Human Talent Management Research Articles

Pedagogical Support in Human Talent Management: A Systematic Review

This systematic review explored the impact of pedagogical coaching on human talent management and teacher performance over the past four years. A qualitative approach was employed using the PRISMA methodology to conduct searches in the following databases: Scopus, SciELO, Redalyc, Dialnet, Erih Plus, Latindex, the University of César Vallejo library, and other relevant databases. Inclusion and exclusion criteria were applied. For inclusion, articles published between 2021 and 2024 that addressed pedagogical coaching in the context of human talent management and teacher performance were considered, while studies that did not focus on educational contexts, were not peer-reviewed, or were not available in full text were excluded. Through the analysis of 229 studies, it was found that pedagogical coaching has a positive effect on improving teaching practices and teacher satisfaction. However, the effectiveness of coaching varies depending on the context and the quality of its implementation. The results suggest the need to strengthen the training of coaches, personalize support, and establish clear regulatory frameworks to ensure the quality of coaching. This review contributes to consolidating pedagogical coaching as a key strategy to improve educational quality and teacher professional development.

"Human Talent Management As A Competitive Advantage In Private Educational Institutions"

"Human Talent Management As A Competitive Advantage In Private Educational Institutions"

Human Talent Management in the Development of Work Skills in the Framework of The SDG in a Hospital in Peru

Objective: To determine the influence of human talent management on the development of labor competencies of the administrative staff of a hospital in Peru. This is associated with the Sustainable Development Goal (SDG) “Decent work and economic growth”. Theoretical framework: Globalization and digitalization generate constant changes that force institutions to orient human talent management towards the development and specialization of workers' skills, through training and feedback. Method: The basic study had a quantitative approach and a non-experimental cross-sectional design. The sample consisted of 86 employees, the technique used was the survey and a questionnaire was used for each variable. The ordinal logistic regression test was used for the inferential analysis, considering a significance level < 0.05. Results and Discussion: The results of the model fit test showed a p-value of 0.000 < 0.05. Likewise, the Nagelkerke coefficient yielded a value of 0.239, determining that there is a 23.9% influence of human talent management on the development of labor competencies. Implications of the research: Adequate human talent management will allow the development of the competencies of the hospital's administrative employees. Originality/value: Human talent management in the development of labor skills in Peruvian hospitals has been little explored, which makes this study an original contribution, given that most research has focused on other contexts.

Scale to Evaluate Employee Experience: Evidence of Validity and Reliability in Regular Basic Education Teachers in the Peruvian Context.

Research on employee experience is a topic that has been growing in recent decades. This study analyzes the validity and reliability of an employee experience scale in Peruvian teachers. The study had an instrumental design. The sample was comprised of 760 Peruvian teachers between 20 and 71 years old (M = 40.91; SD = 10.05), where men (36.1%) and women (63.9%) participated, recruited through non-probabilistic sampling. A validity and reliability analysis of the employee experience scale confirmed the three original factors (sensory experience, intellectual experience, and emotional experience). The KMO test reaches a high level (0.950 > 0.70), and the Bartlett test reaches a highly significant level (Sig. = 0.000). The scale also showed good internal consistency (α = 0.948 to 0.980; CR = 0.950 to 0.981; AVE = 0.864 to 0.878). Similarly, for the confirmatory factor analysis, a measurement adjustment was performed, obtaining excellent and acceptable fit indices for Model 2 for three factors (CMIN/DF = 4.764; CFI = 0.984; SRMR = 0.024; RMSEA = 0.070). This study provides a useful tool to measure the employee experience in a friendly way, using simple language to be applied to the Peruvian context. This study is considered an important contribution to organizational behavior and human talent management in educational circles.

Benefits of Artificial Intelligence in human talent management

Human talent and artificial intelligence have been closely related, having a great impact on the performance and productivity of today's organizations. In this research work, we sought to identify the challenges posed by the implementation of artificial intelligence tools in human talent management, such as data privacy, discrimination and automated decision making, through the review of scientific literature, this as the main objective. To develop it, sources of research articles, magazines and previous research carried out on the topic in the last ten years were used, with which it was possible to identify the use of AI for the selection and retention of human talent, the development of skills and skills, in addition to benefiting the well-being of collaborators; but also disadvantages such as its impact on privacy and the growing concern about job replacement. Concluding, to take full advantage of the benefits and minimize the problems associated with AI in human talent, it is necessary to have clear and transparent regulations, encouraging collaboration and development of knowledge in employees and ensuring ethics in the use of AI. within the organization

The management of human talent in the new business landscape, from the analysis of strategies for recruitment, selection, and development

The management of human talent in the new business landscape, from the analysis of strategies for recruitment, selection, and development

Gestión del talento humano y su incidencia en el desempeño laboral de una empresa de agroquímicos

The purpose of this research was to determine how human talent management affects job performance at the Company Solagri Perú SAC – Trujillo 2021; The respective problem being: How does human talent management affect job performance in the Company Solagri Perú SAC – Trujillo 2021? The research design was non-experimental, with a transectional explanatory design; As the study population, 20 company workers were used, who in turn made up the sample. The questionnaire was applied to collect data. Among its results, it was obtained that human talent management qualified at a high level, but only with 60%, and performance obtained a high qualification by 70%; concluding that the management of human talent has a positive and significant impact on work performance in the Company Solagri Perú SAC., according to Pearson correlation, which obtained a relationship of 0.726, which indicates that, if the management is good or high, to the same extent will be the performance.

Emotional wage, happiness at work and organisational justice as triggers for happiness management

PurposeThis study analyses the concept of happiness management based on the empirical validation of the interactions between emotional wage, organisational justice and happiness at work. It complements a holistic view of the management models used in recent corporate governance. This perspective explores the dimension’s emotional wage mediating role and influences on organisational justice and happiness at work. The effect of organisational justice on happiness at work is also analysed.Design/methodology/approachA quantitative, cross-sectional, descriptive and correlational study is proposed. A sample of 502 workers in the education sector in Costa Rica was selected. A structural equation model (PLS-SEM) was developed to test the proposed theoretical model. The SPSS-AMOS 23 and SmartPLS 4 computer programs are used for this purpose.FindingsThe results show that emotional wage has a positive impact on happiness at work and that it mediates positively between organisational justice and happiness at work. Developing organisational policies to include these variables as necessary resources for corporate governance is recommended.Research limitations/implicationsThe first limitation of this study is due to the type of sampling, which was purposive. The kind of population and the time of execution of this study were determining factors when deciding on the mode of application of the instrument. However, an attempt to reduce the bias associated with this element could be made by expanding the sample to as many respondents as possible. The second limitation was that the data were collected within a specific time frame. Longitudinal studies address Thcould. The third limitation stems from the scarcity of literature on happiness management. In this regard, this type of research currently needs to be explored in emerging economies. It makes it difficult to determine whether the empirical results obtained in this paper can be generalised to other territories in the global village. Moreover, the last limitation is that the authors of this research have only explored the moderating role of emotional pay in the relationship between the dimensions of organisational justice and happiness at work. It would be interesting to consider other mediating variables to have a clearer picture of the organisational justice–happiness at work construct from the happiness management approach.Practical implicationsAs already indicated throughout this research, emotional wage, organisational justice and happiness at work are constructs that positively drive employee satisfaction, motivation and well-being. Human talent management strategies undertaken by organisations should encourage the adaptation of actions that stimulate employees' quality of life, corporate social responsibility and ethical management practices to be more competitive in today’s markets. It requires implementing the dynamic management models that provide internal customers with a high sense of belonging, job satisfaction and commitment to their professional performance. In other words, this will require robust leadership styles and corporate cultures that stimulate employee creativity, loyalty and innovation. For this reason, management of organisations must implement human resources policies to attract and retain creative talent through happy leadership. It requires, among other things that the philosophy of happiness management becomes a critical strategic resource for companies to promote nonfinancial benefits for employees, including emotional wage (Ruiz-Rodríguez et al., 2023).Social implicationsIn the current business environment, there has been a transformation in leadership styles, motivation and the development of a sense of belonging in organisations' human capital. Based on this trend, the study of happiness management becomes a social strategy to improve the conditions, in which the organisations compete to attract highly demanded human capital. It is why this research contributes elements that have an impact on citizenship by proposing the management models based on happiness at work and quality of life.Originality/valueThis study adds to the happiness management literature by including emotional wage, organisational justice and happiness at work in human resources and strategic management. It also contributes to the academic debate on the need to formulate organisational cultures that empower workers in their professional performance based on happiness and positive emotions.

Management leadership in the New Mexican School and teacher revaluation from the recognition of human talent: a scoping review

The preparation of future generations to integrate into society and participate in change processes is a significant need in education systems worldwide. In the New Mexican School context, this preparation is subject to competency-based models that promote efficiency but not the values of the humanistic approach so necessary today. A scoping review was conducted to understand the elements to be considered to promote the management of human talent of the teaching staff from the leadership processes. The main results suggest the need to transform the current discourse on teachers to promote their improvement from collaborative positions and the different types of leadership, emphasizing human development and school organizations. Constitutive elements of human talent management are suggested, as well as lines for reflection on the role of leadership in the valuation of educational actors. The findings point to the importance of carrying out new studies.

Management of human talent and work performance of administrative staff in academia

Purpose: to examine the relationship between talent management and job performance among administrative support staff, with the aim of proposing improvements for the Directorate of School Services at Juarez University. By means of an adequate management of human talent to assess work performance to stablish efficiency standards for staff. Methodology: The design of this research is non-experimental with a quantitative approach, involving correlation analysis, descriptive methods, and a cross-sectional design. Data was collected through a questionnaire. Findings: There is a moderate positive linear correlation (Spearman’s Rho: 0.426) between an improved management of human talent and a better job performance. According to the perception of workers, selection of personnel and job training are crucial to attain better work performance and achieve goals efficiently. Implications: To provide quality service and achieve high performance standards, organizations must improve personnel preparation and training. Additionally, it is crucial to count on a transformative leadership to create a strong organizational culture. Originality: This study highlights the relevance of human talent management to improve job performance.

The management of human talent from the perspective of the Integrated Planning and Management Model MIPG in a Public University of the Caribbean Region

The purpose of this research is to analyze the management of human resources at the Universidad del Atlántico, taking as a reference the Integrated Model of Planning and Management for the Colombian public sector. Based on the results obtained, the level of compliance with the criteria examined was identified and the reasons for the results obtained were determined, finding that the critical points are concentrated in failures in the articulation of strategic planning and planning of human resources management and in the absence of a formally structured Strategic Human Talent Management Plan. In conclusion, it is evident that the application of the references stipulated in the Integrated Planning and Management Model, beyond the regulatory aspect, is useful as a starting point for the implementation of actions to strengthen human management within the entity and for achievement of its organizational goals.

Human talent management and job performance: a non-experimental study in an interregional clinic

Human talent management and job performance: a non-experimental study in an interregional clinic

Human talent management in a commercial Mype company in northern Lima in the year 2023

With the aim of improving the processes of human talent management in an MSE company, a qualitative research was carried out. The interview technique was applied with a questionnaire instrument of semi-structured questions, with the participation of five participants. This was done based on the human talent management variable with the following categories: motivation, training, payment process and work environment. As a result of the investigation, certain shortcomings were found in the organization that are a priority to focus the company's path.

La gestión estratégica de los recursos humanos: una mirada desde las competencias en las ciencias humanas

The strategic management of human resources: a view from the competencies in the human sciences, addresses the complex relationship between human resources management and competencies in the human sciences. The research focuses on understanding the analysis of those key competences that foster professional performance in the field of human sciences. The importance of strategic management in the field of human management is highlighted, emphasizing learning and continuous development. The study also identifies challenges such as resistance to change and the relevance of training. The conclusion emphasizes the need for an integrated and collaborative approach to achieve a more humanized and effective management. This research is vital for the understanding and continuous improvement in the management of human talent, providing an enriched and multidimensional perspective in the context of the Human Sciences, thus fostering a more collaborative and resilient work environment.

The key role played by innovation in the talent management and organizational performance relationship

PurposeThe key aspect of this study is the mediating role of innovation in the relationship between talent management (TM) and organizational performance (OP).Design/methodology/approachA structural equation model with AMOS software is used to gauge the impact of TM on innovation and OP. In this regard, innovation is the mediating variable of the model. The author uses Hayes PROCESS macro for SPSS (Hayes, 2018) and the mediating procedure of Baron and Kenny's model (1986).FindingsResults show that innovation is a full mediating variable that captures the whole variance of the model in the relationship between TM and OP.Practical implicationsThe results of this study are important for organizations since they emphasize the need to adapt TM strategies to innovation and improvement in the organization. This involves not only managers and their training and development plans but also employees in their attraction, development and retention strategies.Originality/valueThe originality of this study is that it explores the causal relationship between the three variables considered in the model, that is, TM, innovation and OP. These relationships evidence gaps in human resource management and TM literature, improving current understanding of the role of innovation in the organizational context.

Optimization of Organizational Performance through the Development and Management of Human Talent

A documentary review was carried out on the production and publication of research papers related to the study of the variable Organizational Performance and Human Talent Management. The purpose of the bibliometric analysis proposed in this document was to know the main characteristics of the volume of publications registered in the Scopus database during the period 2017-2022, achieving the identification of 151 publications. The information provided by this platform was organized through graphs and figures, categorizing the information by Year of Publication, Country of Origin, Area of Knowledge and Type of Publication. Once these characteristics have been described, the position of different authors on the proposed topic is referenced through a qualitative analysis. Among the main findings made through this research, it is found that the United States, with 26 publications, was the country with the highest scientific production registered in the name of authors affiliated with institutions in that nation. The Area of Knowledge that made the greatest contribution to the construction of bibliographic material referring to the study of the variables Organizational Performance and Human Talent Management was Business, Administration and Accounting with 73 published documents, and the most used Publication Type during the period indicated above were Journal Articles with 67% of the total scientific production.

Analyzing the Influencing Relationship between Strategic Awareness and Organizational Prosperity through Human Talent Management

Analyzing the Influencing Relationship between Strategic Awareness and Organizational Prosperity through Human Talent Management

La satisfacción laboral y su relación con la satisfacción del cliente: Estado del arte

This article mentions the state of the art of job satisfaction and its relationship with customer satisfaction, both dependent on the organizational climate, which is the set of feelings and impressions of a company's employees about the work environment. In job satisfaction, since the 1930s, studies have aroused great interest. Thus, from 2000-2010, the organizational field is more useful and then Job Satisfaction. In personal satisfaction with life (55%) job satisfaction has a positive impact (66.9%). If they perceive that their feelings about the organizational climate are good, job satisfaction is positive. If you attend work with problems, there is a negative relationship between job stress and job satisfaction in workers. Job satisfaction is the exchange given between the expectations of the organization and the perspectives of the worker. On the other hand, customer satisfaction is shown, among others, by observing delays in their attention. There is also a direct relationship between the management of human talent according to competencies and customer satisfaction. A continuous interest in the development of job satisfaction and its relationship with customer satisfaction is concluded.

Human talent management and the work performance of employees in a textile company in Comas

This paper addresses the fact that companies in the textile sector are unaware of the value or importance of human talent, which is why shortcomings have been detected in the recruitment process, personnel selection and shortcomings in the application of both training and performance evaluation. Therefore, the main objective is based on determining whether there is a relationship between human talent management and labor performance. Likewise, the methodology used is of a basic type, with a correlational scope, the application of a non-experimental design, a transversal cut, with the choice of the hypothetical deductive method and, to culminate, a survey was used as a technique, in which to collect information a questionnaire was applied to 85 collaborators of the apparel area. In addition, in relation to the results, a Spearman's Rho coefficient of 0,757 was obtained between human talent management and work performance, which means that there is a high positive correlation; likewise, with respect to the degree of significance, a result of <0,001 was obtained, since this means that the null hypothesis is denied and the alter hypothesis is approved, since it is less than 0,005. In summary, based on the result obtained, it can be said that, through the proper management of the talents, an optimal performance will be obtained, fulfilling the expectations expected by the organization

Institutional communication for the management of human talent

This article is carried out with the objective of designing a system of communication actions that allows favoring the management of human talent in the organization. As a necessary step for the design of the system of actions if the diagnosis of institutional communication is carried out, considering both internal and external communication and the link with the identified social actors. The methodology used is qualitative and for the collection of information, the following instruments were used: review of documents and interviews. As a result of the diagnosis, it is found that the communication processes in most of the organizations studied are spontaneous and poorly planned. The main result lies in the design of the actions system that contributes to the management of institutional communication based on human talent.
 Keywords:
 Institutional communication, human talent management, actions system.
 
 RESUMEN
 El presente artículo se realiza con el objetivo de diseñar un sistema de acciones de comunicación que permita favorecer la gestión del talento humano en las organizaciones. Como paso necesario para el diseño del sistema de acciones se efectúa el diagnóstico de comunicación institucional, considerando tanto la comunicación interna como externa y su vínculo con los actores sociales identificados. La metodología empleada es la cualitativa y para la recogida de la información se utilizaron los siguientes instrumentos: revisión de documentos y entrevistas. Como resultado del diagnóstico se constata que los procesos comunicativos en la mayoría de las organizaciones estudiadas son espontáneos y poco planificados. El principal resultado obtenido radica en el diseño del sistema de acciones que contribuya a la gestión de la comunicación institucional en función del talento humano.
 Palabras clave:
 Comunicación institucional, gestión del talento humano, sistema de acciones.