiuri and Tarique, 2009)
The purpose of this empirical investigation is to clarify the relationship between different talent management activities and traditional human resource management practices
The results show that talent management practices have positive impact on performance of organizations, and employee’s emotional stability mediates relationship between talent management practices and performance of organizations
Summary
Despite the millions of people unemployed in the world, there is an acute shortage of talents (Caligiuri and Tarique, 2009). Human capital is the combination of knowledge, skills, life experiences, motivation and capability of the employees (Jaw et al, 2006) It is a collective value of a worker coupled with its contribution to the success of the organization (Stevens, 2010). In order to leverage the owned human capital, a firm must design its strategy to instill the workforce with appropriate KSA (knowledge, skills and abilities), motivation and behavior for present and future needs (Afiouni, 2009). This gives rise to the concept of talent management, which is seen as a fuel for the engine of human capital management. Managing talent is the focal constituent for success of an organization, more than capital, market share and proficiency of management professionals (Allen, 2004)
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