Components Of Talent Management Research Articles

APPLICATIONS OF TALENT MANAGEMENT IN THE TRAVEL AND TOURISM SECTOR : A SYSTEMATIC REVIEW OF THE LITERATURE

The fourth industrial revolution's revolutionary changes to the business environment and skill sets, along with increased global mobility, global demographic and economic trends, and a more diverse workforce, are creating the ideal storm for strategic human resource management (SHRM). A tough corporate climate that requires constant advancement and innovation has been identified as the hallmark of the knowledge-based economy. Organizations' capacity is significantly impacted by the caliber of knowledge they apply to succeed in the increasingly competitive knowledge-based market economy.
 The methodologies of this study employed the traditional Systematic Literature Review (SLR), which compiled some previous studies to be examined. The initial studies were only selected from the article published in a reputable journal indexed by Scopus. Of the 207 reviewed articles, 31 articles were selected to be included in the analysis.
 Talent management is the methodical planning, acquisition, development, performance management, engagement, and retention of workers who have been identified as having talent within the company. In order to establish an evidence-based comprehensive multilevel framework, this review intends to compile empirical evidence on the components of talent management. The crucial components are talent management practices, determinants, and results. This evaluation attempts to describe the majority of talent management practices as well as the best suggestions for enhancing talent management in the tourism industry

Design of a Model for Performance Management based on Components of Talent Management

Design of a Model for Performance Management based on Components of Talent Management

Giving Talents a Voice: Talent Management in the Aerospace Industry

Although Talent Management (TM) has been studied for the last two decades, the empirical knowledge represents a highly managerial view on the phenomenon. Those important studies that investigated TM from both managers’ and talents’ perspectives are scarce and quite fragmented since they focus only on one or two components of TM. In this work, we examine TM holistically by focusing on five main TM components together – talent definition, TM goals, attraction, development, and retention of talents – through the perspectives of managers and talented individuals. To that end, we interviewed 40 talents and their managers in the aerospace industry in Luxembourg. We identified shared, exclusively managers’ and exclusively talents’ views of TM and named them “functional”, “pragmatic” and “romanticized” respectively. By combining the shared view and expected views, we propose an ideal TM for talent and an ideal TM for managers.

Conceptual model of entrepreneurial talent management in organizations using structural equation approach

BACKGROUND AND OBJECTIVESTalent management is an emerging research field in human resource management which is vital for the survival and competitive advantage of the organization. Albeit many studies have been done on the component of talent management, yet so far the entrepreneurship segment has not been much considered in this field, and surprisingly an extensive model of entrepreneurial talent management in the organization has not been presented. Therefore, the purpose of this study is to present a conceptual model of entrepreneurial talent management in organizations.METHODThe present study is conducted with a mixed and exploratory approach in order to present a management model of entrepreneurial talent in 22 Districts of the Municipality of Tehran municipality in Iran. In the qualitative section, while reviewing the literature and research background, semi-structured in-depth interviews were conducted with 45 experts from Municipality of Tehran and university professors. In the quantitative part, the statistical population consisted of 450 managers and experts who have been working in the Municipality of Tehran from the beginning of 2019 to the end of 2020. The sample size was estimated to be 212 people according to the sampling of classified clusters through Cochran's formula, and the researcher-made questionnaire consisting of 56 items was distributed among the statistical sample according to the qualitative part. Using Amus 22 structural equation software, the data were statistically analyzed in a quantitative section to analyze the path and test the hypotheses. RESULTSIn the qualitative part, by performing the process of coding and approval of experts by fuzzy Delphi method in two stages and expert response analysis to 11 components of perceptual skills, decision making, social intelligence, change leadership, consequentialism (performance management), people management, sustainability and accountability, adherence to ethical principles, complexity, recognition and focus and 57 indicators appropriate to these components were confirmed as influential factors in the model. In the quantitative part, the approved indicators were placed in the form of a questionnaire. Analysis of the questionnaire revealed that the complexity component, people management and decision-making with 0.64, 0.63 and 0.61 had the highest factor load and the sustainability and accountability component with 0.5 had the lowest impact on the model, respectively.CONCLUSIONThe results of this paper show that this model depends on various variables and can be considered and used in technology-based programs in talent assessment centers. The results also showed that municipal managers must create a creative environment for employees to express their ideas and participate in decision-making, and this leads to improving and changing the attitude and behavior of employees.

Redefining Chinese talent management in a new context: a talent value theory perspective

The boundaries of talent management (TM) are shifting. However, there remains insufficient understanding of the impact of context and stakeholders within the conceptualisation of TM. Considerable confusion remains about how TM is conceived and defined in the Chinese context. Even less is known about how to reconceptualise Chinese TM in a changing new context. This review adopts a new theoretical lens of talent value to reconsider the current definitions of Chinese TM and presents a framework for re‐examining the relationships between the components of Chinese TM. Integrating the findings of the academic and practical literature, this article proposes a model to identify key contextual factors of the new context to observe and analyse the impacts of contextual changes on the concept of Chinese TM. By reviewing the English and Chinese literature on TM in the Chinese context, we bridge the knowledge gap and provide non‐Chinese readers with insights into the Chinese TM phenomenon and ways of conceptualisation that will be relevant to multinational firms operating in China and cross‐country comparative studies.

Talent Management and Innovative Behavior Based on the Mediating Role of Organizational Learning

This study aimed to investigate the relationship between talent management and the innovative behavior of employees based on the mediating role of organizational learning. This study is a descriptive study, according to the data collection and analysis methods and, it is a survey, according to the implementation. It was conducted during 2015 to 2016 in Mashhad, Iran. Participants were 147 staffs employed in the information technology organization of Mashhad municipality. Data were collected using three valid and reliable questionnaires. Data were analyzed using SPSS software version 19. According to the main hypothesis of the study, there is a significant relationship between talent management and the innovative behavior of employees, and organizational learning mediates the relationship between talent management and the innovative behavior of employees. Also, according to the minor hypothesis, there is a significant relationship between the components of talent management and innovative behavior and the components of organizational learning can mediate the relationship between talent management and innovative behavior. Organizational learning capability has a significant relationship with innovation and innovative behavior and the organizational learning is a way in which educational and training opportunities for employees can be linked to innovative goals.

An Exploratory Study on How Talent Management Affects Employee Retention and Job Satisfaction for Personnel Administration in Ain Shams University Egypt

Our study examines how talent management affects both job satisfaction and employee retention at a public university in Egypt. The sample for the field study consists of a 105 administrative employees who work at Ain Shams University (a public university). The study instrument is a questionnaire that consists of four parts: talent management, job satisfaction, employee retention and the sample’s demographic variables. The study uses Cronbach’s Alpha, Ordinary Least Squares Regressions and the Kruskal-Wallis test. We find that the components of talent management (motivating outstanding performance, training and development, job enrichment) have a significant impact on job satisfaction and on employee retention but have no significant impact on the sample’s demographic variables (gender, age, education and experience). The contribution of the study is to examine how talent management affects job satisfaction and employee retention in a higher educational institution in Egypt, an Arab, Muslim, Middle Eastern country. Talent management research in Arab/Muslim countries, such as Egypt, remains mostly unexamined. By researching new countries and regions, we can help provide further insight for organizations on how to adapt their talent management practices to fit different national and cultural contexts.

Evidence-Based Executive Pay: Remunerating for Shareholder Value

Prevailing executive pay practices rest on fallacious assumptions about performance attribution, the nature of alignment, and the psychology of incentives, and have numerous unintended consequences that are value-destructive particularly for long term and diversified shareholders. The focus of boards, shareholders and stakeholders on technicalities within pay structures denies oxygen to more fundamental questions about the intended function and operation of remuneration. A commercial, evidence-based approach should view executive remuneration as just one among many components of talent management with pay arrangements differing according to individual and organisational circumstances.

The perceived effectiveness of employee share options as a mechanism of talent management in South Africa

Purpose of the study: The purpose of the study was to explore the views of a sample of employees, industry experts, academics, and professionals to determine whether employee share options (ESO) are an effective talent management tool in the South African context. Talent management refers to the attraction, motivation, and retention of employees, as well as fostering their loyalty to the company. Problem investigated: This study sought to explore and provide empirical evidence as to whether or not ESO are an effective talent management strategy and remuneration tool. Design and methodology: A quantitative research design was used for this study. A survey was constructed by the researchers, using the main themes identified in the literature. A purposive sampling methodology was then employed, using the key informant technique. A total of 4 300 surveys were electronically distributed, and 256 completed surveys were received. Data were analysed using descriptive statistics. Findings: This study suggests that while ESO are seen as an important component of a total reward solution, they are not the primary drivers of the attraction, retention, and motivation of talent. Respondents indicated that the quality of the work environment and the presence of developmental opportunities are far more significant considerations. Furthermore, the majority of respondents (41%) indicated that they would prefer the allocation of share options to correspond with individual performance. Value of the research: The study suggests that employee reward preferences have evolved over time. Whilst ESO may have been considered a pivotal component of talent management in the late 1990s, today they are only a component of an expected total reward solution. The study demonstrates the importance of consistently reviewing the employee value proposition to ascertain the changing preferences of employees in order to accordingly adapt and maximise talent management. The study can be used as guidance in the design and implementation of share schemes. Conclusion: This study suggests that while ESO are perceived as an important component of a total reward solution, these are not the primary drivers of the attraction, retention, and motivation of talent. Respondents indicated that the quality of the work environment and the availability of developmental opportunities are far more significant considerations. The findings suggest that employee reward preferences have evolved over time. Today's employee has a desire to have reward linked to individual performance, which implies that employers will have to revisit their reward solutions as part of their total value proposition.

Should leadership talent management in schools also include the management of self-belief?

International concerns about leadership shortages in schools have prompted a renewed research focus upon leadership talent and leadership talent management. The journey to leadership has been previously researched from the perspectives of professional development, equality of opportunity, work environment and personal characteristics. However, a small number of studies have begun to suggest that the management of self-belief may be an important but neglected factor in the journey to leadership. Is there any basis upon which to implicate the management of self-belief as an important component of talent management in schools? Self-belief has not been previously explored within a frame of talent management. This article offers an analysis which strongly suggests a relationship between the management of self-belief and the goals of talent management expressed via socialisation, belonging, perseverance, and the facilitation of identity transformation and the enactment of leadership. The article concludes that self-belief is an important component of talent management and warrants further exploration if human potential is not to be lost, wasted or misplaced within schools.