Reimagining Career Growth for Gen Z and Millennials: Role of Career Lattices in Enhancing Employee Engagement

Many career self-management models assume that career goal progress promotes satisfaction, but research on the topic has yielded mixed results. Adopting a whole-life perspective, this study examines how career and non-work goal progress relate to career, non-work, and life satisfaction and explores crossover effects and gender differences between dual-earner partners. We tested our research model using Actor-Partner Interdependence Modeling on a two-wave dataset of 190 heterosexual dual earners (i.e., 95 couples). Career goal progress was not related to any of the satisfaction indicators. For men, non-work goal progress was marginally positively related to career and non-work satisfaction and positively related to life satisfaction. For women, non-work goal progress was not related to any satisfaction indicator. Between partners, men’s non-work goal progress was positively related to women’s non-work and life satisfaction, whereas women’s career goal progress was negatively related to men’s life satisfaction. Implications for research and career practice are discussed.

Subject area Food service management, human resource management, hospitality strategic management and, international business and management. Study level/applicability Graduate students. Case overview The purpose of this case study is to determine whether the practice of talent management serves to motivate fast food service employees. It aims to determine employees’ perceived level of awareness and importance of talent management practices; current practice of talent management within the fast food service sector; and to assess the level of motivation of employees from talent management practices. The survey method employing the use of questionnaires was used to ascertain data from a fast food service establishment in Jamaica, a developing island destination located in the Caribbean region (Sinclair-Maragh and Gursoy, 2015). Jamaica is chosen for the study, as there has been an increase in the number of both local and international fast food entities over the years (Collinder, 2014). The focus on fast food service is important, as they have been providing employment to a significant sector of the population. This type of business operation is classified as a tourism related hospitality area (Purcell, 1996) and as indicated by Christensen and Rog (2008), talent management presents an intriguing opportunity for hospitality organizations to attract employees with requisite skills and experience. The industry is also challenged in maintaining motivated employees (Baum, 2008). Talent management can assist organizations that have long-struggled with high turnover rates and the ability to attract and engage employees that are considered assets and not liabilities. Lockwood (2007) points out that engaged employees are loyal, hardworking and passionate about their work. Motivation theory is used to provide theoretical support for the findings of the study. This is because behavioral theorists such as Abraham Maslow suggested that survival, safety, belonging and self-esteem are factors that can be used to motivate employees and Sigmund Freud believes that people need to be rewarded to get work done (Nohria et al., 2008). This theory is plausible to the study, as it is postulated that talent management can enhance employee engagement, through highly motivated employees (Christensen and Rog, 2008). The study finds that majority of the employees understood the meaning of the term “talent management”. In terms of their personal and professional development, the employees believe that these are highly influenced by the organization’s culture. They pointed out that skills are usually developed through training, cross-training and succession planning. Financial assistance is given for further training and skill development. The performance evaluation process is used to identify employees’ specific skill. Although this is done, the majority has not been placed in other departments that would benefit more from their skills. Only 7.6 per cent reported that this was ever done. Employees’ emotional wellbeing is also important. Although majority of the employees (44.7 per cent) are happy about their work, they indicated that they could be motivated by coaching, mentorship and empowerment initiatives. Overall, the employees’ sense of belonging through their engagement and development, and self-esteem through their morale and competence are important to their motivation levels. They are also motivated when support is provided for training and skill development as explained by the motivation theory. Expected learning outcomes The learning outcomes are intended to guide the teaching-learning process and stimulate students’ understanding of the concepts of talent management specific to fast food service employees’ motivation. The case study is a useful resource for graduate students to enable and develop their critical thinking and solution-oriented skills. Students should be able to critically analyze the case and respond to the questions to garner and improve their understanding of talent management and its applicability in the fast food service sector. Further understanding of the concept can be derived from developing dimensions and measures of talent management that can be generalized to the food service sector. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 6: Human Resource Management.

PurposeThe aim of this case study is to explore and understand the talent management innovations, practices and processes in a major telecoms company in India, Bharti Airtel.Design/methodology/approachThe paper is based on a study of the organization's talent management practices and a survey of executives, including in‐depth interviews with two key talent management executives, and a study of employees' perceptions of the organization's talent management and its impact.FindingsThe research revealed the organization's vision and methods for integrating talent management processes. Talent management is an important element of the development process for employees and is an organization‐wide practice. The process of effective management of the talent pool has led to enhanced employee engagement and reduced attrition and proportionately increased the average tenure of employees. The talent management strategy and processes have contributed in varying degrees to development and growth of employees.Research limitations/implicationsThis research is an elementary study posing the need for further research into the organization‐wide practice of managing talent.Originality/valueThe research addresses how talent management is perceived in a successful organization and examines the recognition and growing acceptance of talent management practices. Talent management is widely adopted by multinationals operating in India, however, most Indian organizations are either currently or soon to adopt the practice. They are dealing with issues such as whether talent management is an offshoot of HR processes or an independent developmental process, and how it will create a competitive advantage and enhance employee engagement. This case study shows how the adoption of talent management processes on an organization‐wide scale – not confined to the HR function – has helped the organization improve retention and development.

PurposeThe purpose of this article is to clarify what is meant by talent management and why it is important (particularly with respect to its affect on employee recruitment, retention and engagement), as well as to identify factors that are critical to its effective implementation.Design/methodology/approachThis article is based on a review of the academic and popular talent management literatures.FindingsTalent management is an espoused and enacted commitment to implementing an integrated, strategic and technology enabled approach to human resource management (HRM). This commitment stems in part from the widely shared belief that human resources are the organization's primary source of competitive advantage; an essential asset that is becoming in increasingly short supply. The benefits of an effectively implemented talent management strategy include improved employee recruitment and retention rates, and enhanced employee engagement. These outcomes in turn have been associated with improved operational and financial performance. The external and internal drivers and restraints for talent management are many. Of particular importance is senior management understanding and commitment.Practical implicationsHospitality organizations interested in implementing a talent management strategy would be well advised to: define what is meant by talent management; ensure CEO commitment; align talent management with the strategic goals of the organization; establish talent assessment, data management and analysis systems; ensure clear line management accountability; and conduct an audit of all HRM practices in relation to evidence‐based best practices.Originality/valueThis article will be of value to anyone seeking to better understand talent management or to improve employee recruitment, retention and engagement.

th century referred as knowledge age is a term that brings quick changes on the basis of individuals, organizations and countries. In this era, the current information used needs to be updated as it loses its actuality. In this term on which the fast changes are indispensable, the organizations are to update themselves depending upon the new emerging dynamics so as to gain competitive advantage. The organizations which do not update themselves, which do not produce strategies by means of not getting a position based upon new improvements and trends are too difficult to keep their existence in the future. As a matter of fact talent management practices which have been so popular in recent years and which can be taken into account as the further phase of the human resources management practices are considered as the prerequisite of organizations for adapting to the altering conditions on the way of recruiting and enhancing employee engagement. The main idea of the study is to have a look at the talent management practices as a strategic approach in enhancing employee engagement and recruiting. In this context, the fundamental objective of the study is to lay an emphasis on the framework of talent management, developments that come talent management to the fore, the meanings of talent management moving from the definition of talent as well as management initially.

This article delves into the strategic integration of advanced talent management practices within the Information Technology (IT) sector, focusing on their critical role in achieving sustained competitive advantage. As the IT industry faces rapid technological shifts and heightened competition, organizations are increasingly investing in sophisticated human capital optimization methods to attract, develop, and retain top-tier talent. This study explores the convergence of innovative recruitment techniques, adaptive learning and development frameworks, and data-driven performance management systems as key components of a holistic talent strategy. By aligning these practices with business objectives, IT firms can foster a resilient and agile workforce capable of meeting evolving market demands. Through a comprehensive review of current trends and case studies, the article underscores how a strategic approach to talent management can drive innovation, enhance employee engagement, and secure a competitive position in the industry. This work aims to provide actionable insights for HR leaders and IT executives seeking to leverage human capital as a core asset for sustainable growth and organizational success.

This study investigates the impact of talent and knowledge management on the innovation performance of teachers at the Sekolah Dasar Islam Terpadu (SDIT) YAA BUNAYYA Gresik. Teachers play a crucial role in determining the quality of educational resources and their innovative performance is vital for advancing educational quality. Innovative performance involves the application of new practices and ideas to enhance education, which is heavily dependent on effective management strategies within the organization. Effective management to boost teachers' innovative performance includes the enhancement of both knowledge and talent management. Knowledge management refers to the systematic process of creating, acquiring, sharing, and utilizing knowledge to foster organizational learning and improve performance. When effectively implemented, this can lead to the generation of new ideas that drive innovation within educational institutions. On the other hand, talent management encompasses a range of human resource management activities aimed at processing and retaining an organization's human capital to maximize its output. This study used a sample of 35 principals and teachers from SDIT YAA BUNAYYA Gresik, applying the census method for data collection. Path analysis, supported by partial least squares (PLS) software, was employed to analyze the data. The results reveal that both talent and knowledge management have a positive and significant influence on teachers' innovation performance. These findings underscore the importance of talent and knowledge management as key factors in enhancing teachers' innovation performance. To optimize these aspects, school should focus on identifying, developing, and retaining teacher talent through systematic talent management processes. Additionally, schools should promote knowledge management practices such as knowledge sharing, organizational learning, and the effective use of information technology. In conclusion, improving teachers' innovation performance can be achieved comprehensively through strategic management of talent and knowledge

This study explores the evolving meaning of employee loyalty among millennials in the context of the gig economy and the increasing prevalence of side hustles. The primary objective of this research is to examine how millennial employees interpret and experience loyalty to their leading employers while simultaneously engaging in secondary income-generating activities. Employing a qualitative research design grounded in phenomenology, data were collected through in-depth semi-structured interviews and participant journals with 20 millennial professionals from diverse industries, all of whom maintained full-time jobs alongside active side hustles. Thematic analysis revealed four significant loyalty dimensions: relational alignment, conditional commitment, reciprocal trust, and identity integration. Rather than viewing loyalty as absolute or static, participants described it as situational, dynamic, and often negotiated over time based on perceived organizational support, leadership quality, work flexibility, and personal values. Contrary to assumptions that side hustles diminish organizational commitment, findings indicate that when supported and respected, side hustles can enhance employee engagement, innovation, and retention. The study offers theoretical contributions by recontextualizing loyalty through the lens of Social Exchange Theory and Boundaryless Career Theory, while also providing managerial implications for fostering sustainable loyalty in modern, plural workforces. These findings underscore the need for organizations to adopt inclusive and adaptive frameworks that recognize the evolving professional identities of millennial employees in a fluid labor economy.

Analyzing the Relationship between Talent Management, Transformational Leadership, Organizational Commitment, and Emotional Intelligence: An In-Depth Literature Review

In the context of Ghana's emerging economy, the interrelationships between talent management, corporate governance, and employee engagement are pivotal for organizational success. This study investigates the mediating effects of organizational ethics on these relationships in selected public institutions in Ghana. The Ethical Climate Theory provides a robust theoretical foundation for this study. Adopting a cross-sectional design, and a quantitative research approach, and a purposive sampling technique, data were collected from HR managers and senior executives across various sectors using structured questionnaire. 15 public Universities were purposively sampled out of 25 public Universities in Ghana. The results, analysed through Structural Equation Modelling (SEM), reveal significant direct relationships between talent management, corporate governance, and employee engagement. Moreover, organizational ethics significantly mediate these relationships, enhancing the positive impacts of talent management and corporate governance on employee engagement. These findings underscore the critical role of ethical practices in fostering a positive organizational climate and enhancing employee outcomes. By integrating ethical principles into management practices, organizations can enhance employee engagement and achieve sustainable performance outcomes. The study provides valuable insights for organizational leaders and policymakers aiming to integrate ethical principles into management practices, thereby promoting sustainable development and economic growth in Ghana. Future research should consider longitudinal study to establish causal relationships and explore the role of organizational ethics in different cultural contexts.

Job dissatisfaction, lack of career growth and talent pool are also a problem in employee retention in the Indian IT industry. Traditional talent management practices fail to address the dynamic employee needs, which disengages employees, resulting in an increase in turnover cases. The paper focuses on the influence of AI-based talent management models on employee retention in Indian IT companies. The study will evaluate the use of AI in recruitment, performance management, and career development in enhancing employee engagement, work satisfaction, and retention. The mix-methods method was applied consisting of a quantitative survey and qualitative interviews of 350 employees and HR professionals of different Indian IT firms. The Likert scale questions in the survey were on the use of AI in HR activities: recruitment, engagement and retention. Regression analysis, correlation tests, ANOVA, and T-Tests were applied as the data analysis tools to examine how AI tools correlate with employee retention. The outcome shows that there is a statistically significant positive correlation between AI-based talent management models and employee retention. The use of AI, specifically in performance management and predictive analytics, reduced turnover by 70% of those surveyed said AI-performance management made their work more fun, and 60% were convinced that predictive analytics enabled the HR team to preemptively deal with turnover. Moreover, 72 percent of the respondents believed that AI-enhanced recruitment enhanced job-role fit, which led to less dissatisfaction and turnover. As the research shows, AI-based talent management models can help the Indian IT companies to significantly increase their retention score as the HR functions are personalized, and the needs of every employee are addressed, yet the recommendations to incorporate AI and to conduct an ongoing assessment of these systems should be increased.

We examine the impact of information technology (IT) on talent management and operational environmental sustainability and propose a model in which IT infrastructure capability enables the firm's operational environmental sustainability through talent management. We test the proposed model using the structural equation modeling technique with an innovative secondary data set collected for a sample of 63 large Spanish firms. We find that a firm's proficiency in leveraging IT infrastructure improves the management of talent, which in turn enables execution of a more environmentally sustainable operations strategy to increase firm performance. This paper has three key contributions. First, as the first study of talent management in the context of IT and environmental sustainability, it provides a better understanding of the concept of talent management. We explain theoretically and test empirically how IT infrastructure capability influences operational environmental sustainability through talent management. Second, since we find that IT infrastructure capability increases firm performance through talent management and operational environmental sustainability, our research also improves knowledge of how IT infrastructure capability influences firm performance. Finally, this study advances theoretical conceptualization of operational capabilities, and the relationships between IT infrastructure capability and dynamic and operational capabilities.

This research investigates the role of strategic human resource management (SHRM) practices in enhancing employee engagement and organizational performance. The primary objective is to qualitatively explore how SHRM practices contribute to fostering a highly engaged workforce and driving superior organizational outcomes. The study employs a qualitative methodology, incorporating case studies, in-depth interviews with HR professionals, and thematic analysis to understand the impact of SHRM on employee engagement and organizational performance. The research involves detailed case studies of organizations recognized for their exemplary HR practices, along with interviews with HR managers, executives, and employees. These qualitative data collection methods provide insights into the specific SHRM practices implemented, such as talent management, performance appraisal systems, employee development programs, and inclusive workplace policies. The thematic analysis identifies key themes and patterns in how these practices influence employee motivation, job satisfaction, and overall performance. The findings reveal that organizations that integrate SHRM practices, such as continuous learning opportunities, clear performance feedback mechanisms, and a supportive work environment, significantly enhance employee engagement. The qualitative data suggest that engaged employees are more likely to exhibit higher levels of productivity, creativity, and loyalty, which in turn contributes to improved organizational performance. Case studies highlight that companies with a strategic focus on HR management are better positioned to adapt to changing market conditions and achieve sustained competitive advantage.

The Problem In reference to workforce development for organizational performance, the blurry lines between talent development and talent management have resulted to several HRD scholars interchangeably using talent management in replacement of talent development. However, talent development as an HRD function supersedes talent management. Therefore, to demarcate the existing lines which exists between both, it is important that HRD practitioners develop the required awareness. The Solution Talent development is a necessity for efficient management of people. To bring about a fundamental change on the need to clearly differentiate between talent development and talent management, the expertise of HRD practitioners in collaboration with industry professionals, is required to develop new knowledge and models for workforce and organizational performance. The Stakeholders Scholars and practitioners of human resource development and other fields within the management discipline, in addition to managers and the workforce across all sectors in various industries.

Career doubt in a dual-domain model of coping and progress for academic and career goals