Talent Management Research Articles

Modeling Transformational Leadership Fits Organizational Citizenship Behavior Via Talent Management, Learning Organization, and Job Involvement

Modeling Transformational Leadership Fits Organizational Citizenship Behavior Via Talent Management, Learning Organization, and Job Involvement

Talent identification, management and development: Basis for talent acquisition framework in universities and colleges

Talent identification, management and development: Basis for talent acquisition framework in universities and colleges

Can Talent Management Enhace Psychological Capital: The Mediating Role of Organizational Justice ( Evidence from the Egyptian Pharmacetical Sector)

Can Talent Management Enhace Psychological Capital: The Mediating Role of Organizational Justice ( Evidence from the Egyptian Pharmacetical Sector)

The Impact of Talent Management on Competitive Advantage: The Mediating Role of Organizational Ambidexterity " An Applied Study on non-governmental universities working in Egypt "

The Impact of Talent Management on Competitive Advantage: The Mediating Role of Organizational Ambidexterity " An Applied Study on non-governmental universities working in Egypt "

AI in talent management in the digital era – an overview

Purpose The purpose of this study is to provide an overview of artificial intelligence (AI) in the talent management sphere. The study seeks to contribute to the body of knowledge with respect to human resource management and AI by conducting a literature review on the integration of AI in talent management, synthesising existing approaches and frameworks, as well as emphasising potential benefits. Design/methodology/approach The study adopts desk research, computational literature review (CLR) and uses topic modelling [with bidirectional encoder representations from transformers (BERTopic)] to throw light on the diffusion of AI in talent management. Findings The study’s main finding is that the area of AI in talent management is on the verge of gradual development and is in tandem with the growth of AI. We deduced that there is a link between talent management practices (planning, recruitment, compensation and rewards, performance management, employee empowerment, employee engagement and organisational culture) and AI. Though there are some known fears with regards to using the innovation, the benefits outweigh the demerits. Research limitations/implications The current study has some limitations. The scope and size of the sample are the primary limitations of this study. No form of qualitative analytics was used in this study; as a result, the information obtained was limited. The study provides a snapshot of AI in talent management and contributes to the lack of literature in the joint fields. Also, the study provides practitioners and experts an overview of where to target investments and resources if need be. Originality/value The originality of this study comes from the combination of CLR methods and the use topic modelling with BERTopic which has not been used by previous reviews. In addition, the salient machine learning algorithms are identified in the study, which other studies have not identified.

Talent Management in the Knowledge Economy:Strategies for Attracting and Retaining Top Talent

Talent Management in the Knowledge Economy:Strategies for Attracting and Retaining Top Talent

SMEs’ maneuvering: efficacy of smart talent management, adoption innovation climate and motivational culture as enablers for improved SMEs’ performance – an empirical study in the Middle East region

Purpose This study aims to examine the impact of smart talent management (STM) on the performance of small and medium-sized enterprises (SMEs), which is mediated by providing an adoption innovation climate, and to verify the moderate power of adoption motivational culture on STM and SMEs performance (SMEsP). Design/methodology/approach The quantitative methodology was adopted through an online survey questionnaire to collect data from SMEs listed in Chambers of Commerce and Industry located in Jordan, the United Arab of Emirates and Kind Saudi Arabia in the Middle East region. Responses were collected from 163 firms out of 568, representing a 28.7% response rate. The data were analyzed using the structural equation modeling technique to test the hypotheses. Findings The results of this study fail to support the view that STM has a positive and significant effect on SMEs’ performance, as well as the adoption of motivational culture strengthened the relationship between STM and SMEsP. In addition, the adoption of motivational culture strengthened the relationship between STM and SMEs’ performance. Originality/value This research extends the application of cognitive social theory, whereby STM functions as a value-adding activity within SMEs. This research extends the application of cognitive social theory, where STM functions as a value-adding activity within SMEs.

Study on Improving Healthcare Operational Performance through Talent Management Strategies: A Public Health Initiative

The importance of talent management in enhancing the operational efficacy of public health system is becoming increasingly apparent to the general public. This study seeks several approaches to improve the public health wellness talent management procedures. Staffing strategies, methods for attracting and retaining employees, career development foundations and management growth are all important factors to take into account. By using this measure, hospitals can enhance overall operational efficacy and patient care results by managing issues such as staff shortages, uneven skills and worker stress. Constructed hypothesis are aimed at examining the linkages between Talent Engagement (TE), Talent Growth (TG), Talent Longevity (TL), Skill development (SD), and Talent management (TM) in the public health settings. ANOVA and F-test are utilized for the survey data, which encompasses the 350 employees from the hospital. To measure the employee satisfaction, remote data collection methods were also employed. Enhancing public care standards, workforce effectiveness, and long-term public health performance are the three primary objectives of the findings

Linking talent management, knowledge management and work-life balance to employee performance: The role of job satisfaction

Linking talent management, knowledge management and work-life balance to employee performance: The role of job satisfaction

Staying connected beyond the clock: a talent management perspective of after-hours work connectivity and proactive behaviours in the digital age

PurposeWorking arrangements’ hybridity has become paramount, particularly after the coronavirus disease 2019 pandemic. A remote working environment has indubitable advantages (e.g. the ability to work from anywhere and at any time). However, such flexibility comes at the cost of being virtually always connected. This duality poses challenges for talent management (TM) in determining who can thrive under these specific conditions and how. This study explores how employees respond to this extended connectivity – namely, work connectivity behaviour after-hours (WCBA) – and its influence on proactive talent behaviour by constructing and testing a theoretical model that differentiates employees’ reactions to this condition.Design/methodology/approachThis study collected data from 400 mainland Chinese employees using online and offline methods. Owing to the potentially varied effects of working in digital environments on employees, a dual mediation regression model was employed to test the hypotheses.FindingsRemote and hybrid work and, specifically, the increased connectivity experienced by employees can be a “double-edged sword” in influencing their proactive behaviour (PB). While employees experience increased organisation-based self-esteem, which positively correlates with more intense PB, this prolonged exposure may also cause emotional exhaustion (EE), which has a negative correlation with PB. Jointly considering both mediation effects revealed that WCBA’s total effect on PB remained negative.Originality/valueThis study enriches the debate regarding the development of TM practices specifically designed for remote work. It recommends paying greater attention to how employees react to increased connectivity experienced in remote and hybrid working environments. Increased self-esteem or passive EE are possible elements for identifying employees’ talent potential. The separation between work and after-work is becoming blurred in the digital age, which reduces employees’ motivation and ability to exploit their inner talents. Therefore, organisations must find alternatives to preserve their talent pools. This study enriches theoretical research on WCBA, promoting an in-depth application of the theory of job-demand resources in the digital age.

Does integrated talent management foster competitive advantage in higher education institutions?

Orientation: Today, industries and academic institutions across different continents, including those in South Africa, compete for the same talent, which presents the most valuable asset of an organisation. The surge in talent rivalry means that employers need to adopt strategies to distinguish themselves from their rivals.Research purpose: The aim of this study was to develop a conceptual model to better understand how talent management (TM) creates value for higher education institutions.Motivation for the study: Talent management research is primarily built around an exclusive approach to TM, yet how it works in practice and is implemented, conceived and developed in higher education, remains unclear. Hence, this study is needed to understand how integrated TM fosters competitive advantage in higher education institutions.Research approach/design and method: A quantitative research method was, by means of a questionnaire. Primary data were collected from 265 academics across three universities in South Africa. The data were analysed using the Statistical Package for the Social Sciences and Analysis of Moment Structures.Main findings: The results revealed that integrated TM practices (i.e. talent attraction, development and retention) positively contributed to sustainable competitive advantage of higher education institutions.Practical/managerial implications: The study provides a better understanding of the role of integrated TM in improving competitive advantage. Also, the study will help shape the policy-making process on TM in higher education institutions.Contribution/value-add: This study adds value to TM literature by designing a conceptual model for higher education institutions to achieve sustainable competitive advantage.

Expertise and specialization in organizations: a social network analysis

ABSTRACT Organizations rely on their employees’ expertise (i.e. very high domain-specific competence relative to peers) and specialization (i.e. moderate to high competence in tasks for which no direct peers are responsible) to foster innovation and knowledge-sharing processes. While previous research demonstrated the pivotal role of experts and specialists, there remains scant knowledge on their skill profiles and embeddedness in organizational networks. Employing social network analysis (N = 344), we explore the relationships between the reception of advice requests – quantified by in-degree centralities – and self-assessed skills, expertise, and specialization. The results suggest a halo effect, as proficiency in one skill bundle is related to advice requests in other skill bundles. Furthermore, we use an exponential random graph model (ERGM) to provide evidence of similarities in skills, tenure, and leadership responsibility between advice-giver and advice-seeker. Finally, we use optimal matching analyses to compare skill profiles of individuals in our sample with theoretically derived ideal types of skill profiles for experts and specialists. The study underscores the need to further investigate expertise and specialization, emphasizing the importance of distinguishing between diverse knowledge carriers and skill profiles within career development, talent management, and knowledge management.

Recruitment and Talent Management in the Modern World Using AI

Purpose: This research focuses on the implementation of artificial intelligence (AI) in these areas, with concerns on demographic characteristics, talent constraints, and ethical concerns. The study relied on secondary qualitative research methods and the following databases: ProQuest, Google Scholar, Scopus, and Web of Science. Twenty-five publications were selected based on the following inclusion and exclusion criteria. Study design/methodology/approach: The paper is intended to discuss and evaluate the various possibilities and consequences of AI implementation in the processes of recruitment and talent management. Thus, it is more concerned with the present and future use of AI, the advantages and disadvantages of its implementation, as well as how to properly and ethically apply it to these roles. Findings: This research adopts a secondary qualitative research method, whereby the study gathered and analysed already existing qualitative data on AI in recruitment and talent management. The study includes a critical and analytical review of the state and development trends of AI in these areas, as well as the definition of the gaps and further research directions. Originality/value: The study shows that AI can enhance the quality, efficiency, effectiveness, and equity of recruitment and talent management by automating, optimising, and personalising processes. However, it has been observed that the impact of AI is contingent on the quality of data, the algorithm used and the environment in which it is implemented. AI also has risks and limitations, such as privacy, security, accountability, and legal problems.

Building inclusive research cultures in nursing - getting ready for the Research Excellence Framework 2029.

The research environment is a complex ecosystem but is vital for nurturing excellence, vitality and sustainability. The Research Excellence Framework (REF) applies to research in the four nations of the UK. The framework and principles for the next REF have been published, with submissions due in 2028 and the results to be published in 2029. The three elements of the REF have changed and new weightings applied, with 'People, Culture and Environment' forming 25% of the whole. To inform research leaders, investigators, clinical nurse researchers, and doctoral and postdoctoral students about how to prepare dynamic research strategies that prioritise inclusivity in talent management and succession. This article considers inclusivity in research cultures, what has been learned from the previous REF and what more needs to be done collectively across the sector and specifically in nursing. The discussion draws on the author's personal knowledge and experience as a research leader, senior manager and university governor. It is intended to be challenging and practically oriented. The article sets out provocations to shape an agenda for promoting inclusive research cultures to ensure organisational readiness for REF 2029. The article provides pragmatic suggestions for moving forward at pace with making the culture in nursing research more open, transparent and fair.

GESTÃO DE RECURSOS HUMANOS E O IMPACTO NA PRODUTIVIDADE DOS FUNCIONÁRIOS.

In this work, we will deal with several important issues within functionalism and the motivation to achieve the need for self-realization, which is related to the cognition system and is influenced by the physical and social environment. Human needs motivate human behavior, producing patterns of behavior that vary from one person to another. The human resources area has developed over the years as a strategic talent management model, aiming to attract, retain and develop people suited to the company’s objectives. Thus, the overall objective of the work is to explore how human needs influence motivation for some. To this end, the research is based on a qualitative methodology, using case studies and semi-structured interviews to collect data from employees at different hierarchical levels of companies representing sector X. As a theoretical reference, we bring the authors Maslow, Mayo, Taylor, Creswell, Herzberg, Chiavenato among others, whose theories on motivation and need. Finally, the main results of the work are the identification of the main human needs that influence motivation for self-realization in the workplace, as well as effective talent management strategies that can be adopted to promote a more motivating organizational environment.

Talent Management in Indonesian National Armed Force: Addressing Personnel Bottlenecks

Over the years, the Indonesian National Armed Forces (TNI) has been tasked with upholding state sovereignty and national defence. However, TNI also faces a bottleneck among its middle- and high-ranking officers, leading to excess non-job personnel. Without corresponding promotion adjustments, the current policy will affect the institution's performance and officers' careers. This study applied qualitative research by conducting interviews and gathering primary and secondary data through focused group discussion and literature review from various policy documents and reports. The findings then highlight the solutions with talent management emerging as a strategic approach. It offers a second-best policy option by promoting professionalism and modernity while addressing organisational challenges. Through this approach, we tried to propose evidence-based solutions to improve organisational performance and address personnel bottleneck issues. This study proposes a new approach to talent management strategies. It involves recruiting, developing, and retaining high-potential individuals and optimising functional positions based on expertise to offer an alternative career path. The talent management approach also aims to enhance efficiency and effectiveness within military organisations

THE EFFECT OF TALENT MANAGEMENT AND EMPLOYEE COMPENSATION ON THE INCOME OF PDAM TIRTA HANDAYANI

This study aims to analyze the influence of talent management and employee compensation on the revenue of Perusahaan Daerah Air Minum (PDAM) Tirta Handayani Gunung Kidul, Bribin Branch. The research employs a quantitative descriptive approach where the data is numerical. The study was conducted at PDAM Tirta Handayani Gunungkidul, Bribin Branch, surveying 36 respondents during the survey period from February to April 2024. The sampling technique used in this study is the probability sampling method. The data analysis method utilized is multiple linear regression analysis. Based on the analysis results, it was found that talent management has a significant impact on the company's revenue. It was discovered that talent development strategies, recruitment, and employee retention positively contribute to increasing the company's revenue. Additionally, employee compensation also has a significant impact on the company's revenue. Employees who feel that they are being compensated fairly and in accordance with their contributions tend to be more motivated to improve their performance, which in turn will positively affect the company's revenue. In this context, the management of PDAM Tirta Handayani Gunung Kidul, Bribin Branch, is advised to pay more attention to talent management and the employee compensation system. Investing in talent development and providing fair compensation can be an effective strategy to improve employee performance and overall company revenue.

How Green Performance Is Affected by Green Talent Management in Tourism and Hospitality Businesses: A Mediation Model

This study investigates the impact of green talent management on green performance, focusing on the mediating roles of green organizational culture and green organizational citizenship behavior. Data were collected from employees of Saudi Arabia’s travel agencies, and 1276 valid responses were analyzed using partial least squares structural equation modeling (PLS-SEM). The findings indicate that green talent management positively influences green performance, green organizational culture, and green organizational citizenship behavior. Additionally, the study demonstrates that green organizational culture and citizenship behavior positively affect green performance and mediate the relationship between green talent management and green performance. This research addresses a gap in the literature on tourism and hospitality, human resources management, and organizational behavior by empirically examining these relationships within Saudi Arabia travel agencies. This study also provides managerial implications for tourism and hospitality businesses, along with limitations and suggestions for future research.

Optimizing Sustainable Performance Green Talent Management Strategies Focused on Core Competencies

This study aims to examine the relationship among green innovation performance (GIP), sustainable performance (SP), and green talent management (GTM) through the lens of natural resource. It investigates the moderating impact of organizational corporate social responsibility (CSR) commitment and the mediation influence of green core competencies (GCC). GTM is deemed crucial in the development of sustainability programs. Subsequently, it gathered employee data from 362 Pakistani small- and medium-sized enterprises based on judgmental sampling. Finally, by employing SmartPLS 4 software, the research conclusion finds the following: GTM advances GCC, expands a company's pledge to CSR, and boosts the link between GTM and environmental outcomes. The research underlines the importance of organizational commitment to CSR and green core competencies to understand the dynamics between GTM and sustainable performance and green innovation. Lastly, the value of a comprehensive personnel management strategy to promote eco-friendly behavior is demonstrated.

Plan-Process Factor’s Effect on Talent Management and Succession Planning Programs

The aim of the current study is to explore the effect of factors related to the Plan (Mission Clarity and Rewards & Compensation) and the Process (Policy & Procedures and Career Development) on the Talent Management and Succession Planning Programs in Saudi Arabia, in addition, this study will focus on the mediating effect of the Organizational Productivity on the relationship between the variables. To achieve these objectives, this study followed the quantitative research methods through the distribution of 408 questionnaires to the employees of the Saudi Electricity Company. The results showed that Mission Clarity, Rewards & Compensation, Policy & Procedures, and Career Development have a significant relationship with Talent Management and Succession Planning. In addition, Organizational Productivity has a significant mediating effect on the relationship between Mission Clarity, Rewards & Compensation, and Policy & Procedures with Talent Management and Succession Planning. However, Organizational Productivity has insignificant mediating effect on the relationship between Career Development and Talent Management and Succession Planning.