Talent Management Research Articles (Page 1)

Aim. The work aimed to examine talent management strategies in resource-constrained small and medium-sized enterprises (SMEs), taking into account effective methods for acquisition, retaining, and developing personnel. Objectives. The work seeks to analyze the theoretical foundations and practical experience of talent management in SMEs; to identify key issues and constraints related to the SME resource base; to develop tailored strategies to improve the effectiveness of human resource (HR) management in SMEs. Methods. We used systemic and comparative analysis, reviewed the scientific literature, and examined empirical data from industry research and HR statistics from leading platforms. The study also employed critical analysis and synthesis methods. Results. The integration of digital tools, development of a corporate culture, and use of nonmaterial motivational mechanisms increase the attractiveness of SMEs as employers. These strategies help reduce staff turnover and improve employee professional development under financial constraints. Low-cost practices (flexible work hours, remote work, mentoring) have proven effective in empirical studies. Conclusions. A comprehensive approach to talent management, taking into account the specifics of SMEs and resource constraints, is particularly important for the sustainability and competitiveness of organizations. The developed recommendations (personalization of motivation, digitalization of HR processes, and employer branding development) have high practical significance for SME managers and HR specialists. Implementing these strategies enables the effective use of human capital without major financial outlays, while strengthening long-term competitive advantages.

The study investigated the moderating role of talent management between strategic marketing practices and performance of small and medium enterprises (SMEs) in Ekiti State, Nigeria. Specifically, the study examined the extent to which talent management moderated the effects of market orientation, innovation orientation and digital marketing on performance of SMEs in Ekiti State, Nigeria. From the 928 registered SMEs in Ekiti State, Nigeria, 395 was selected using multi-stage sampling technique. From the five previously stratified groups namely printing, fast food and food processing, metal work and fabrication, agribusiness and laundry services, 55, 75, 98, 87 and 80 SMEs were selected respectively. A self-administered semi-structured questionnaire was used to collect the primary data used for the study and were analysed with the aid of multiple regression and logit models. The results from the study indicated a positive and significant effects of market orientation, innovation orientation and digital marketing on performance of SMEs in Ekiti State, Nigeria. Also the study revealed that talent management moderated positively and significantly between strategic marketing practices and performance of small and medium enterprises in Ekiti State, Nigeria. Based on the findings, the study recommended that small and medium business owners should endeavor to improve on their talent management and retention with a view to enhancing their performances. Also SMEs need to improve on their strategic marketing practices in order to be successful, remain competitive and profitable in a turbulent economic and highly competitive business environment like Nigeria.

In today's Human Resource Management (HRM), the use of Human Resource Information Systems (HRIS) plays a crucial role in enhancing Talent Management (TM). This ongoing study explores the factors influencing HRIS utilisation for TM in local municipalities in Limpopo, South Africa. Many municipalities face persistent challenges, including resistance to change and slow technology adoption, which hinder the transition from manual to digital HR systems, leading to inefficiencies in Talent Acquisition (TA). Adopting a positivist research philosophy, this study employs a correlational non-experimental cross-sectional research design with a quantitative approach for data collection and analysis. The study focuses on top-level management personnel, including HR managers, Training and Development officers, Heads of Departments, and Employee Relations officers from local municipalities in the Vhembe and Mopani districts. The findings will contribute to understanding the key enablers and barriers to HRIS adoption, offering insights for improving digital transformation in HRM within local government institutions.

Purpose This study aims to examine whether and how managerial ability enhances research and development (R&D) productivity, measured through the research quotient (RQ), a forward-looking metric capturing the revenue elasticity of R&D spending. Design/methodology/approach The author analyzed a panel of 35,260 firm-year observations from U.S. publicly listed firms between 1998 and 2021. Managerial ability is measured using the two-stage efficiency-based approach of Demerjian et al. (2012). RQ data are sourced from Compustat following Knott’s (2008) methodology. The regression analysis includes firm and year fixed effects. Findings Results show a significant and positive association between managerial ability and RQ. A one-standard-deviation increase in managerial ability corresponds to an approximate 4.4% improvement in R&D productivity. This relation holds across alternative measures of managerial ability, different innovation proxies (patents), change and fixed-effects regressions and subsamples. The effect is stronger in smaller firms and is amplified by stronger corporate governance. Originality/value To the best of the author’s knowledge, this study is the first to provide large-sample evidence linking managerial ability to realized economic returns from innovation. By integrating the resource-based view and upper echelons theory, it highlights managerial talent as a strategic intangible asset in the innovation process. Findings have implications for corporate governance, executive recruitment and innovation policy.

This study aims to examine the impact of talent management practices on employee performance in the Islamic banking industry in East Java, Indonesia. Using a quantitative approach, data were collected through questionnaires distributed to 210 employees of Islamic banks. This study employed multiple regression analysis to test the relationship between talent management practices and employee performance. The results revealed that talent management practices, including recruitment, training, career development, and retention, have a significant positive impact on employee performance. These findings provide insight that effective talent management can improve productivity, work quality, and employee commitment to the organization. Therefore, Islamic banks are recommended to continue investing in talent management as a strategic tool to enhance employee performance, while ensuring these practices align with Sharia values to create an ethical and sustainable work environment.

Generation Z is becoming a dominant market segment and an essential source of talent in the hospitality industry. Their digital fluency, sustainability expectations, and preference for meaningful and personalized experiences are increasingly reshaping service delivery, marketing strategies, and workforce management in the hotel industry. Following the PRISMA 2020 guideline, this review systematically analyzed 131 peer-reviewed studies published between 2011 and 2025. Performance analysis, science mapping through co-word and Leiden clustering, and trend analysis were conducted using VOSviewer (v1.6.20) and Biblioshiny in RStudio (v2025.09.2). The findings reveal a rapidly expanding but relatively young field, with key themes clustered around technology acceptance (AI, service robots), experiential and sustainable consumption, digital engagement (word-of-mouth, social media), workforce dynamics (person–environment fit, leadership, quiet quitting), and emerging topics such as experiential education, ethics, and self-efficacy. The study highlights the centrality of the Theory of Planned Behavior and technology acceptance models in explaining Gen Z’s decision-making, while also identifying substantial gaps in cross-cultural, ethical, and experiential research. Practical implications call hoteliers to integrate seamless digital services, robust sustainability initiatives, and adaptive talent management system to meet Gen Z’s evolving expectations.

In organizational networks, where employee performance is dependent on strategic positioning and collaborative relationships across diverse workplace ecosystems, traditional enterprise talent identification systems fall short in capturing complex multi-relational dynamics. In order to accurately identify key talent through meta-path guided feature extraction and attention-based embedding mechanisms, this research suggests a Heterogeneous Information Network (HIN) framework that uses Graph Neural Networks (GNNs) to model employees, projects, departments, and skills as interconnected entities. The approach uses Heterogeneous Graph Attention Networks (HAN) for talent assessment and combines attribute-driven performance indicators, structural centrality measures, and semantic relationship patterns into a single learning framework. Compared to traditional Human Resource (HR) methods, which scored 72% precision and 68% recall, the experimental evaluation, which used enterprise data with 2,847 employees across 156 departments, shows improvements over current approaches, achieving 91% precision and 89% recall with a Normalized Discounted Cumulative Gain (NDCG) of 0.834. With domain expert validation confirming 87% agreement between algorithmic recommendations and professional assessments, the framework identifies high-potential employees who exhibit knowledge brokerage roles and cross-functional collaboration capabilities that traditional performance metrics overlook. With implications for strategic human capital optimization, these contributions position HINs as a paradigm shift for enterprise talent management.

Orientation: Amid growing health and safety concerns in South African construction, leaders must foster and model safe behaviours to promote compliance and participation. Despite construction being inherently dangerous, psychological capital (PsyCap) offers a constructive alternative to enhance safety behaviour. Research purpose: The study examined the relationship between authentic leadership and safety behaviour as mediated by PsyCap and its individual dimensions separately. Motivation for the study: The construction industry must identify new ways to manage challenging work environments to reduce safety violations which impact employee wellness, accident track records and organisational performance. Viewing safety through a positive lens may help organisations identify novel approaches to improve safety behaviour in construction. Research approach/design and method: This cross-sectional, quantitative study used online and paper-based surveys to investigate relationships between the constructs. Convenience sampling was employed to recruit workers across hierarchical levels at three locations within two South African construction firms. Main findings: There is a positive relationship between authentic leadership and safety behaviour. Hope and efficacy fully mediated the relationship between authentic leadership and safety behaviour. Optimism partially mediates the relationship, while resilience has no impact. Practical/managerial implications: Practitioners can apply these findings to support talent management and other workplace interventions to improve leadership development, foster PsyCap and improve safety behaviour. Contributions/value-add: This research establishes the foundation for understanding how authentic leadership and PsyCap influence safety behaviour in the construction industry. It will help South African construction firms manage demanding environments and reduce occupational safety violations and related injuries.

Kenya’s banking sector is navigating a turbulent era where competition is fierce and the way banks manage talent may determine their survival. Both established giants and agile newcomers face the same question: which talent management (TM) approaches best sustain competitive advantage amid de-globalization, re-shoring, digital disruption, and shifting demographics? While most prior studies—largely from developed economies—highlight organizational size, little is known about how the combined influence of size and age shapes TM adoption in emerging markets. This study addresses that gap by examining Kenyan banks across three tiers. A cross-sectional survey of 456 employees yielded 399 valid responses, analyzed through structural equation modeling (SmartPLS 4.0). Findings reveal that larger and older banks tend to adopt hybrid TM approaches that blend inclusive and exclusive practices, whereas smaller and younger banks favor inclusive approaches. This study enriches TM scholarship by providing evidence from a resource-constrained, developing economy and offers practical guidance for aligning TM strategies with organizational size and maturity in an era of shifting global dynamics.

This article explores how AXA Hong Kong and Macau, a market-leading insurance company, took a systemic and forward-looking approach to succession planning and talent management using Appreciative Inquiry – an approach that shifted the focus from ‘getting people ready for a job’, to ‘getting people excited for their future’.

Optimal distinctiveness within a single policy has been rarely examined in both the market and non-market strategy literature. Both agency theory and Upper Echelons theory suggest that CEOs play a significant role in shaping firms’ strategic behavior. Given the growing importance of managerial talent in today’s complex, dynamic business environment, as well as an increasing focus on firms’ CSR policies, this study investigates the relationship among managerial ability, CEO tenure, and firms’ optimal distinctiveness in CSR practices. We specifically examine the effect of managerial ability (talent) on CSR emphasis differentiation and scope conformity. Using a sample of 28,593 firm-year observations from 1992-2013, we find that managerial ability is negatively related to CSR scope conformity and positively related to CSR emphasis differentiation. We also find that CEO tenure moderates the relationship between managerial ability and CSR conformity, such that as CEO tenure increases, the negative relationship between managerial ability and CSR conformity decreases. Our results contribute to the growing literature on the role of upper echelon characteristics in shaping firms’ strategic behavior and how more able CEOs deal with pressure for legitimacy and competitive advantage in their CSR practices. We provide implications for scholars and practitioners seeking to understand how managerial ability and CEO tenure impact firms’ CSR strategies.

In the era of data driven decision-making, talent management has evolved beyond traditional intuition-based approaches into a strategic imperative powered by artificial intelligence. This study proposes a robust, predictive framework that leverages machine learning algorithms and behavioral analytics to proactively manage workforce dynamics. Drawing on comprehensive multi-source data from over 1,000 employees across diverse sectors including pharmaceuticals, IT, infrastructure, and education the model integrates key indicators such as Retention Risk Score (RRS), Career Progression Index (CPI), and Skill Gap Index (SGI) to uncover actionable insights into employee engagement, performance, and attrition risk. The framework demonstrates a predictive accuracy of 92% and reveals a statistically significant inverse correlation (r = –0.84) between engagement levels and attrition likelihood. Cluster based segmentation further enables organizations to classify employees into strategic categories such as high potential, at risk, and development needed facilitating targeted HR interventions. Enhanced with sentiment analysis and real-time dashboard visualizations, this AI driven system empowers organizations to transition from reactive HR operations to proactive, evidence-based talent strategies, thereby optimizing workforce stability, growth, and competitive advantage.

This research addresses issues related to the adoption of Corporate Social Responsibility (CSR) practices by companies and their impact on corporate reputation. It is based on the premise that poor practices associated with CSR implementation can damage a company’s corporate image and its market position. The objective was to determine the impact of corporate social responsibility on organizational reputation in light of existing scientific literature. To achieve this, a systematic literature review was conducted following the PRISMA protocol and the recommendations proposed by Petticrew and Roberts (and their adaptation by Gast et al. for application in social sciences). The study used the Scopus database, from which 176 initial documents were identified, and 96 were selected according to inclusion and exclusion criteria. The results show that when companies implement CSR authentically, they enhance public image perception, increase consumer trust, strengthen human talent management, and gain competitive advantages aligned with sustainability. However, strategies such as greenwashing negatively affect organizational credibility. In conclusion, CSR should be integrated into organizational culture and strategy to become a fundamental element of both reputation and corporate strategy.

Purpose Drawing from the theory of planned behavior and self-efficacy literature, we develop a theoretical model to depict the potential effects of perceived overqualification on entrepreneurship. Design/methodology/approach We tested our model using a three-wave online survey of 397 employees and a three-wave, multi-source field study (118 employees and peer dyads). The results of both studies supported our proposed relationships among perceived overqualification, entrepreneurial self-efficacy, entrepreneurial intention and entrepreneurial goal-enacting behavior, as well as the boundary condition of peer entrepreneurial experience. Findings We find that perceived overqualification is positively related to an employee’s entrepreneurial self-efficacy, which further predicts their entrepreneurial intentions and entrepreneurial goal-enacting behavior. We also reveal that peers’ entrepreneurial experience may serve as a moderator strengthening the positive relationship between perceived overqualification and entrepreneurial self-efficacy. Originality/value Previous studies have overlooked the potential link between perceived overqualification and entrepreneurial choice. Therefore, attention paid to such relationships in which how perceived overqualification may shape focal employee’s entrepreneurial intention should be necessary and able to enrich the precision and effectiveness of talent management. This research clarifying the above relationships can thus contribute meaningfully to contemporary human resource and organizational management.

This study aims to examine the mediating role of work motivation in the relationship between talent management and compensation with employee performance in Community Health Center (in Indoneia terminology is called Puskesmas) in Surabaya. Using a quantitative approach and survey design, data were collected from employees of Puskesmas in the Semampir District. Statistical analysis was conducted to test the mediating effect of work motivation. The results indicate that both talent management and compensation significantly enhance employee performance, both directly and indirectly, by increasing work motivation. These findings highlight the importance of motivation as a key factor that strengthens the impact of human resource practices on employee performance. The implication of this research is that effective talent management and fair compensation systems should be prioritized by healthcare managers to improve service quality through more motivated and high-performing staff.

This case study analyzes the creation of career paths in the National Police of Colombia, using graph theory and the CRISP-DM methodology. The goal is to align the professional aspirations of officers with the needs of the institution. Specific paths were identified in three directorates (JESEP, DIPOL, DITAH), modeling positions as nodes and transitions as edges. The application of algorithms such as Dijkstra’s allows identifying the most efficient routes. The results highlight the optimization of professional development, the strengthening of professionalization, and efficiency in human talent management. Maintaining stability in positions and automating the definition of paths is recommended to maximize the benefits of this methodology.

Purpose Investigation of returnees receives much attention in management as due to obtaining international human and social capital, returnees contribute to economic and non-economic performance, internationalization, corporate social responsibility activities, social change, innovativeness, and competitive advantage of companies where those returnees work. Returnees’ effect on innovative capabilities, i.e. antecedents of innovativeness, is dependent on the extent to which these individuals can share their knowledge and experience. The paper aims to investigate the role of talent management (TM) practices for returnees in shaping firms’ innovative capabilities. Design/methodology/approach Drawing from the knowledge-based view of the firm and dynamic capabilities theory, the authors use a sample of 80 companies with returnee employees to empirically test the hypotheses. Findings The authors show that attraction, development and retention practices aimed at returnees are positively associated with innovative capabilities and innovativeness of companies. Moreover, TM for returnees moderates the relationship between innovative capabilities and innovativeness in firms with returnee employees. Originality/value The authors provide statistical evidence of TM practices as a mechanism through which highly skilled returnees impact organizational outcomes in the context of emerging economies. As highly skilled returnees may be considered talents, a TM system may facilitate knowledge sharing and eliminate possible issues in cross-cultural adaptation and integration.

Talent retention is a critical issue in the green economy because companies act between the goals of sustainability and the stability of the workforce. The study will be targeted at defining what makes employees stick to the company in the context of the sustainability-oriented industries where job satisfaction, career development, engagement and mentorship programs are the primary determinants. The study of the correlation between the career growth opportunities, organizational alignment and turnover intention was based on mixed method research design that involved data gathering among 500 staff members working in the renewable energy, sustainable manufacturing and eco-agriculture industry. The respondents on the formal mentoring programs were found to have responded with an increase of 21.1 in job satisfaction and a significant drop in the turnover rates, which shows that the career development program and mentorship are highly effective in employee retention. Moreover, sectoral draw depicts that the area with the lowest turnover (6%), is renewable energy, whereas eco-agriculture works on the most turnover (12%), which faces a lack of career advancement opportunities. Another factor is engagement because the turnover of top performers (those whose engagement levels exceed 85) is less than 3% and the fact that the impact of continued commitment to the work place is associated with retention in the long term. The research observes that career development, development of leaders and well-organized mentoring should be given priority by green economy organizations in ensuring that they end up with a stable and engaged workforce. The longitudinal retention patterns and the effects of the new digital transformation on sustainable talent management is worthy of further research. By bridging these gaps, organizations will be able to develop more efficient workforce strategies which will be sustainable in the long-term as we transition to a greener economy.

With the accelerated globalization and digital transformation of financial markets, risks are becoming more complex and contagious. Traditional investment risk management courses face challenges such as content that is disconnected from the market, an emphasis on theory over practice, and a single evaluation mechanism, making it difficult to meet the industry's demand for interdisciplinary talents. This paper focuses on the dual drivers of "Mathematics + Finance." Through literature analysis and a survey of the current state of the course, it identifies issues such as insufficient coverage of new types of risks, delayed integration of cutting-edge technologies, and weak cultivation of practical abilities. The paper proposes a closed-loop reshaping plan: "Curriculum Outline Revision → Teaching Design Optimization → Evaluation Mechanism Improvement → Continuous Teaching Improvement." The plan strengthens the integration of mathematical tools like mathematical statistics and stochastic processes with financial risk scenarios in the course outline, designs a blended teaching model of "theory lectures + case analysis + experimental teaching + hands-on simulation," and establishes a multi-dimensional evaluation system that combines "formative + summative" and "theory + practice." Furthermore, it relies on feedback from evaluations to dynamically optimize the teaching content. Research shows that this plan can effectively enhance students' mathematical modeling and risk decision-making abilities, promote cross-disciplinary innovation in finance, and provide a feasible reference path for the reform of finance-related courses in universities, contributing to the cultivation of high-quality risk management talents that meet industry demands.

The article explores the role of emotional intelligence (EI) as a key determinant of effective leadership in the context of organizational transformation and increasing global uncertainty. The purpose of the study is to construct a conceptual model that systematically links emotional intelligence to leadership effectiveness by synthesizing established theoretical approaches and incorporating recent empirical findings. The methodology is based on critical analysis and integration of the ability-based, mixed, and trait models of EI, combined with contemporary leadership theories such as transformational, authentic, and servant leadership. The results demonstrate that leaders with high levels of emotional intelligence display superior self-awareness, self-regulation, empathy, and advanced social skills, which collectively foster trust, resilience, constructive conflict resolution, and enhanced motivation within teams. Importantly, the study identifies several contextual moderators – including organizational culture, digital communication channels, hybrid work environments, and generational diversity – that significantly shape the extent to which EI contributes to leadership outcomes. The proposed model advances leadership theory by incorporating multilevel mechanisms, situational variables, and cultural dimensions, thereby offering a more comprehensive framework for future empirical testing and validation. Practical implications highlight the necessity of integrating EI development into leadership training curricula, executive coaching, talent management practices, and structured change management strategies. This integration is particularly relevant for organizations operating in digital, multicultural, and rapidly changing environments, where the ability to combine rational decision-making with emotional competence becomes critical. The study concludes that emotional intelligence not only enhances leadership effectiveness but also serves as a foundation for adaptive, ethical, and sustainable organizational transformation.