Inhaltsverzeichnis
Auswahl der wissenschaftlichen Literatur zum Thema „Sustainable talent management“
Geben Sie eine Quelle nach APA, MLA, Chicago, Harvard und anderen Zitierweisen an
Machen Sie sich mit den Listen der aktuellen Artikel, Bücher, Dissertationen, Berichten und anderer wissenschaftlichen Quellen zum Thema "Sustainable talent management" bekannt.
Neben jedem Werk im Literaturverzeichnis ist die Option "Zur Bibliographie hinzufügen" verfügbar. Nutzen Sie sie, wird Ihre bibliographische Angabe des gewählten Werkes nach der nötigen Zitierweise (APA, MLA, Harvard, Chicago, Vancouver usw.) automatisch gestaltet.
Sie können auch den vollen Text der wissenschaftlichen Publikation im PDF-Format herunterladen und eine Online-Annotation der Arbeit lesen, wenn die relevanten Parameter in den Metadaten verfügbar sind.
Zeitschriftenartikel zum Thema "Sustainable talent management"
1
Anlesinya, Alex, und Kwesi Amponsah-Tawiah. „Towards a responsible talent management model“. European Journal of Training and Development 44, Nr. 2/3 (11.01.2020): 279–303. http://dx.doi.org/10.1108/ejtd-07-2019-0114.
Der volle Inhalt der QuelleAnnotation:
Purpose This study aims to critically examine talent management practices and strategies from ethical and responsible management perspectives. Design/methodology/approach It achieves its aim through conceptual analysis by theorising through the lenses of talent philosophies, the organisational justice theory, the stakeholder theory and extant literature. Findings A responsible talent management construct and mode to guide the practice of talent management in a socially responsible way is developed. It argues that inclusivity; corporate responsibility; and equity and equal employment opportunity are the key underlying principles of a responsible talent management system. This study further argues that responsible talent management practices promote achievement of multilevel sustainable outcomes such as decent work, employee well-being and organisational well-being. Practical implications Emphasising responsible management and ethical concerns in organisational talent strategies and practices is non-negotiable, given the current level of interest in sustainable work and employment and in the quest to achieve sustainable human and organisational outcomes through management and organisational practices. Originality/value The development of a responsible talent management construct and model is original and novel and is expected to shape thinking and drive new research directions in the field of talent management. It further contributes directly to knowledge and practice by demonstrating how organisations can manage their talents in a responsible way.
2
Ogbazghi, Robel. „TALENT MANAGEMENT AS A NEW FORM OF SUSTAINABLE HUMAN RESOURCES MANAGEMENT“. Latgale National Economy Research 1, Nr. 9 (30.11.2017): 95. http://dx.doi.org/10.17770/lner2017vol1.9.2676.
Der volle Inhalt der QuelleAnnotation:
Even though several researchers investigated the topic talent management, only few presented it with relation to the subject sustainability. A sustainable approach is a key criterion for the implementation of a successful talent management process. To do so, it is important to understand the current needs of students, which represent the talents. The aim of the research study is to develop the awareness of sustainable talent management and to find out what conditions must be met by employers to be seen as an attractive and long-term employer on the part of students, which represent the talents and future leaders.Research methodology consists of a literature review followed by an empirical investigation using an online student survey. The results of the student survey, however, are intended to help understanding the position of students in this topic today. What are the working needs and conditions that are important to them, and what are imperative requirements from the students’ point of view to secure a long-term commitment to a company?Overall, this article includes 24 sources of literature, the results of an online student survey with 132 participants from 18 countries, 6 figures and tables.
3
Zhang, Kaifu. „Top Trends for Talent Management“. Scientific and Social Research 3, Nr. 2 (13.07.2021): 163–69. http://dx.doi.org/10.36922/ssr.v3i2.1124.
Der volle Inhalt der QuelleAnnotation:
Since McKinsey’s 1998 report on “better talent is worth fighting for” which formally introduced the term “the war for talent,” talent management (TM) has been attracting strong attention from industries and academia throughout the world. Talents are seen as the critical determinant of organizational success and a necessity for sustainable corporate development. To be successful, companies need to identify and manage talents effectively. However, the dilemma faced by companies are the uncertainty of the external environment which makes it difficult for them to predict the supply and demand of talents in the external labor market as well as the difficulty to attract the needed talents and retaining the skills that they have spent abundant resources to cultivate. This article aims to summarize the top trends of talent management (TM) in the contemporary society and offers a comprehensive explanation as well as corresponding suggestions in response to these trends so as to provide the best way to build a multi-dimensional and comprehensive team to meet the new requirements in the infobahn era, thus enhancing the operation and management capabilities for optimizing human capital.
4
Mwila, Natasha Katuta, und Mabel Ironn Sky Turay. „Augmenting talent management for sustainable development in Africa“. World Journal of Entrepreneurship, Management and Sustainable Development 14, Nr. 1 (12.02.2018): 41–49. http://dx.doi.org/10.1108/wjemsd-03-2017-0012.
Der volle Inhalt der QuelleAnnotation:
Purpose With the steady overall development of the continent, the African business landscape over the last decade has witnessed increased growth through numerous avenues. Growth has been through the emergence of formalised small and medium enterprises, the growth of business and transition from one scale to another as well as inward foreign direct investment. The purpose of this paper is to investigate how this business growth can be sustained, particularly in the area of talent management, within the framework of the United Nations Sustainable Development Goals. Design/methodology/approach This paper presents the findings of a narrative inquiry conducted in 2016 on an expert panel of talent managers in businesses based in South Africa. Findings The focus of the inquiry was the challenges in talent currently faced by South African businesses and what possible solutions, that address the question of sustainable development, may lie in talent management practices. The study finds that there may be scope for the augmentation of current practice in psychometric testing which may address a plethora of problems currently defining the talent context in African business. Originality/value The growth of African businesses has presented interesting challenges in managing the African business particularly in the area of human resources and talent management. A persistent notion is the question of sustaining this growth on the continent. As enterprise grows, the need for talent is ever more pressing. This paper seeks to present pathways to sustainability in this regards.
5
Dubey, Rameshwar, und Angappa Gunasekaran. „Shortage of sustainable supply chain talent: an industrial training framework“. Industrial and Commercial Training 47, Nr. 2 (02.03.2015): 86–94. http://dx.doi.org/10.1108/ict-08-2014-0052.
Der volle Inhalt der QuelleAnnotation:
Purpose – The purpose of this paper is to identify sustainable supply chain skill and propose a conceptual training framework for sustainable supply chain talent. Design/methodology/approach – The authors have used exhaustive literature review of extant literature published in academic journals, reputable reports, trade magazines, books and monographs. The authors further consulted leading experts from reputable bodies to further finalize the sustainable supply chain skills matrix and check the content validity of the constructs of our proposed conceptual framework. Findings – The sustainable supply chain skill matrix has been identified and a conceptual framework has been proposed. The authors further outlined the future research directions. Research limitations/implications – This is a conceptual paper based on the literature review and analysis. This offers opportunities for empirical research. Practical implications – This paper will alert companies to focus on developing talents that would help to achieve sustainable supply chain. Social implications – Better talents lead to better support for sustainable supply chains. Originality/value – The present study is unique in terms of scope and its contribution to theory of supply chain management and operations management and human resource management practice. The study has identified the sustainable supply chain skill matrix and proposed a conceptual training framework for sustainable supply chain talent.
6
Kamat, Pradeep V. „Talent Management: Building Block for Sustainable Competitive Advantage“. Siddhant- A Journal of Decision Making 13, Nr. 4 (2013): 276. http://dx.doi.org/10.5958/j.2231-0657.13.4.029.
Der volle Inhalt der Quelle
7
Thompson, Neil, und Roosje Eijkemans. „Why Do Sustainable Ventures Fail to Attract Management Talent?“ Sustainability 10, Nr. 11 (21.11.2018): 4319. http://dx.doi.org/10.3390/su10114319.
Der volle Inhalt der QuelleAnnotation:
Entrepreneurship is widely recognized to play a crucial role in transitioning societies towards sustainability, yet sustainable ventures often have difficulty in attracting talented management employees that are necessary to scale their sustainable opportunities. This study examined 19 qualitative interviews with three interview groups (human resource managers of sustainable ventures, recently hired employees at sustainable ventures, and management professionals looking for employment opportunities) to explain the impediments of attracting management talent and what competitive advantages sustainable ventures may have in the labour market. We discuss how these findings have theoretical and practical implications for scholars and sustainable entrepreneurs by drawing out a number of ways that sustainable ventures may attract management professionals.
8
Al Aina, Riham, und Tarik Atan. „The Impact of Implementing Talent Management Practices on Sustainable Organizational Performance“. Sustainability 12, Nr. 20 (12.10.2020): 8372. http://dx.doi.org/10.3390/su12208372.
Der volle Inhalt der QuelleAnnotation:
As organizations operate in an inexorable marketplace, there are always new and unpredictable difficulties that make managerial roles harder and the achievement of organizational goals and objectives more critical. Recently, the implementation of talent management practices in achieving sustainable organizational performance that will match the firms’ operational and strategic goals have been the concern of both academics and practitioners, but the issue has not been exhaustively investigated. Thus, the aim of this study is to investigate the effect of talent management practices on the sustainable organizational performance in real estate companies located in the United Arab Emirates. This paper seeks to make contributions through an empirical evaluation of talent management in the United Arab Emirates. A structured questionnaire was distributed to collect data from a study sample of 306 managers working in real estate companies. The proposed hypotheses were verified by structural equation modeling (SEM). The results of this study show that talent attraction and talent retention had no impact on the sustainable organizational performance, whereas learning and development and career management were found to have significantly positive impacts. The study suggests that learning and development, and employee career management, should be leveraged on by the management by concentrating on the coaching and training programs and job rotation so that the firm can achieve sustainable organizational performance.
9
Abdul, Dargham Hassan Abdul Hassan, Amira Hattab Al-Janabi und Khairuddin Mohamed Ali Habash. „The Impact of Talent Management on Achieving Strategic Success by Centralizing Sustainable Organizational Performance“. Iraqi Administrative Sciences Journal 1, Nr. 3 (30.09.2017): 297–335. http://dx.doi.org/10.33013/iqasj.v1n3y2017.pp297-335.
Der volle Inhalt der QuelleAnnotation:
This research aims to demonstrate the impact of talent management in achieving strategic success through sustainable organizational performance in Asia-Cell for mobile communications in Iraq, To achieve the aims of research a model has been designed including three main variables, the independent variable represents the talent management through four dimensions identified (mupphy, 2007, mc gee, 2011) in their studies are (gain talent, build talent, sustain talent optimization talent management) while the mediated variable represents the sustainable organizational performance through three dimensions and by (Smith, 2012), namely, (organizational Creativity, and organizational ambidexterity, organizational flexibility) as for the dependent variable it is the strategic success and its includes (a specific strategy, effective implementation, innovation, customer satisfaction) and by ( Fayad, 2011) A number of hypotheses were deduced and designed of which are correlation hypotheses, impact hypotheses, and for the medium variable hypotheses, By adopting the style of research analytical, researchers used the questionnaire as a basic tool for collecting research data, as it has been 50 form analysis valid out a questionnaire 80 have been distributed, as well as conducting personal interviews with a sample of the research, then was a statistical analysis of the data and test hypotheses using the proper statistical analysis (SPSS V.20) program, the results showed the validity of the research hypotheses formulated and based upon a number of conclusions, which recommends that the adoption of company management of talent and organizational performance sustainable management to achieve strategic success.
10
Zhang, Huiqin, Ting Deng, Meng Wang und Xudong Chen. „Content Analysis of Talent Policy on Promoting Sustainable Development of Talent: Taking Sichuan Province as an Example“. Sustainability 11, Nr. 9 (30.04.2019): 2508. http://dx.doi.org/10.3390/su11092508.
Der volle Inhalt der QuelleAnnotation:
Sustainable development of talent refers to the establishment of institutionalized, standardized, and systematic stabilization measures and procedures based on scientific principles. A talent management system is a series of systematic, regular, and systematic practices instead of policy that is short-term, fragmented, and involves special measures and practices. As an effective means of policy analysis, talent policy instruments play a critical role in promoting the sustainable development of talent. This study constructs an analytical framework from the dimensions of policy instruments, policy targets, and policy strength to examine the policy sustainability. It selects 30 talent policies issued by the Sichuan government as the research sample and uses ROST and NVivo software to quantify policy instruments, policy targets, and policy strength as analytical units. The results show that, in the supply-side policy instruments, many “capital investment” policy measures have been used, but the role of “talent information support” in the role of talent development has been neglected. Among the environmental policy instruments, “strategic measures” are used more frequently, and the economic leverage of “tax finance” has not been fully used. Among the demand-side policy instruments, “talent introduction” and “trade control” are used more frequently, but the application of “overseas talent agencies” remains unused. Policy targets focus on talent innovation and talent efficiency but pay less attention to talent flow, and policy strength is in line with strategic adjustments, but policies are not sufficiently sustainable. The formulation of regional talent policy should focus on the operability of policies, improve the structure of policy targets, and lead to sustainable development. In addition, it is necessary to strengthen the implementation of policies and promote the sustainable development of talent.
Dissertationen zum Thema "Sustainable talent management"
1
Ununger, Folke. „Developing Sustainable Talent Management in the Hotel Industry : Can Sustainable Talent Management lower the turnover rates in hotels?“ Thesis, Södertörns högskola, Institutionen för naturvetenskap, miljö och teknik, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-46010.
Der volle Inhalt der QuelleAnnotation:
The hotel industry is characterized by high staff turnover rates and it seemingly struggles to keep its talented employees. Therefore, the purpose of this study was to identify central factors relevant for the development of Sustainable Talent Management in the hotel industry. To understand why employees in these departments either left or stayed with an organisation four different focus groups were conducted. The four focus groups consisted of 14 participants total who all either were or had been employed in the Swedish hotel industry as recently as three years prior to this study. Another criterion for participation was that they had to have been employed within one of the three departments with the highest annual staff turnover rates in Europe. Front of house, food and beverage or housekeeping. The data from the focus groups were analysed using a thematic analysis. It was concluded that sustainable talent management in the hotel industry should contain instances of retaining and developing talent in an organisation, whilst taking an internal social responsibility for parameters regarding employees’ health and factors that the organisation can control. As well as instilling a sense of purpose for the employees. While also viewing the employee as a form of human capital, valuing them for their knowledge and capabilities whilst also including them as the most important internal stakeholder. All without the intent of financial maximization. The reasons why employees within the stated departments left an organisation was predominantly due to job dissatisfaction with aspects such as a lack of safety through insufficient work-life balance, no clarity in what was expected of the employee and no work autonomy, issues with development including unclear career paths and a lack of advancement opportunities. Why these employees stayed were job satisfaction regarding the same aspects. What also emerged from the results was that the satisfaction of safety and development job aspects would outweigh the monetary aspects of employment. Indicating that loyalty to the organisation had been made through the creation of incentives to stay. If loyalty can be created through incentives to stay, then sustainable talent management actions could possibly lower the turnover rates in the hotel industry.
2
Da, Gama Brigitte. „Talent management and its impact on sustainable business success“. Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/5486.
Der volle Inhalt der QuelleAnnotation:
Thesis (MBA (Business Management))--University of Stellenbosch, 2009.ENGLISH ABSTRACT: This research report consists of an analysis of the impact of talent or human capital in ensuring business success and giving organisations a competitive advantage. It examines the literature, particularly recent literature and evaluates the most current thinking and practices in the area of talent management. Talent management is analysed from four perspectives, namely conventional aspects of talent management including sourcing and succession planning; leadership; and the development of talent and organisational culture. All four aspects need to be examined if we are to develop a holistic understanding of the field of talent management. Organisations that can implement advanced organisational practices in these four areas are reaping the rewards from a business profitability perspective. The report also includes the examination of a ground-breaking survey on the importance of talent for competitive advantage to companies in the late 1990s. This survey would later lead to the well-known concept of the 'war for talent'. The pertinent issue of succession planning is also covered because it is acknowledged that a failure to adequately plan for future talent requirements is the equivalent of leaving an organisation open to an enormous risk. There are clear findings that the most successful succession planning programmes are based on developing internal candidates. The latest research thinking and insights on how to manage the most productive employees or rather high-fliers in a company are also explored. There is a clear understanding that people make a definitive contribution to business success and the most talented individuals, who have the potential to contribute extensively, must not only be understood but should also be appropriately led. The availability of quality leadership is a key challenge facing organisations presently and into the future. The critical importance of leadership in modern organisations cannot be overstated. No talent management strategy is complete without paying special attention to the leadership talent within an organisation. This report therefore deals with new areas from which to source leaders in the context of a global shortage of leadership skills. It also looks at the creation of leadership brands and the benefits to a company of establishing a leadership brand. Particular attention is paid to the issue of succession planning and the leader's responsibility in this arena. The thorny and perpetual dearth and consequences of inadequate representation of women in the leadership ranks are also explored. The report also explores concepts around the development of talent. It is not sufficient for organisations to hire the best talent. Skills need to be kept sharp and relevant for companies to have sustainable success. An under-investment in the development of talent has enormous consequences for the future of an organisation. Toyota, one of the most successful companies in the world, is also analysed to evaluate the techniques that they use to create a culture of continuous learning which leads to a virtuous cycle of continuous improvement. Google is explored as a case study of the success that can be achieved when an entire organisation is designed around the concept of development and learning. The often-misunderstood and under-valued (by business leaders anyway) yet highly relevant topic of managing the organisational culture is also analysed. One critical aspect about building a winning culture is whether businesses have a culture that supports the ongoing changes facing the modern enterprise. Modern businesses need to be able to adapt faster and better to new challenges. A culture that manages change well is therefore a prerequisite to success. The most successful organisations in the world have demonstrated that there is a link between the culture that is followed by their employees and business success. We therefore examine and discuss the key components of a high performance culture. A number of case studies from businesses that have built impressive organisational cultures are also discussed.
AFRIKAANSE OPSOMMING: Hierdie navorsingsverslag bestaan uit 'n ontleding van die impak van talent of menslike kapitaal om sakesukses te verseker en organisasies 'n mededingende voordeel te gee. Dit ondersoek die literatuur, in besonder onlangse literatuur, en evalueer die jongste gedagterigtings en praktyk op die gebied van talentbestuur. Talentbestuur word uit vier perspektiewe ontleed, naamlik konvensionele aspekte van talentbestuur met insluiting van verkryging en opvolgbeplanning; leierskap; die ontwikkeling van talent en organisasiekultuur. Al vier aspekte moet ondersoek word as ons 'n holistiese begrip wil ontwikkel van die veld van talentbestuur. Organisasies wat gevorderde organisasiepraktyke op hierdie vier gebiede kan implementeer, pluk die vrugte uit die oogpunt van winsgewendheid vir hulle besigheid. Die verslag omvat ook die ontleding van 'n vernuwende oorsig oor die belangrikheid van talent vir 'n mededingende voordeel vir maatskappye in die laat 1990's. Hierdie oorsig sou later lei tot die welbekende konsep van die 'oorlog vir talent'. Die pertinente vraagstuk van opvolgbeplanning word ook gedek omdat daar aanvaar word dat 'n gebrek aan voldoende beplanning vir toekomstige talentvereistes dieselfde is as om 'n organisasie bloot te stel aan enorme risiko. Daar is duidelike bevindings dat die suksesvolste opvolgbeplanningsprogramme gebaseer is op die ontwikkeling van interne kandidate. Die nuutste navorsingsmenings en -insigte oor die bestuur van die produktiefste werknemers oftewel hoogvlieers in 'n maatskappy word ook ondersoek. Daar word duidelik begryp dat mense 'n bepalende bydrae maak tot sakesukses en dat die talentvolste individue, wat die potensiaal het om omvattende bydraes te maak, nie net met begrip behandel moet word nie maar ook toepaslike leiding moet ontvang. Die beskikbaarheid van goeie gehalte leierskap is 'n sleuteluitdaging waarvoor organisasies tans en in die toekoms te staan gaan kom. Die kritieke belangrikheid van leierskap in moderne organisasies kan nie oorbeklemtoon word nie. Geen talentbestuurstrategie is volledig sonder dat spesiale aandag gegee word aan die leierskapstalent binne 'n organisasie nie. Hierdie verslag behandel dus nuwe areas vir die verkryging van leiers in die konteks van 'n wereldwye tekort aan leierskapsvaardighede. Dit kyk ook na die skepping van leierskapshandelsmerke en die voordele wat die daarstelling van 'n leierskapshandelsmerk vir 'n maatskappy inhou. Daar word veral aandag gegee aan die kwessie van opvolgbeplanning en die leier se verantwoordelikheid in hierdie arena. Die moeilike en voortdurende tekort aan vroue in leierskapsgeledere en die gevolge van hierdie ontoereikende verteenwoordiging word ook ondersoek. Die verslag ondersoek ook begrippe rondom die ontwikkeling van talent. Dit is nie voldoende vir organisasies om die beste talent aan te stel nie. Vaardighede moet opgeskerp word en toepaslik bly vir maatskappye om volhoubare sukses te behaal. 'n Onderbelegging in die ontwikkeling van talent het enorme gevolge vir die toekoms van 'n organisasie. Toyota, een van die suksesvolste maatskappye ter wereld, word ook ontleed om die tegnieke te evalueer wat hulle gebruik om 'n kultuur van volgehoue leer te skep, wat lei tot 'n voortreflike siklus van deurlopende verbetering. Google word ondersoek as 'n gevalstudie van die sukses wat behaal kan word wanneer 'n totale organisasie ontwerp word rondom die konsep van ontwikkeling en leer. Die hoogs relevante onderwerp van die bestuur van organisasiekultuur word ook ontleed. Dit word dikwels misverstaan en onderwaardeer - deur sakeleiers in elk geval. Een kritieke aspek van die opbou van 'n wenkultuur is of besighede 'n kultuur het wat ondersteuning bied aan die voortgesette veranderinge waarvoor die moderne onderneming te staan kom. Moderne besighede moet vinniger en beter by nuwe uitdagings kan aanpas. 'n Kultuur wat verandering goed bestuur, is dus 'n voorwaarde vir sukses. Die suksesvolste organisasies in die wereld het aangetoon dat daar 'n skakel is tussen die kultuur wat deur hulle werknemers gevolg word en sakesukses. Ons ondersoek en bespreek dus die sleutelkomponente van 'n hoeprestasiekultuur. 'n Aantal gevalstudies van besighede wat indrukwekkende organisasiekulture opgebou het, word ook bespreek.
3
Carolin, Karin, und Anna Freiholtz. „From big bang to something for everyone : Investigating potential synergies between talent management and sustainable innovation“. Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-21995.
Der volle Inhalt der QuelleAnnotation:
Background: Talent management and sustainable innovation are two popular topics for research aswell as two common focus areas for companies. Both can be seen as cost drivers or as somethingthat is crucial for the success and survival of the company. Objectives: Investigating potential synergies connected to integrating sustainable development intalent management programs and answering the question how companies present in the Swedishmarket use sustainable innovation in their talent management strategies. Methodology: Semi-structured interviews with employees at both large and medium sizedcompanies. Interviews are recorded, transcribed, and then analyzed with the help of the softwareNVivo. Results: The findings from this study answers to the question of how the most attractive mediumand large firms that operates in Sweden use sustainable innovation in their talent managementstrategies. They both use it as a theme in nano- and e-learnings and as one of the parts that defines atalented employee. Apart from this all interviewees also mention that sustainability is integrated ineverything they do, and therefore also indirectly included in talent management. Conclusions: The findings have theoretical as well as practical implications. The most attractivecompanies have to some extent included sustainable innovation in their work with talentmanagement and competence development. It is also interesting that the interviewees mentionsustainable innovation as an absolute must and that sustainability is integrated in their DNA. The interviewees also see their (talented) employees as a key factor for being able to achievesustainability and a sustainable business. Recommendations for future research: An in-depth study of one of the talent managementprograms at one of the companies that express that they also focus a lot of attention on sustainableinnovation to further investigate integration and/or explicit inclusion of sustainable innovation intalent management programs. Keywords: Talent management, Sustainable innovation
4
Selvanathan, Tharshanan. „The appliance of the concept of sustainability in human resource management in the corporate sector in Germany“. Doctoral thesis, Universitat Politècnica de Catalunya, 2018. http://hdl.handle.net/10803/663910.
Der volle Inhalt der QuelleAnnotation:
Decline of resources, increasing expectation of stakeholders and radical transparency imposed by new technologies urges multinational enterprises to define sustainability as an important driver, which affects Strategic and Human Resource Management. An organization’s corporate social performance becomes increasingly important in attracting highly educated applicants with a high level of job choice, often a source of competitive advantage in the human resource area.
This research investigates the usage of the concept of sustainability in Human Resource Man- agement in Germany. Hypotheses were derived, an empirical content analysis was executed and 8745 job advertisements analyzed on sustainable patterns. Annual reports and sustainability reports of organizations were evaluated on defining sustainability related targets in their compensation management. Personal interviews with Human Resource Managers of global market leaders were executed regarding the influence of sustainability in Human Resource Management.
Although the Executives of companies state that sustainability plays a major role in Human Resource Management there is a gap in implementation. Sustainability concepts were found in less than one third of all job advertisements. A minority of the investigated companies formulates sustainability related targets in their compensation management. The interviews of the HR Managers confirm the high relevance of sustainability of Human Resource Management but points out the reason for the lack of implementation as a deficit of specified training and development.
In order to attract highly qualified employees there is a need pointing out ecological, social and sustainable efforts by the company. By doing so the gap between Human Resource Management and Sustainability could be bridged and the term of Sustainable Human Resource Management practically applied.La disminución de los recursos, una mayor expectación de las partes interesadas y una transparencia radical impuesta por las nuevas tecnologías instan a las empresas multinacionales a definir la sostenibilidad como un factor importante, el cual afecta la gestión estratégica y de los recursos humanos. El rendimiento socio- empresarial de una organización es cada vez más importante para atraer candidatos con una excelente formación y un alto nivel de elección de empleo, lo cual suele ser una ventaja competitiva en los recursos humanos. Este estudio investiga el uso del concepto de la sostenibilidad en la gestión de los recursos humanos en Alemania. Se han derivado un número de hipótesis, se ha realizado un análisis de contenido empírico y se han analizado 8 745 ofertas de empleo. Se han evaluado los informes anuales y de sostenibilidad para definir objetivos relacionados con la sostenibilidad en la gestión de la remuneración. Se han realizado entrevistas con gerentes de RR. HH. de empresas líder a nivel mundial sobre la influencia de la sostenibilidad en la gestión de recursos humanos. A pesar de que los ejecutivos de varias empresas indiquen que la sostenibilidad juega un papel fundamental en la gestión de RR. HH., existe una brecha en su implementación. Se han encontrado conceptos de sostenibilidad en menos de un tercio de todas las ofertas de empleo. Una minoría de las empresas investigadas plantean objetivos relacionados con la sostenibilidad en su gestión de remuneración. Las entrevistas con los gerentes de RR. HH. confirman la gran importancia de la sostenibilidad en la gestión de recursos humanos pero señala como culpable de la falta de implementación un déficit en la formación y el desarrollo. Para poder atraer empleados altamente cualificados las empresas deben resaltar sus iniciativas ecológicas, sociales y sostenibles. Al hacer esto la brecha entre la gestión de recursos humanos y la sostenibilidad podría desaparecer y así aplicarse el término Gestión de Recursos Humanos Sostenible.
5
Guyot, Amelie M. L. „Spaces for enchantment and the unknown : fairy tales, complexity thinking and a search for new ways of dreaming : children-centred sustainable development“. Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/2523.
Der volle Inhalt der QuelleAnnotation:
Thesis (MPhil (Sustainable Development Planning and Management))--University of Stellenbosch, 2009.This research explores spaces for enchantment and the unknown, exploring our relationship to fairy-tales and alternative ways of dreaming that break from a modern worldview, using complexity thinking as lens. I conducted extra-mural group work with two groups of adolescents from disadvantaged backgrounds. I considered the world young people receive at a metaphysical level; the world they dream of, connect to and enact. My thesis is based on the premise that we must act towards a ‘sustainable unknown development’ that goes beyond modern deadly homogenisation. The research objectives were as follows: Firstly, to explore the relationship between dreams (about the future) and a sustainable future. Secondly, to reflect, based on the group’s holding-space, on our relationship to dreams. Thirdly, to reflect on possible alternative ways of approaching the unknown and enacting enchantment to create change. Fourthly, to explore the importance of imagination and creativity with regards to the above. I review literature pertaining to the affects of the modern paradigm, specifically in its fairy tale blueprinting form, on our world. I argue that this paradigm is currently dangerous to the earth as a living system; causing the oppression and abandonment of nature, the feminine, children and our imagination. Alternative ways such as states of ‘interbeing’, polycentric thinking, and the experience of thresholds and heterotopian spaces where differences meet, are considered. The importance of personal experience and imagination in building resilience and meaning in the unknown are emphasised. My research uses a practical design of ‘enchantment methodology’. Methodologically it tries to tackle some ontological questions, considering different approaches in which negotiation is possible at a metaphysical level. My findings were that although alternative approaches do exist they cannot be generalised in a modern thinking way. Beyond the modern numbness and the tantrums of breaking away from its devastating divides, is the potential of inner wisdom found in our own hearts. Recommendations are that more holding spaces are created to promote an alternative relationship to the unknown to nurture a sense of enchantment.
6
Dumse, Adonijah Lungile. „Talent management as a strategic imperative in generating sustainable shareholder value [electronic resource]“. Thesis, 2011. http://hdl.handle.net/10413/10437.
Der volle Inhalt der Quelle
7
Yeh, Mei Ling, und 葉美玲. „Talent Management and Sustainable Development of Enterprises-A Case Study for Multinational Engineering Company“. Thesis, 2016. http://ndltd.ncl.edu.tw/handle/2zhd56.
Der volle Inhalt der QuelleAnnotation:
碩士國立臺灣科技大學
企業管理系
104
In an era of globalization, rapid development and diversified competition, the competition among enterprises is also the competition of talents. C Group (case company), the engineering leader in Taiwan, is a Taiwan-Based indigenous engineering company. It has marched toward the Southeast Asia, the Middle East, India and other emerging markets to actively explore overseas projects since 2000. At present, its overseas projects account for about 45% of the whole projects. With more than 34 subsidiary corporations throughout the Asia, the Group has almost 7,000 employees, among which the overseas staff account for 40%. The increasing extension of overseas market makes the company face the following problems. First, the shortage of expatriate technicists. The proceeding of the integration process is exceedingly difficult for a project team. How to integrate the Group manpower to meet the business demands in current stage? Second, how to inherit the knowledge and experience of senior staff under the circumstance of international competitive pressure, M-form manpower structure and 20% of employees that is eligible to retire? How to improve professional skill and high quality personnel so as to become a world-class engineering group? Third, the low birth phenomenon and the wave of retirements expose the case company to warnings on the talent arrangement. It is an urgent affair for the case company to reasonably organize its personnel structure and improve the talent gap problem. In this study, the author expects to introduce varied talent management systems and different management issues through the investigation of this case company. Managers of international enterprises can then understand the possible problems in practical situations when introducing any of the human resources system to propose suggestions and orientation concerning management for reference.
8
Jamnadas, Riddhi. „Organização de recursos internos para o talento: estudo de caso Cisco Portugal“. Master's thesis, 2012. http://hdl.handle.net/10071/5371.
Der volle Inhalt der QuelleAnnotation:
A presente investigação tem o intuito de perceber como a gestão de talento está na
origem das vantagens competitivas de uma empresa tecnológica como a Cisco Systems
Portugal.
Para o efeito, optou-se por realizar uma entrevista (metodologia qualitativa) ao
Responsável de Recursos Humanos da empresa em estudo e uma análise documental
com o objectivo de compreender a estratégia e as práticas de gestão de talento
efectuadas pela Cisco, no actual contexto caracterizado pela mudança constante.
Tentou-se ainda perceber de que forma as práticas tornam esta empresa uma das
melhores para trabalhar, segundo o Great Place to Work Institute.
O estudo realizado comprova que há uma estratégia integrada de recursos humanos e
uma preocupação com a gestão de talento e que este facto está na origem das vantagens
competitivas sustentáveis da empresa. Para chegar a esta conclusão recorreu-se ao
modelo de VRIO, da autoria de Barney e Hesterly (2007). Foram descritas as práticas de
atracção, retenção e desenvolvimento de talento e como estas podem afectar o
desempenho organizacional. O recrutamento e selecção, o acolhimento, a formação, a
evolução de carreira, a gestão de desempenho, os benefícios e recompensas, as
iniciativas de responsabilidade social existentes e até mesmo a cultura da organização
são alguns dos aspectos em análise. Todas estas componentes, no seu conjunto, são
tidas pela empresa como factores que promovem a motivação, o commitment e o
desempenho além do expectável dos colaboradores.The current research aims at understanding how talent management is relevant to attain competitive advantage in a technology company like Cisco Systems Portugal. To achieve this goal, one interview (qualitative methodology) was applied to the Human Resources Representative in Portugal. The same way, a document analysis was conducted. The talent management strategy and practices performed by the company were described under the constant current changing context. Moreover, this study tried to perceive how talent management practices made Cisco one of the best places to work, according to the Great Place to Work Institute. Results showed that Cisco Systems Portugal has an integrated talent management strategy and that this is relevant to achieve sustainable competitive advantages. VRIO model (Barney and Hesterly, 2007) led the research to this conclusion. The model was used in order to understand if the internal resources were valuable, rare, inimitable and organized. Besides, the study also described how attract, retain and develop people can affect organizational performance. Recruitment and selection, training, career development, performance management, benefits and rewards, social responsibility initiatives and even the existing organizational culture, were some of the topics explored. The company acts as if the integration of the talent management practices promoted, ultimately, the employee’s motivation, commitment and performance beyond expectations.
Bücher zum Thema "Sustainable talent management"
1
The talent management handbook: Creating a sustainable competitive advantage by selecting, developing, and promoting the best people. 2. Aufl. New York: McGraw-Hill, 2011.
Den vollen Inhalt der Quelle finden
2
Russo, David F. 17 rules successful companies use to attract and keep top talent: Why engaged employees are your greatest sustainable advantage. Indianapolis: FT Press, 2009.
Den vollen Inhalt der Quelle finden
3
Russo, David. 17 rules successful companies use to attract and keep top talent: Why engaged employees are your greatest sustainable advantage. UpperSaddle River, N.J: FT Press, 2010.
Den vollen Inhalt der Quelle finden
4
Russo, David F. 17 rules successful companies use to attract and keep top talent: Why engaged employees are your greatest sustainable advantage. Indianapolis: FT Press, 2009.
Den vollen Inhalt der Quelle finden
5
Russo, David F. 17 rules successful companies use to attract and keep top talent: Why engaged employees are your greatest sustainable advantage. Indianapolis: FT Press, 2009.
Den vollen Inhalt der Quelle finden
6
Evergreen Talent: A Guide to Hiring and Cultivating a Sustainable Workforce. Red Wheel/Weiser, 2020.
Den vollen Inhalt der Quelle finden
7
Matuson, Roberta Chinsky. Evergreen Talent: A Guide to Hiring and Cultivating a Sustainable Workforce. Red Wheel/Weiser, 2020.
Den vollen Inhalt der Quelle finden
8
Weber, Karl, Edward E. III Lawler und Andrew Savitz. Talent, Transformation, and the Triple Bottom Line: How Companies Can Leverage Human Resources to Achieve Sustainable Growth. Wiley & Sons, Incorporated, John, 2013.
Den vollen Inhalt der Quelle finden
9
Weber, Karl, E. III Lawler Edward und Andrew Savitz. Talent, Transformation, and the Triple Bottom Line: How Companies Can Leverage Human Resources to Achieve Sustainable Growth. Wiley & Sons, Incorporated, John, 2013.
Den vollen Inhalt der Quelle finden
10
Weber, Karl, E. III Lawler Edward und Andrew Savitz. Talent, Transformation, and the Triple Bottom Line: How Companies Can Leverage Human Resources to Achieve Sustainable Growth. Wiley & Sons, Incorporated, John, 2013.
Den vollen Inhalt der Quelle findenBuchteile zum Thema "Sustainable talent management"
1
de Onzoño, Santiago Iñiguez. „Talent Management and Sustainable Companies“. In Cosmopolitan Managers, 203–21. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-137-54909-9_12.
Der volle Inhalt der Quelle
2
Ronnie, Linda, und Alison J. Glaister. „Talent Management Challenges for Women in South Africa“. In Sustainable Development Goals Series, 135–44. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-14857-7_13.
Der volle Inhalt der Quelle
3
Manolescu, Alina Angela, und Doina Danaiata. „Talent Management and Organizational Performance in Schools. A Case Study“. In Innovation in Sustainable Management and Entrepreneurship, 473–83. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-44711-3_35.
Der volle Inhalt der Quelle
4
Gitsham, Matthew. „The Changing Role of Business Leaders, and Implications for Talent Management and Executive Education“. In Managing Sustainable Business, 671–82. Dordrecht: Springer Netherlands, 2018. http://dx.doi.org/10.1007/978-94-024-1144-7_31.
Der volle Inhalt der Quelle
5
Kasahara, Tamiko. „How Do Japanese MNCs Identify Talent? The Neglected Role of Regional Headquarters in Global Talent Management“. In Management for Sustainable and Inclusive Development in a Transforming Asia, 139–62. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-8195-3_8.
Der volle Inhalt der Quelle
6
Atkins, Stephen, Lesley Gill, Kay Lion, Marie Schaddelee und Tonny Tonny. „How 21stcentury Knowledge Management can greatly improve talent management for sustainable water project-teams“. In Handbook of Knowledge Management for Sustainable Water Systems, 99–131. Chichester, UK: John Wiley & Sons Ltd, 2018. http://dx.doi.org/10.1002/9781119271659.ch5.
Der volle Inhalt der Quelle
7
Wu, Xin, und ZhiFeng Li. „The Study of the Talent Evaluation System Based on Multi-criteria Decision-Making Method of Grey Linguistic“. In Geo-Informatics in Resource Management and Sustainable Ecosystem, 141–46. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-45025-9_16.
Der volle Inhalt der Quelle
8
Wen, Ting, Jianming Cai und Liou Xie. „Research on the Relationship Among Urban Amenities, Talents and Urban Income in China: Structural Equation Model in Practice“. In Geo-Informatics in Resource Management and Sustainable Ecosystem, 578–85. Berlin, Heidelberg: Springer Berlin Heidelberg, 2016. http://dx.doi.org/10.1007/978-3-662-49155-3_60.
Der volle Inhalt der Quelle
9
Janošková, Mária, Iveta Ubrežiová und Katarína Čulková. „Talent Management as a Part of Sustainable Human Resources Management“. In Strategies for Business Sustainability in a Collaborative Economy, 347–69. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-4543-0.ch018.
Der volle Inhalt der QuelleAnnotation:
The development of knowledge society and the conception of human capital stimulated creation of a different view to human resources. The key factors of company success are not just material and financial sources; greater attention is given to talents. Human resources present most important strategic assets of a company. Employees that can be marked as “talents” have the greatest importance. Organizations receive talents differently, which is caused by different environments and conditions. Implementation of talent management in practice is not yet distinct, since there is a lack of process idea. The chapter focuses on an overview of the opinions of experts on talent management in literature, identification and evaluation of career building of employees in an industrial company in Slovakia, with suggestions on the application of a talent management model.
10
Baporikar, Neeta. „Sustainable Framework to Attract, Develop, and Retain Global Talent“. In Driving Multinational Enterprises Through Effective Global Talent Management, 50–74. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-2557-8.ch003.
Der volle Inhalt der QuelleAnnotation:
Effective talent management is essential for ‘competitive edge and future survival' (Marchington & Wilkinson, 2012, p. 200). Moreover, volatile economic context makes talent management more crucial to organisational success. Similarly attracting, developing and retaining talent particularly managerial, professional and technical in a sustainable way is herculean task indeed. With a growing problem of limited specialist and technical skills in the labour market there is definitely going to be escalated ‘war for talent', Both male and female leadership talent might be warranted for organisational success and economic development. There is also a considerable body of research suggesting a link between language, communication and how gender – and leadership – gets ‘done' in organisations. This chapter through grounded research and in depth literature review intends to discuss the current scenario and propose a sustainable framework to attract develop and retain global talent in particular. It is hoped that the chapter contributes and add to the talent management knowledge base.
Konferenzberichte zum Thema "Sustainable talent management"
1
Avakumovic, Julija. „TALENT MANAGEMENT IMPLEMENTATION IN ACTIVITIES OF HUMAN RESOURCE MANAGEMENT“. In 4th International Scientific Conference: Knowledge based sustainable economic development. Association of Economists and Managers of the Balkans, Belgrade, Serbia et all, 2018. http://dx.doi.org/10.31410/eraz.2018.415.
Der volle Inhalt der Quelle
2
Suryanarayana, Alamuri. „HR Competencies for Sustainable Change and Talent Management: Implications for HR Professionals“. In Annual International Conference on Human Resource Management and Professional Development. Global Science and Technology Forum (GSTF), 2012. http://dx.doi.org/10.5176/2251-2449_hrmpd12.50.
Der volle Inhalt der Quelle
3
Jovanović, Tatjana. „Driving Innovation Through Transformative HRM“. In Organizations at Innovation and Digital Transformation Roundabout: Conference Proceedings. University of Maribor Press, 2020. http://dx.doi.org/10.18690/978-961-286-388-3.23.
Der volle Inhalt der QuelleAnnotation:
In a World that is constantly and rapidly changing, innovation is found to be one of the very few sources of competitive advantage. Under such circumstances, it is of utmost importance to create foundation, a competitive base, which will enable innovation from within. This paper provides a portfolio of practical initiatives and discusses how they can drive and move forward company's transformation through the creation of a corporate culture that backs up innovation - all based on a combination of practical and academic experience obtained through the author’s broad professional engagement in multinational companies over many years. Particular emphasize is placed on a number of showcases in transformative human resource management that illustrate how, in practical terms, architecture of employees’ engagement and talent management could be established within an organization to drive a critical impact on the organization’s ability to create a sustainable company-wide culture of innovation.
4
Capello, Maria Angela, Cristina Robinson-Marras, Kankana Dubay, Harikrishnan Tulsidas und Charlotte Griffiths. „Progressing the UN SDGs: Focusing on Women and Diversity in Resource Management Brings Benefits to All“. In SPE Annual Technical Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/205898-ms.
Der volle Inhalt der QuelleAnnotation:
Abstract Gender equality in the energy sector is still a challenge for the timely attainment of the United Nations Sustainable Development Goal (SDG) 5 on empowering women. To enable solutions roadmaps, the UN Expert Group on Resource Management launched "Women in Resource Management" in April 2019. This paper summarizes the initiative's progress to date and how it maneuvered through the pandemic, delivering several quick wins benefitting women in oil and gas, geothermal, and mining. The initiative focuses on the energy sector (Oil & Gas, Renewables, Mining). As per the UNECE - Gender 2020 annual report, "The Women in Resource Management aims to determine achievable, global outreach goals to explore how resource management can help attain SDG 5, recognizing the importance to provide women and girls with, inter alia, equal access to education and decent work, and that their representation in economic decision-making processes will fuel sustainable economies and benefit societies". Work done till May 2021 includes:Review of a series of resource management projects to evaluate challenges and opportunities in enhancing performance from the perspective of gender.Selection of cases and country-specific study cases that exemplify how SDG 5 aims could be applied in resource management. The initiative deliverables and timeline for the future include:Dialogues on policy, aimed to boost gender participation in resource managementA network of women engaged in resource management projectsWebinars with global outreachIssue recommendations for the consideration and incrementing the participation of gender in resource management A comparison of critical elements considered diagnostic for women's empowerment such as female workforce percentages, participation of women in leadership and technical roles across several segments of resource management will be assessed per region with a global outlook. Other indicators valuable for the proposed assessment will be shared in this paper covering communication programmes and tools, empowerment and knowledge-sharing workshops, strategies and frameworks to increase active participation and awareness of women and men on the importance of gender equality for the sustainability of the energy sector. The initiative's roadmap was shared to collectively join efforts in an initiative that needs to compel the related organizations and stakeholders to generate step-changing actions to attain SDG 5 by 2030 and fully benefit from the impacts of diversity and inclusion in resource management, which benefit the sector. The participation of women in technical, organizational and leadership roles in resource management is imperative to ensure the sustainability of the energy sector in actionable paths. The roadmap and quick wins shared in this paper will inspire governmental, private, not-for-profit, multilateral, and other organizations dealing with the complex objective of incrementing the participation of women in resource management. The pursuit of gender equality strategies enables the success of SDG 5, especially if done with a collaborative effort that creates social and economic value at a global scale. Immediate objectives of the future activities of this initiative are to shape teams to address and advance research, communication of best practices and opportunities in mining (minerals and U/To resources), Oil and Gas, Renewables (including groundwater) and Public Sector and Talent Development.
5
Zhao, Xibin, und Xin Yang. „The Sustainable Growth of Enterprise's Core Intellective Talents and Its Countermeasure - In Terms of Environment Supply“. In 2009 International Conference on Management and Service Science (MASS). IEEE, 2009. http://dx.doi.org/10.1109/icmss.2009.5305105.
Der volle Inhalt der Quelle
6
Zou, Shuzhen, Mengyu Sun, Weili Wang und Yu Zeng. „Difficulties and Countermeasures of Current Postgraduate Talents Training in Environmental Art Design Based on Sustainable Development“. In Proceedings of the 2019 3rd International Conference on Education, Management Science and Economics (ICEMSE 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icemse-19.2019.80.
Der volle Inhalt der Quelle
7
Belu, Radian, Richard Chiou und Tzu-Liang (Bill) Tseng. „Sustainable and Renewable Energy Undergraduate Research“. In ASME 2014 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2014. http://dx.doi.org/10.1115/imece2014-38362.
Der volle Inhalt der QuelleAnnotation:
Energy is a continuous driving force for the social and technological prospective developments and a vital and essential ingredient for all human transactions. The world is facing an energy “crisis”, due to limited fossil fuel resources, growing energy demand and population. All these facts led to and increased interests in renewable energy sources and green manufacturing. Equipping engineering students with the skills and knowledge required to be successful global engineers in the 21st century is one of the primary objectives of academic educators. Enabling students to practice self-directed learning, find design solutions that are sustainable, and helping them recognize that they are part of a global community are just of few of our educational goals. Project-based learning provides the contextual environment making learning exciting and relevant, providing opportunities to explore technical problems from systems-level perspectives, with an appreciation for the inter-connectedness of science principles. The quest for knowledge is the driving force behind education no matter what field is being studied. This means a lot of reading from textbooks, completion of assignments, exams, lectures but quite little of this work involves original research. Active research experience is one of the most effective ways to attract and retain talented undergraduates in science and engineering. At our institutions, we are regularly modifying curriculum content to embrace sustainability and green energy concepts in learning outcomes. However this crosses over between a numbers of multi-disciplinary, multidimensional study areas that include philosophy and ethics. Consequently a major challenge for us is to encourage engineering students whose primary focus is purely technical to include sustainability and renewable energy topics in their designs. To join into this effort of equipping the future engineers and technologists with renewable energy background, we developed a set of project-based courses related to these topics and include them also in our senior project design course sequence. The main objectives of these curricula changes are to provide students with theoretical and practical knowledge reinforced by hands-on experience. These projects are also good examples of multi-disciplinary cooperation of different engineering disciplines as well as providing valuable hands-on and research experience. This paper presents the changes in the course structure, sample of projects, student survey of the course, as well as plans and expectations for future success. We are also discussing here the project team structure, plan and management, component selection, system simulation, and experimental result.