Talent Management Practices Research Articles

Influence of individualism and collectivism on talent management practices

As the world becomes more globalized, it is increasingly necessary to be aware of the limitations of a universalistic approach to talent management. Talent management practices are considered to be among the three most important topics explored in talent management literature. However, there is a dearth of studies investigating the influence of national culture on talent management practices. The current article seeks to make a conceptual contribution to talent management practice literature through reviewing previous talent management practices, individualist, and collectivist literature then synthesizes the literature to provide a framework for examining the different talent management practices in individualistic and collectivistic societies. Talent management practices originated in Anglo-Saxon countries and align with their individualistic culture, which leads to the question of whether these practices can be implemented effectively in collectivistic societies. This study attempts to answer this question by exploring talent management practices in individualist and collectivist cultures and providing a framework for effective talent management practices in both. This research opens the door for more research to explore the gaps between what happens in talent management practices and what should happen according to talent management practices theory.

Talent management and organizational performance: applying the amo theory

The purpose of this study is to advance an understanding of the nature and scope of talent management practice in the unique context of the developing economy of Pakistan, and to identify the relationship between talent management and organizational performance applying the AMO theory. This research was exploratory in nature and adopted a case study methodology within three leading Pakistani banks, in Karachi (Sindh). A total of twenty two in-depth interviews were carried out with senior HR and talent managers. All interviews were fully transcribed and analysed thematically. Evaluating interview data from three leading commercial banks, findings show substantial differences in the talent conceptualisation when compared to Western management orthodoxy. The empirical findings revealed that the conceptualisation of talent within the Pakistani banking organisations reflected a specific, path dependent historical, political and social legacy which viewed talent through a conceptual lens of qualifications and experience and had a significant influence on the sourcing and deploying talent. For managers, it should be to review the process of conceptualising talent and talent management within their organisation, to challenge any preconceived assumptions about the nature of talent and to consider alternative approaches to an exclusive approach in order that the right talent can be identified, developed and deployed for competitive advantage.

Measuring talent management: a proposed construct

PurposeThe study aims to develop a construct to measure talent management (TM) in an organization.Design/methodology/approachThe study adopts a fourfold approach to develop the construct. Data were collected through close-ended questionnaires by conducting surveys from human resource professionals. Exploratory factor analysis and confirmatory factor analysis techniques were employed to analyze the data and develop the construct.FindingsResults of the study indicate that TM practices are crucial in changing business dynamics. A final 26 items under 5 factors (identification of critical positions, talent acquisition, talent development, talent engagement, and talent retention) were found significant and integrated TM strategies in uncertain economic environments.Practical implicationsThis research focuses on the entire process of the TM cycle and develops an integrated construct of TM; thus, the study will provide an in-depth understanding of TM strategies to practitioners and researchers, facilitate researchers for the effective conduct of empirical research work on TM, whereas, for practitioners, this work will support in designing of TM strategies leading to organizational performance.Originality/valueThis is the first research study that has been done in the context of South Asia. It will help build up TM strategies to the necessity of a business environment.

TALENT MANAGEMENT AND EMPLOYEE JOB SATISFACTION

Talent management is the core functional unit of an organization, to improve employee productivity. Talent management uses workforce planning to achieve this goal. To make them part of talent management and strategy Workforce planning efforts have been undertaken to retain, train, attract and reward employees. Talent management can lead to higher levels. The level of employee performance and satisfaction, not the hiring process. Strengthen and evaluate aptitude keep Considering the need for talent management, this paper analyses possible scenarios of talent management practices in the public sector. Banks and how these practices improve the performance of bank staff. We also considered talent management methods. Practices can affect employee satisfaction in public sector banks in India. This research paper presents some useful ones. The hypothesis that talent management practices affect employee performance and satisfaction. This paper is trying to confirm this. A hypothesis of research based on data collected from employees of a public bank in Rajasthan, India. The research brings talent management literature to the table by reflecting how talent management practices affect the company. Results such as employee satisfaction and performance. Keywords: talent management, employee satisfaction, employee performance.

Impact of Talent Management Practices among Multi-generational Workforce of Technopark, Thiruvananthapuram

Talent Management is one of the most relevant practices in the Human Resource departments in various organisations. The effectiveness of the practices can vary from one individual to another. There are several practices that affects every single individual in different ways. The study aims at identifying various talent management practices in the technopark, Thiruvananthapuram. The objective of the study is to analyse the impact of here talent management practices among different generations of workforce in the Technopark. Thus, the population of the study includes individuals working in the technopark in IT sector and ITES. The findings of the study shows that the talent management practices are more effective and beneficial for the Gen Z category of employees, who are the eldest generation in the sector. The young talents are reluctant to work in the same company for a longer period. Keywords: Talent Management Practices, Multigenerational workforce, Human resource management.

The Influential Factors of Career Orientation of Employees

Orientation: Employees have different angles when it comes to making decisions about their career paths. Some prefer to work on their own, while others would prefer co-workers. Burnout persists in organizations despite talent management policies and practices. Therefore, leaders and managers must evaluate their talent management practices in order to identify and eliminate factors that may contribute to burnout and, in contrast, lead to a success in career orientation. Research Purpose: The objective of this article was to assess factors affecting career orientation. The Career Orientation Inventory and a biographical questionnaire were used to assess the career orientation of respondents. Research design, approach and methodology: A descriptive measure was utilized with a stratified random sample (N = 205). The reliability of the measure was confirmed using the Cronbach's Alpha coefficient. An exploratory factor analysis was used to determine the underlying factor structure of the variables. Descriptive statistics such as mean, standard deviation, skewness and kurtosis were employed to analyze data. Main findings: The results showed that some of the departmental employees are comfortable with their current working conditions. It was indicated that most professionals have realized that they possess their own goals and ambitions with regard to their careers. Practical/managerial implications: Career orientation of employees is crucial to the survival of the organization, and organizational leaders must as such work towards strengthening the talent review process to ensure that the desired talented workforce is sought, developed, rewarded and retained. Contribution/value added: The findings increase the body of knowledge in the issues of career orientation of departmental professional employees and what their inclinations are towards career progression.

The impact of talent management practices on employees’ satisfaction and commitment in the Saudi Arabian oil and gas industry

This study investigates the impact of talent management practices in Saudi Arabian oil and gas organizations and assesses their impact on talent management outcomes including employees' satisfaction and commitment. Although talent management is a new concept for increasing employee on employees' satisfaction and commitment, it is rapidly becoming of great value for academics and managers. The literature review identified the gaps in TM literature; prompting the development of a framework for understanding the relationship between TM, its outcomes. A cross-sectional online-based survey was conducted with employees from major oil and gas organizations, achieving a total sample of 417 participants. Results have indicated various issues such as the need to adopt formal approaches for identifying the talent and lack of opportunities for development that exist in TM practices. Furthermore, the majority of the participants reflected poor satisfaction levels, and a lack of strong commitment was observed among the young employees. Based on the findings, it can be concluded that poor TM practices adopted in Saudi Arabian oil and gas industries in a few instances, especially in relation to talent development and retention by creating a supportive environment through transformational leadership.

Leadership mindset regarding talent management practices: A case study of the City of Windhoek Council

Orientation: Municipalities are facing significant challenges in attracting talented personnel because of poor talent management practices.Research purpose: The main objective of this research was to determine how effective the leadership mindset is regarding talent management in Windhoek City Council in Namibia.Motivation for the study: Limited research currently exists on the outlook that leaders have in municipalities regarding talent management practices.Research approach, design and method: A qualitative approach was adopted for this study; semi-structured interviews were conducted to gain data. The participants were six top staff members from Human resource division in the City of Windhoek Council in Namibia. In addition, data were analysed through content-thematic analysis.Main findings: The findings of this study showed that effective talent management practices are crucial for an organisation to attract and retain skilled and experienced workers to reach a sustainable competitive advantage. The study revealed specific elements that constitute sound leadership mindset regarding talent management. These were talent management practices, leadership mind-set, recruitment strategy/talent acquisition and talent retention strategy.Practical/managerial implications: If individuals’ talents are not harnessed because of poor leadership and a lack of sound mindset and commitment to talent, this will negatively affect talent management in organisations. Thus, the findings of the study challenge the government to formalise the draft talent management policy at municipalities to help municipalities remain competitive through attracting, developing, retaining and rewarding talented employees.Contribution/value-addition: The study provides important insights that could assist the City of Windhoek Council and the government at large to attract talented personnel and become an employer of choice.

THE TALENT MANAGEMENT AND EMPLOYEE JOB SATISFACTION

Talent management is the core functional unit of an organization, and in order to enhance the productive performance of employees ,talent management uses human resources planning to achieve this goal. To make them a part to talent management and strategic workspace planning, efforts have been made to retain, develop, attract, and reward employees. Keeping in the mind necessity of talent management, this paper analyzes probable scenarios of talent managements practices in public sector banks and how these practices ,in turn, improve bank employees performance. Talent management can lead to higher level performance and satisfaction of employees instead of being a process of hiring, reinforcing and evaluating the aptitude. Furthermore, it examined how talent management practices could influence the employees satisfaction in Indian public sector banks . This research paper puts forward a set of valid hypotheses that talent management practices affect employee performance and satisfaction. The study will tender to the talent management literature by pondering how talent management practices affect the organizational outcomes, such as employee satisfaction and performance. This paper seeks to confirm these hypotheses on a survey based on data collected from the employees of the public sector banks in Indian states. Keywords: talent management; employee satisfaction; employee performance.

Crafting employee engagement through talent management practices in telecom sector

Orientation: Solving the dearth of skilled employees and maintaining the engagement policy are key concerns of the Malaysian telecom sector. Therefore, talent management practices have created a mainstream process for telecom employers to be proactively involved in talent engagement. Research purpose: This study aimed to elucidate the vital talent management practices towards employee engagement in telecom sector, incorporating psychological empowerment as a mediator. Motivation for the study: Studies linking talent management with career development, rewards and recognition, training and development, are still not established in terms of employee engagement in the context of Malaysian telecom sector. Research design, approach and method: An online survey was conducted through the purposive sampling technique to collect data from telecom firms in Malaysia. The survey resulted in 242 responses, which were analysed through Partial Least Squares – Structural Equation Modelling (PLS-SEM) and PLS-Predict. In PLS-SEM, data were evaluated for hypothesis testing. After hypothesis result was obtained, the PLS-SEM model was assessed for its predictive validity through PLS-Predict. Main findings: The results explored that talent management factors positively and significantly predicted employee engagement through psychological empowerment, except training and development. The PLS-Predict resulted a higher value of predictive power for our model. Practical/managerial implications: This study may lead to practical applications to support human resource management practitioners towards comprehending the impact of talent management practices, either directly or indirectly, in engaging the right talent. Contribution/value-add: This study will fill the untapped area of improving employee engagement by adding psychological empowerment as a mediator between employee engagement and talent management practices.

The impact of contextual factors on talent management practices in SMEs

BACKGROUND: Despite the fact that there is a rising number of publications on TM, research on implementing such practices in SMEs and on the impact of contextual factors on TM is scarce. This article focuses on the impact of contextual factors on talent management (TM) practices in small and medium enterprises (SMEs). OBJECTIVE: The main aim of the research was to evaluate the impact of contextual factors on TM practices in SMEs. This paper presents the results of the analyses verifying whether there is a dependence between contextual factors (be they internal or external) and scope of TM practices introduced in SMEs. METHODS: The data was gathered from 200 randomly selected SMEs. The respondents were questioned about the characteristics of TM practices they run and asked about factors impacting upon their approach to TM. RESULTS: The results prove that there are some statistically significant dependences between the context and TM, but due to the heterogeneity of such enterprises, the complexity of contextual factors and the manager/owner attitude to HRM, no coherent patterns could be found. CONCLUSIONS: It can be concluded that the short-term perspective and reactive actions dominate in the group of investigated companies. However, almost all respondents claimed to pay high attention to employees’ expectations towards such practices, which can be portrayed as a way of building sustainability on the basis of human capital.

A Conceptual Model of Engineers’ Retention: A Review of Talent Management Practices in Manufacturing Sector

A Conceptual Model of Engineers’ Retention: A Review of Talent Management Practices in Manufacturing Sector

Talent management and performance in the public sector: the role of organisational and line managerial support for development

While research shows that talent management (TM) practices are linked to individual and organisational outcomes, little is known about the mechanisms through which these processes unfold, especially in the public sector of emerging market economies. This exploratory study investigates TM in the public sector context of Bahrain addressing an important research gap. Drawing on Organisational Support Theory (OST) and strategic human resource management (SHRM) literature, we test the role of line managerial support for development (LMSD) and organisational support for development (OSD) as mechanisms through which TM practices influence individual talent performance. Results from a survey based on a talent pool of a Bahraini governmental administrative institution show that LMSD fully mediates the relationship between TM practices and each of the individual talent performance indicators, apart from task performance. We also find that the indirect relationship between TM and individual talent performance was significant at low levels of OSD. The study contributes to unlocking the TM black box in the public sector of developing countries by highlighting the key role of line managers in the implementation of TM practices revealing a substitution effect between LMSD and OSD, as interchangeable sources of developmental support that can enhance talent performance in this context.

Talent management, organizational ambidexterity, and firm performance: Evidence from Russian firms

AbstractThis study investigates how the talent management (TM) practices of talent attraction, development, and retention contribute to organizational ambidexterity (OA) and firm performance in the context of Russia. Based on a cross‐sectional data set of 88 local Russian firms, we investigate the association between the TM practices and OA dimensions and examine the role of exploration and exploitation in the TM–performance relationship. The ordinary least squares regression results show that the effects of talent attraction on exploration, talent development on exploitation, and talent retention on both OA dimensions are significant and positive. Meanwhile, the simple and parallel mediation analyses (using the Hayes' PROCESS program) demonstrate that OA, particularly exploration, mediates the TM–performance relationship. This study contributes to the overall literature on TM and ambidexterity by considering TM practices as crucial antecedents of OA and explaining how and why TM positively affect firm performance.

Gender, talent management and firm performance: MNCs' female-focused talent management practices in Russia

PurposeThere is a substantial void in the understanding of the effect of talent management (TM) practices specifically targeted at females on firm performance. This paper investigates the relationship between female-focused TM and firm performance with the aim of demonstrating the importance of gender diversity in firms.Design/methodology/approachThe authors developed and empirically tested a contextually embedded model using data from 103 multinational corporations in Russia to examine the effect of female-focused TM on firm performance.FindingsThe authors found an overall positive relationship between female-focused TM and firm performance. The authors’ analysis also revealed significant positive effects of female-focused talent development and talent retention, but not talent attraction, on firm performance.Originality/valueThis paper contributes to the vibrant TM scholarship by focusing on female-focused talent attraction, development and retention practices.

Accounting firms’ talent management practices: perceived importance and its impact on auditors’ performance

PurposePrior literature on talent management (TM) in the audit setting has suggested several practices that may affect auditors’ performance. However, the study is limited in terms of a measurable set of comprehensive constructs of TM in the audit setting, as well as the impact of comprehensive TM constructs on auditors’ performance. Thus, the purpose of this study is to examine TM practices perceived to be important by auditors for auditors’ performance.Design/methodology/approachData were obtained from 307 survey questionnaires received from auditors of large- as well as small- and medium-sized firms.FindingsThe study respondents perceived TM attributes related to supervision and review practices as the most vital for auditors’ performance. This category was followed by attributes related to ethics management practices along with training and development. The findings reveal that respondents generally perceived lower significance for attributes pertaining to work–life balance (WLB) and establishing a TM policy for auditors’ performance. While both top management and staff members of audit firms regarded WLB and establishing a TM policy to be of lower significance, top management placed greater importance on attributes related to ethics management, while staff perceived training and development attributes to be more critical.Originality/valueThis study examined a comprehensive set of TM practices (establishing a TM policy, recruitment, ethics management, training and development, supervision and review, remuneration, WLB and succession planning) and assessed the perceptions of audit practitioners on the significance of these practices on auditors’ performance.

Talent management practices and work-related outcomes for South African academic staff

This study explored the perception of relationships between talent management practices and work meaningfulness, happiness, and turnover intention among South African academic staff. The participants (n = 160) were from a large South African higher education institution (HEI). For a measure of talent management practices, the participants completed the Human Capital Index. Work-related outcome measures included the General Happiness Scale (GHS), the Meaning of Life Questionnaire (MLQ), and the Employee Retention Scale (ERS). Regression analysis results showed employee perceptions of talent management practices of talent acquisition and development, talent retention, management commitment, performance management, workforce planning, and staffing to predict their happiness and sense of work meaningfulness. Moreover, employee perceptions of talent management practices of acquisition, development, performance management, staffing, retention practices, and workforce planning predicted lower turnover intentions. Higher education management should invest in employee-centric talent retention practices for sustained academic workforce development and retention.

Who is talent? Implications of talent definitions for talent management practice

Although talent is considered imperative for gaining a competitive advantage, talent management programs’ effectiveness is unknown. It is believed that consensus on a strong theoretical underpinning for identifying talent and its general definition is yet to be achieved among academia and practitioners. This lack of integration and agreement on a single definition among scholars lead to more confusion which inhibits the advancement of talent management scholarship. The notion also requires renewed attention in the post-pandemic era because everything may not go back to normal as pre-pandemic. This study addresses the gap and focuses on reviewing the existing scholarship on talent definitions and its conceptualization in one place. The study also aims to present the potential implications of talent definition on talent management practices. Among the various implications discussed, it is argued that a single approach to talent definition makes the company vulnerable as it is not using the full potential of talent management. Finally, based on this in-depth review, the study will highlight potential critical research areas towards which the scholarship of talent may be extended.

The impact of talent management practices on employees' job satisfaction

The impact of talent management practices on employees' job satisfaction

Perception of talent management practices by different generations of employees

Talent diversity is now an important characteristic of any organization. The ability of companies to attract, develop, and retain employees, who differ in their gender, age, generation, nationality, etc., affects firm performance and forms unique competitive advantages. Representatives of different generations are active participants in the global and local labor markets who at the same time differ in terms of values, attitudes, and perceptions. That is why, modern companies adapt and develop existing management practices for such employees, through creating talent management systems for different generations. However, the question of effectiveness of using the existing practices remains debatable and requires further research inquiries. This study is aimed at identifying differences in the perception of talent management practices among employees from different generations who may value different aspects of their working experience. The research results would allow companies to identify the most significant practices, increase their effectiveness, and achieve higher long-term results through increasing the levels of satisfaction among their employees.