Um die anderen Arten von Veröffentlichungen zu diesem Thema anzuzeigen, folgen Sie diesem Link: Sustainable talent management.
Zeitschriftenartikel zum Thema „Sustainable talent management“
Geben Sie eine Quelle nach APA, MLA, Chicago, Harvard und anderen Zitierweisen an
Machen Sie sich mit Top-50 Zeitschriftenartikel für die Forschung 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.
Sehen Sie die Zeitschriftenartikel für verschiedene Spezialgebieten durch und erstellen Sie Ihre Bibliographie auf korrekte Weise.
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.
11
Li, Earnest. „A case study of the critical success factors for organizational change of a public listed corporation“. Public Administration and Policy 21, Nr. 2 (05.11.2018): 152–65. http://dx.doi.org/10.1108/pap-10-2018-010.
Der volle Inhalt der QuelleAnnotation:
Purpose The purpose of this paper is to explain how an organization can achieve successful change implementation with Kotter’s eight-step organizational change model and 3-H (heart–head–hand) theory. Design/methodology/approach With the case study approach, the author recollects his career experience in Hong Kong Broadband Network Limited from 2007 to 2011 to find out why and how the top management can balance 3-H factor to bridge the “knowing” and “doing” gap to engage right talents and motivate them to achieve peak performance and company goal. Findings To create talent culture, the company implemented two policies including Mini-CEO management and Talent Engagement Department. The former is a vertical management model to empower and enable department heads. The latter is a way to change the role of human resources department from passive to proactive. Originality/value The implications of this case study are to encourage public and private organizations to rethink the factors including talent development and empowerment that can have a positive impact on innovative work behavior. Moreover, organizations can rediscover the value of “unique” talent culture as a sustainable competitive advantage.
12
Magbool, Mohamad Abu Huzaifah bin, Azlan Amran, Mehran Nejati und Krishnaswamy Jayaraman. „Corporate sustainable business practices and talent attraction“. Sustainability Accounting, Management and Policy Journal 7, Nr. 4 (07.11.2016): 539–59. http://dx.doi.org/10.1108/sampj-06-2015-0042.
Der volle Inhalt der QuelleAnnotation:
Purpose This study aims to investigate whether organizations can leverage on their sustainable business practices to attract valuable talents to gain competitive advantage over their competitors. Design/methodology/approach Using factorial design, the authors conducted an experiment to assess the attractiveness of an organization in line with the social identity theory, based on the Bursa Malaysia corporate social responsibility (CSR) framework attributes (including environmental performance, community relation, workplace and marketplace performance). Findings The findings of the current study supported the notion of social identity theory, as study subjects were attracted more to organizations with high corporate sustainable business (CSB) practices than organizations with low CSB practices. Specifically, findings of the current study revealed that job applicants have a higher intention to join and willingness to accept a job offer from organizations with more sustainable business practices. Research limitations/implications This study is limited by its sample size and selection, self-reported measures and its cross-sectional nature. Practical implications Understanding the most preferred attribute of CSB practices will enable organizations to focus their valuable resources rightfully to market their CSR efforts for obtaining higher organizational attractiveness and competitive advantage. Social implications As many organizations perceive sustainable outcomes to be costly, demonstrating the positive link between CSB practices and organizational attractiveness for talents warrants a win-win paradigm. Originality/value Talented workforce is essential for differentiating an organization from its competitors. As human resources are mostly unique and non-imitable, it has been recommended as a newly minted strategy to enable organization to achieve sustainable competitive advantages.
13
Zbuchea, Alexandra. „The value of knowledge management in cultural entrepreneurship“. Proceedings of the International Conference on Business Excellence 14, Nr. 1 (01.07.2020): 636–45. http://dx.doi.org/10.2478/picbe-2020-0060.
Der volle Inhalt der QuelleAnnotation:
AbstractAlthough the concept seems to be self-explanatory and increasingly more people with various artistic talents or a special interest in arts & culture endeavor themselves in various business-like activities, while culture is praised increasingly more as a key towards sustainable development of the contemporary society, cultural entrepreneurship is not a familiar presence in the academic inquiries. The main associations considered when talking about cultural entrepreneurship are the ones with talent, creativity, cultural innovation. Another aspect analyzed by the literature is the relationship to financial education and skills. The relevance of all these elements is obvious. Maybe less straightforward is the need for knowledge management in the field of cultural entrepreneurship since talent and culture are in many contexts considered apart from knowledge. Nevertheless, knowledge management should be a sine-qua-non component of the business strategy of a cultural entrepreneur considering the competitive advantages it could generate. To unveil the known relationships between knowledge management and cultural entrepreneurship, the present research develops a narrative literature review. The results point out the limited understanding of cultural entrepreneurship, including the role knowledge management might play in cultural enterprises.
14
Bratton, Andrew. „The role of talent development in environmentally sustainable hospitality“. Worldwide Hospitality and Tourism Themes 10, Nr. 1 (12.02.2018): 69–85. http://dx.doi.org/10.1108/whatt-10-2017-0069.
Der volle Inhalt der QuelleAnnotation:
Purpose The purpose of this paper is to examine the role of strategic talent development in supporting environmental management in the hospitality sector, as well as exploring its practical implications. Design/methodology/approach This paper examines a single public sector case study in the hospitality industry, a National Health Service conference centre. This case is part of a larger study in which qualitative and quantitative data were collected in six public and private sector workplaces in Scotland. Findings The findings emphasise the key role of leaders as change agents, and in promoting sustainability and encouraging workplace low-carbon behaviours. The findings demonstrate that an inclusive approach to talent development can play a key role in creating a pro-environmental culture and can significantly contribute to the long-term environmental sustainability of organisations. Research limitations/implications The scale of the research is limited to one public sector case study and restricted to the Scottish hospitality industry. Extending the research to multiple case studies in both the public and private sector in Scotland would be useful. Practical implications This paper makes recommendations about the role of line managers, blended learning strategies, organisational culture and employee participation in supporting workplace learning for sustainability. Originality/value This paper examines the role of strategic talent development in supporting environmental sustainability in the hospitality industry and provides unique insight for both academics and practitioners into a single public sector case study.
15
Mohapatra, Mamta, und Priyanka Sahu. „Building a Sustainable Talent Acquisition Model in a Dynamic Business Environment“. International Journal of Human Capital and Information Technology Professionals 9, Nr. 3 (Juli 2018): 42–52. http://dx.doi.org/10.4018/ijhcitp.2018070103.
Der volle Inhalt der QuelleAnnotation:
This article describes how rapid globalization, changes in the technology landscape, and changes in the way people manage organizations, have increased the need for competent workforce who could be a source of sustained competitive advantage for the organization. Thus, companies specifically in IT/ITES sector are investing huge amount of time, money and resources to build their talent acquisition strategy. Recruitment has mostly been a reactive approach and organizations generally scout for candidates only when there is vacancy. This article attempts to introduce the concept of sustainable talent acquisition to ensure steady supply of talent to meet future needs of an organization. Authors have tried to incorporate the idea of three pillars of sustainability – environmental, social, and economic into the recruitment landscape and to build an action plan to speed up hiring process and improve cost efficiency. Authors believe that environmental sustainability can be achieved by constantly gauging talent demand and ensuring steady supply, social sustainability can be met by engaging talent pool to build long term relationships and economic sustainability can be attained by effectively using data to ensure cost effective hiring. Taking the example of a study conducted to optimize recruitment funnel in an ITES company, authors have explained how analytics can help achieve desired results.
16
Mitosis, Konstantinos D., Demetris Lamnisos und Michael A. Talias. „Talent Management in Healthcare: A Systematic Qualitative Review“. Sustainability 13, Nr. 8 (16.04.2021): 4469. http://dx.doi.org/10.3390/su13084469.
Der volle Inhalt der QuelleAnnotation:
Talent Management (T.M.) constitutes a modern and emerging research area in Human Resources Management (HRM). Using a systematic literature approach, we searched in Talent Management literature in the healthcare sector context. We conclude that the number of related studies is minimal. The benefits of implementing Talent Management strategies in healthcare organizations are essential for the organization’s sustainable development and the talented staff and healthcare services patients. Our goal is to undertake a systematic literature review to identify these factors related to talent management practices suitable for healthcare organizations and professionals. We have conducted, according to PRISMA guidelines, a systematic literature review (2010–2020) in the electronic databases PubMed, CINAHL, Cochrane Database of Systematic Reviews, Health Source/Nursing Academic Edition. Search terms related to T.M. were (“Talent Management” AND “Talent Healthcare”). Strict inclusion and exclusion criteria were set for observational studies, while grey and unpublished literature, uncontrolled studies, protocols, commentaries, and conference proceedings were excluded. All included items were assessed for their quality according to set criteria. Six hundred and eighty-four studies were identified, of which 24 met the requirements. The resulting Talent Management Factors were grouped into nine categories: Programming, Attraction, Development, Preservation, Performance Assessment, Work Climate, Culture, Succession Planning, and Leadership. Based on these factors, we provide a holistic picture of the referred domain’s leading developments. The paper determines the Talent Management factors and explains what happens in practice. In this way, we contribute to building a theoretical framework for T.M. in terms of the organizational context.
17
Martínez-Morán, Pedro César, Jose Maria Fernández-Rico Urgoiti, Fernando Díez und Josu Solabarrieta. „The Digital Transformation of the Talent Management Process: A Spanish Business Case“. Sustainability 13, Nr. 4 (19.02.2021): 2264. http://dx.doi.org/10.3390/su13042264.
Der volle Inhalt der QuelleAnnotation:
The digital transformation means that companies are redefining the process of talent management. Previous models involved functions, practices and processes that ensured a correct flow of employees towards key positions or a generic talent management view. The digital breakthrough, together with the growing panorama of competition for talent in the market, requires a different focus to enable well-grounded and agile decision-making processes in a sustainable world. The current research considers the functions that applied research has established as the limits of talent management, and that are the key topics in an employee life cycle, namely, talent attraction and acquisition, training, evaluation, and development. In addition, new tools such as employee advocacy and/or brand ambassadors have been added towards to draw conclusions about the future trends of talent management. This article examines the employee life cycle of talent attraction, and acquisition, training, evaluation, and development in the study of the main digital tools utilized in the Spanish market, by both national and multinational corporations. The results indicate that future investments are needed to correlate the digital tools and take advantage of a better employee life cycle management. The main results show a rapid increase in the number and variety of tools used in the talent acquisition process, an expanded use of social networks to enhance the scope of those processes, and conversely, a minor use of digital tools for both talent development and talent retention processes.
18
Khatwani, Ritesh, und Deepika Pandita. „Sustainable Careers: Creating a framework of talent acquisition practices“. International Journal of Business and Globalisation 31, Nr. 4 (2022): 1. http://dx.doi.org/10.1504/ijbg.2022.10040016.
Der volle Inhalt der Quelle
19
Gorbunova, A. Yu, Yu V. Gorbunov und L. N. Mezhova. „CREATING AN INTERNAL SOURCE OF SUSTAINABLE ECONOMIC GROWTH OF THE ORGANIZATION ON THE BASIS OF TALENT MANAGEMENT“. Economics Profession Business, Nr. 2 (11.06.2021): 36–43. http://dx.doi.org/10.14258/epb202120.
Der volle Inhalt der QuelleAnnotation:
In the face of intensifying external changes, organizations, looking for sustainable sources of economic growth, increasingly pay attention to internal factors. Among these internal (endogenous) factors, the presence of highly intelligent, talented workers is becoming increasingly important, taking into account the transition of the economy to the post-industrial stage of development. Formation of a team of such employees and their effective management requires the presence of special methods and approaches. In management, as a response to this request, a separate method of personnel management and employee development has developed — talent management. The purpose of the study is to study the features and prospects of the talent management method to ensure the economic growth of an organization based on internal sources in the context of the post-industrial stage of economic development. The result of the research is to study the process of implementing the talent management method in an organization. The scientific novelty of the research lies in the study of the possibilities of fragmentary use of this method, taking into account the limited resources and capabilities of the organization. The conclusion is made about the positive results of the limited use of the talent management method for individual subsystems of the organization, which shows the availability of this method for use in a shortened, truncated version for Russian organizations experiencing a shortage of resources.
20
Ali, Muhammad, SHEN Lei und Syed Talib Hussain. „Relationship of External Knowledge Management and Performance of Chinese Manufacturing Firms: The Mediating Role of Talent Management“. International Business Research 10, Nr. 6 (25.05.2017): 248. http://dx.doi.org/10.5539/ibr.v10n6p248.
Der volle Inhalt der QuelleAnnotation:
For the competitive market, both talent management and knowledge management of employees are key primary resources in organizations. While it is well known that in today's emerging economy, intangible resources like knowledge and human capital seem as the soul of survival; few studies have examined the effect of external knowledge management and talent management strategies in Chinese manufacturing firms. This study tries to bridge this gap by examining the importance of external knowledge management and talent management, Moreover, how this consequence can affect in particular industry for the economic growth of China? Total 249 responses were collected through structured questionnaire from manufacturing organizations located in Shanghai and Suzhou, China. PLS-SEM techniques via Smart-PLS (3.2.4) software has been used to test and validate proposed model and the relationships among the hypothesized constructs. The findings of this study show that external knowledge management (E-KM) and talent management both contributes positively to the performance of manufacturing firms. Moreover, talent management as mechanism demonstrated strong mediation effects between E-KM and performance. In researchers' point of view and results revealed the evidence by linking E-KM with TM-OP and TM as a mechanism between E-KM and OP. Such insights may helpful for managers to target sustainable current and future growth of the organizations and also, to overcome the shortage of talented and qualified worker’s issues in fast-growing emerging economies.
21
Swart-Opperman, Christina, Claire Barnardo und Sarah Boyd. „Namib Mills Group: managing talent in a Namibian food production business“. Emerald Emerging Markets Case Studies 10, Nr. 4 (29.10.2020): 1–23. http://dx.doi.org/10.1108/eemcs-01-2020-0022.
Der volle Inhalt der QuelleAnnotation:
Learning outcomes The learning outcomes are as follows: to understand why talent management is a vital component of a company’s broader strategy for long-term operational excellence; to understand the impact of generation, life stage and career stage on an employee’s professional needs, goals and expectations of their firm; to understand how organisational culture contributes, in this case, to ineffective people management practices; and to develop a talent management strategy: new policies, processes or practices that will address the identified issues and create a sustainable pipeline of talent. Case overview/synopsis This case finds the successful agro-processing firm Namib Mills in a state of internal tension in April 2019. As Namibia’s premier supplier of staple food products, Namib Mills is performing well in a struggling economy. Then yet, CEO Ian Collard is concerned that his senior management team is not exhibiting the kind of leadership and strategic management needed to take the company into the future. As Ian examines the issue further – with the aid of a report from an external consultant – he begins to see that the weaknesses of his senior managers, who are prone to micromanaging and poor communication, are part of a bigger issue of talent management in the firm. The junior employees, who are energetic and ready to innovate, are growing restless as they wait for career growth and promotion opportunities. The rising leaders in middle management are also struggling to break through. Ian must confront how organisational culture and generational diversity within this family-owned business have created talent management barriers and develop a strategy for sustainably developing employees into the leaders of the future. Complexity academic level This case is designed for a master’s level management program and is well-suited for courses that deal with organisational behaviour, people management or human resources management. Specifically, the case is aimed at students interested in talent management, generational diversity and organisational culture. Subject code CSS 6: Human Resource Management.
22
TETIK, Selman, und Halil ZAIM. „Effects of Talent Management Practices on Organizational Engagement: A QuasiExperimental Study“. Eurasian Journal of Business and Economics 14, Nr. 27 (30.05.2021): 91–109. http://dx.doi.org/10.17015/ejbe.2021.027.06.
Der volle Inhalt der QuelleAnnotation:
Talent management (TM) is considered a strategic tool to gain a sustainable competitive advantage for organizations. This study aims to explore the effects of TM practices on the engagement level of employees. A field study has been conducted within a Turkish holding to analyze the effects of TM. However, the scope of the study is restricted to the administrative departments within the headquarters of the holding. A quasi-experimental design is developed to conduct the research, and two groups are designated as the talent and the control groups for the study. Data is collected via surveys on the members of both groups before and after the intervention. Interviews are conducted during the intervention process, a talent matrix and a talent grid are developed, and the development practices are offered and partially implemented. In order to investigate the impact of TM on employees' organizational engagement, the means (averages) of two groups are compared before and after the implementation of TM program. We tried to determine if the difference is statistically significant or not. The research findings reveal a significant difference in the employees' organizational engagement level between the talent group and control group before and after the implementation of TM program. This result indicates that TM strategy has a significant positive impact on employees' engagement
23
McCartney, Claire. „Fighting back through talent innovation“. Human Resource Management International Digest 18, Nr. 3 (08.06.2010): 16–18. http://dx.doi.org/10.1108/09670731011040326.
Der volle Inhalt der QuelleAnnotation:
PurposeEarly last year, the CIPD released survey findings exploring how talent management strategies are being affected by the current uncertain economic backdrop and how important talent management is to organizations when things get tough. The reason for surveying on this topic was not to further contribute to the negativity awash in the media, but rather to focus on some of the positive measures that organizations can take in response to the economic challenges.Design/methodology/approachThis research pulls together the experiences of ten diverse organizations (including International Personal Finance, BT, Tesco, the National Leadership and Innovation Agency for Healthcare, Gala Coral Group, Stanza, NPIA, National Express, Standard Chartered and the Borough of Tower Hamlets).FindingsAlthough the current economic climate has heightened the focus on short‐term business critical needs there is a strong recognition by all of the organizations featured, that short and longer term perspectives need to be carefully balanced. What's more organizations need to develop a sustainable approach to talent management which by its very nature, should be focused on developing the current but also the future talent and capability of the organization.Originality/valueThis second phase of research once again validates the messages from the “War on Talent”, namely that talent management becomes more not less important in a downturn. All of the organizations included in this research recognise the importance of talent management at this time more than ever in enabling them to meet both their immediate and longer‐term business critical needs.
24
Gulshani, Romana. „A Process Model of Talent Management in Structurally Ambidextrous Organisations“. NHRD Network Journal 12, Nr. 2 (April 2019): 135–44. http://dx.doi.org/10.1177/2631454119851986.
Der volle Inhalt der QuelleAnnotation:
In complex, volatile and unstable environments, organisations aim to effectively develop and retain their key talent to achieve sustainable advantage. Specifically, in the case of ambidextrous organisations which balance tension between exploration and exploitation, talent management (TM) becomes critical. Continuing this stream of thought, the current study explores central questions associated with the role of TM in an ambidextrous organisation. Previous literature does not address the question of how TM facilitates ambidextrous learning in organisations. This conceptual article attempts to address the gap by suggesting a process model of TM in structurally ambidextrous organisations. The process model is explored further to arrive at some key research questions. The article also discusses implications of the research for practitioners.
25
Rajanadran, K. V. R. „Paradigm Shift of Organization: A Conceptual Approach“. Restaurant Business 118, Nr. 2 (25.02.2019): 51–53. http://dx.doi.org/10.26643/rb.v118i2.7622.
Der volle Inhalt der QuelleAnnotation:
Global companies has gone through many obstacles to survive in the business arena. Emerging technologies has also contributed the sustainable of the company. A conceptual approach was adopted in this research to know the company’s operation by know their paradigm shift towards the organizational needs or talent nor attitude. It is notice that company who is concentrate on organizational needs tends to relax on attitude and talent acquisition, Likewise, company who is paying attention towards talent acquisition and attitude tends to be soften towards organizational needs. Company can be successful unless the paradigm shift is balance equatorially.
26
Odegov, Yu G., M. N. Kulapov und P. A. Karasev. „Talent Management – the Tendencies of Development“. Vestnik NSUEM, Nr. 4 (31.12.2020): 10–20. http://dx.doi.org/10.34020/2073-6495-2020-4-010-020.
Der volle Inhalt der QuelleAnnotation:
In the industrial system, the organization of labor had to be carried out exactly according to the regulations and instructions written by the designer of the work. In the postindustrial economy, the ideology of labor organization is changing. At the dawn of postindustrialization, such concepts as «decent work», «humanization of labor», «rotation of work», «development of human resources», «enrichment of labor», etc. are widely used. At the same time, the trends of «professionalization of labor» and its autonomy began to appear. Step by step, the multi-disciplinary nature of labor grew, when from the post-operative Taylorist-Ford organization of labor began to move to a multi-operational, based on the combination of functions and professions. The emphasis is on creating holistic models of attractive decent work, reducing the distance between different categories of employees, primarily managers and workers. Unlike in the past, prevention, repair and reprogramming of equipment is assigned to the main staff. This indicates a flexible organization of not only production, but also labor. Thus, the employee is freed from the «dictates of machines» and bureaucratic instruction, and is given the freedom to choose decisions and actions while increasing responsibility and risk for the successful performance of work. It becomes the main link in the technological process. When creating new jobs, it is also necessary to take into account the fact that the employee entering the labor market is changing today. The quality of the labor force is improving: the employee’s educational level and competence are growing, and the process of development and training becomes continuous throughout life. The professional space of the employee is also developing, which is manifested in the emergence of new, sometimes hybrid professions related to receiving, transmitting, and processing information in its various forms and ensuring the sustainable development of the information environment. There is a transformation of the place and role of the employee in social production. These changes allow us to speak about the formation of a new type of employee, characterized by a high educational level, knowledge of information and communication technologies (ICT), having the skills to work with complex intellectual equipment, independent and creative thinking, activity and responsibility in their actions, high ability to self-organization, based on creativity in work, that is, the employee becomes creative. The new nature of work, manifests itself, on one side of individualization, it characterizes the weakening of relations of the employee with a certain social environment (workers become more mobile and less dependent on the firms in which they work), the conclusion of individual labour agreements, the personification of the system of motivation of personnel, and on the other – to increase the creative content of the work and turning it into a means of human self-realization. In this regard, the nature of employee management changes, since it becomes not only the object of management, but also its subject – an individual developing within a certain cultural tradition. Talent management, in contrast to HR processes, through which the operational management of personnel is carried out, focuses special attention on employees as the most important single asset that has a strategic focus. The article discusses the search for talented employees in the organization, highlights the characteristic features of modern approaches to managing them (employees), and in particular, the tools for this work, which are constantly being improved.
27
Odegov, Yu G., M. N. Kulapov und P. A. Karasev. „Talent Management – the Tendencies of Development“. Vestnik NSUEM, Nr. 4 (31.12.2020): 10–20. http://dx.doi.org/10.34020/2073-6495-2020-4-010-020.
Der volle Inhalt der QuelleAnnotation:
In the industrial system, the organization of labor had to be carried out exactly according to the regulations and instructions written by the designer of the work. In the postindustrial economy, the ideology of labor organization is changing. At the dawn of postindustrialization, such concepts as «decent work», «humanization of labor», «rotation of work», «development of human resources», «enrichment of labor», etc. are widely used. At the same time, the trends of «professionalization of labor» and its autonomy began to appear. Step by step, the multi-disciplinary nature of labor grew, when from the post-operative Taylorist-Ford organization of labor began to move to a multi-operational, based on the combination of functions and professions. The emphasis is on creating holistic models of attractive decent work, reducing the distance between different categories of employees, primarily managers and workers. Unlike in the past, prevention, repair and reprogramming of equipment is assigned to the main staff. This indicates a flexible organization of not only production, but also labor. Thus, the employee is freed from the «dictates of machines» and bureaucratic instruction, and is given the freedom to choose decisions and actions while increasing responsibility and risk for the successful performance of work. It becomes the main link in the technological process. When creating new jobs, it is also necessary to take into account the fact that the employee entering the labor market is changing today. The quality of the labor force is improving: the employee’s educational level and competence are growing, and the process of development and training becomes continuous throughout life. The professional space of the employee is also developing, which is manifested in the emergence of new, sometimes hybrid professions related to receiving, transmitting, and processing information in its various forms and ensuring the sustainable development of the information environment. There is a transformation of the place and role of the employee in social production. These changes allow us to speak about the formation of a new type of employee, characterized by a high educational level, knowledge of information and communication technologies (ICT), having the skills to work with complex intellectual equipment, independent and creative thinking, activity and responsibility in their actions, high ability to self-organization, based on creativity in work, that is, the employee becomes creative. The new nature of work, manifests itself, on one side of individualization, it characterizes the weakening of relations of the employee with a certain social environment (workers become more mobile and less dependent on the firms in which they work), the conclusion of individual labour agreements, the personification of the system of motivation of personnel, and on the other – to increase the creative content of the work and turning it into a means of human self-realization. In this regard, the nature of employee management changes, since it becomes not only the object of management, but also its subject – an individual developing within a certain cultural tradition. Talent management, in contrast to HR processes, through which the operational management of personnel is carried out, focuses special attention on employees as the most important single asset that has a strategic focus. The article discusses the search for talented employees in the organization, highlights the characteristic features of modern approaches to managing them (employees), and in particular, the tools for this work, which are constantly being improved.
28
Song, Malin, und Qianjiao Xie. „How does green talent influence China’s economic growth?“ International Journal of Manpower 41, Nr. 7 (04.12.2019): 1119–34. http://dx.doi.org/10.1108/ijm-08-2019-0378.
Der volle Inhalt der QuelleAnnotation:
Purpose The purpose of this paper is to analyze the influence of the green talent dividend on China’s economic growth and regional differences using a theoretical derivation of the Cobb–Douglas production function. Design/methodology/approach This study develops a measurement model with human capital based on Chinese inter-provincial panel data for 2001–2017, and analyzes the influences on economic growth of employees’ education level, per capita material capital, green labor participation rate and green jobs. The study explores the impact of the green talent dividend on regional economic growth for different regions. Findings Employees’ education level, per capita material capital, green labor participation rate and green jobs promote China’s economic growth. The dependency ratio hinders economic growth. The green labor participation rate impacts economic growth more than green jobs do. Furthermore, the scale of green talent in China and its dividend effect are regionally unbalanced. Therefore, to fully release the dividend of green talent, the green labor participation rate should be improved to promote the rational flow of talent among regions. Practical implications These findings shed light on the talent dividend, provide a theoretical basis for the formulation of relevant talent policies, and show that the demographic dividend can be transformed into the green talent dividend, which has practical significance for the sustainable development of China’s economy given its aging population. Originality/value This study provides a macro perspective on the green talent dividend’s impact on economic growth. The Cobb–Douglas production function in this study differs from the traditional micro perspective on green labor.
29
Rąb-Kettler, Karolina, und Bada Lehnervp. „Recruitment in the Times of Machine Learning“. Management Systems in Production Engineering 27, Nr. 2 (01.06.2019): 105–9. http://dx.doi.org/10.1515/mspe-2019-0018.
Der volle Inhalt der QuelleAnnotation:
Abstract How do socio-economic change and technological revolution change the way we manage people. How does the development of AI (Artificial Intelligence) affect the process of talent acquisition? The author will present the concepts of technological unemployment, creative class, millennials (generation Y), humanistic management, sustainable development, CSR and new managerial models in light of current social changes. Humanistic management as a broader concept, and humanistic talent attraction as its direct implication, will be presented as an answer to the current technological development. The author presents a narrower topic of human resources management but sees potential in the topic to develop a discussion on future of work in a broader sense.
30
Donald, William E., Yehuda Baruch und Melanie J. Ashleigh. „Striving for sustainable graduate careers“. Career Development International 25, Nr. 2 (05.12.2019): 90–110. http://dx.doi.org/10.1108/cdi-03-2019-0079.
Der volle Inhalt der QuelleAnnotation:
Purpose The purpose of this paper is to conceptually articulate the differing needs of graduates and graduate employers, which can be competing or complementary in nature. Drawing from theoretical frameworks of career ecosystems and the new psychological contract, a set of propositions are presented using three themes: career management, development of talent and technological change. Design/methodology/approach A conceptual design offering a conceptual model through adopting the career ecosystem and new psychological contract as a framework. Findings These propositions offer a new conceptual model, which provides a practical contribution by articulating sustainability of graduates’ careers through employability at the graduate level and competitive advantage at the employer level. Originality/value The paper offers important contributions to theory by connecting career management and vocational career literature through acknowledging shared constructs of life-long learning and sustainable employability for graduates. These two streams are often developed in parallel, thus this paper helps to bridge the gaps in respective research agendas. This paper therefore has the originality of helping to advance the fields of career theory and sustainable human resource management.
31
Sipa, Monika. „Diversification of Capabilities of Economies in the Field of Talent Management. Poland Against the Background of the European Union“. European Journal of Sustainable Development 8, Nr. 2 (01.06.2019): 268. http://dx.doi.org/10.14207/ejsd.2019.v8n2p268.
Der volle Inhalt der QuelleAnnotation:
Among the dilemmas of contemporary enterprises, regions and economies, there is a growing shortage of talent. The demand of the economies and enterprises for specific skills, competences and knowledge that shape their innovativeness and competitiveness is related to the responsible and sustainability human capital management. Attracting and optimizing human capital, which contributes to increasing productivity and prosperity of economies, requires appropriate potential that is built by thought-out and long-term activities within their policies. Therefore, the main objective of the study was to identify changes within the potential of the Polish economy in the context of talent management and to identify areas in which the largest differences are visible in relation to the average of the European Union. The assumptions and data from the Global Talent Competitiveness Index (GTCI) and the European Innovation Scoreboard (EC) were used in the research. The data from the years 2013-2018 were analyzed, with particular focus on skills, on the medium and high level (the output sub-index): Vocational and Technical Skills and Global Knowledge Skills. Key words: EU countries, GTCI, talent management, sustainable development, human capital.
32
Sahay, Pradeep. „Lean Six Sigma tools in the hiring process“. Strategic HR Review 14, Nr. 1/2 (13.04.2015): 22–29. http://dx.doi.org/10.1108/shr-06-2014-0040.
Der volle Inhalt der QuelleAnnotation:
Purpose – The purpose of this paper is to examine how “Lean” principles from the manufacturing world can be adapted to create a best-in-class recruiting function and demonstrate the causal connection between the “value-added” recruiting activity and positive business results. Design/methodology/approach – This concept paper is based on practitioner experience in leveraging Lean Six Sigma tools in improving the efficiency and effectiveness of the talent acquisition process. Findings – Talent acquisition today is an activity fraught with risks – Did we hire the right person, the right skills the right fit? – and has the maximum impact on an organization bottom line. It is more than just posting a requisition and making an offer, but a series of sourcing activities, branding efforts, assessment processes and on-boarding activities and more – all designed to help an organization answer these key questions and find talent relevant to its business context. Appraising some of the evolving best practices in talent acquisition within the larger ambit of talent management issues facing organizations at large underscores the need for a new way of thinking about talent management. Originality/value – Being more innovative in sourcing and recruiting can give organizations a sustainable competitive advantage with visible impact on the bottom line.
33
Johara, Fatema, Siti Rohaida Mohamad Zainal und Sofri Yahya. „Assessing a sustainable higher educational institution through talent management practices and Islamic work ethics“. International Journal of Sustainable Strategic Management 8, Nr. 1 (2020): 49. http://dx.doi.org/10.1504/ijssm.2020.10027237.
Der volle Inhalt der Quelle
34
Johara, Fatema, Sofri Yahya und Siti Rohaida Mohamad Zainal. „Assessing a sustainable higher educational institution through talent management practices and Islamic work ethics“. International Journal of Sustainable Strategic Management 8, Nr. 1 (2020): 49. http://dx.doi.org/10.1504/ijssm.2020.105604.
Der volle Inhalt der Quelle
35
Gunesh, Priya, und Vishwas Maheshwari. „Role of organizational career websites for employer brand development“. International Journal of Organizational Analysis 27, Nr. 1 (11.03.2019): 149–68. http://dx.doi.org/10.1108/ijoa-01-2018-1327.
Der volle Inhalt der QuelleAnnotation:
PurposeThe paper aims to demonstrate the utilization of banks’ career website for publicizing the employer branding strategy to enable effective strategic talent relationship management through talent attraction, engagement and retention.Design/methodology/approachA qualitative approach using purposive sample comprising HR professionals involving HR directors, reward managers and talent relationship managers, participated in semi-structured interviews.FindingsThis paper provides empirical insights on the use of career websites to disseminate the employer brand. The findings reveal the presence of recruitment orientation career websites across the banking sector. It also conveys HR practitioners’ suggestions for revamping the banks’ career websites to a more screening orientation approach for greater interactivity by both the internal and external talent pools.Research limitations/implicationsThe paper depicts the importance attributed around the utilization of career websites in promoting the employer brand by the HR community across the banking sector. It provides clear insights about the specific contents of career websites to enable sustainable talent attraction, engagement and retention.Originality/valueThis paper provides a qualitative insight to the study of employer branding and career websites. Whereas most previous research on career websites have been of a quantitative nature relying predominantly on fictitious websites, having mostly undergraduate students as research participants. This study contributes enormously to the existing literature and practice by unveiling the perceptions of HR professionals on the dissemination of the employer brand through the career website.
36
Adiwibowo, Trika Gunawan, und Paulina Harun. „ANALISIS EFEKTIVITAS TALENT DEVELOPMENT MELALUI COMPETENCY MAPPING DAN PENGARUHNYA TERHADAP CORPORATE PERFORMANCE“. Jurnal Ilmu Manajemen & Ekonomika 7, Nr. 2 (16.10.2018): 131. http://dx.doi.org/10.35384/jime.v7i2.85.
Der volle Inhalt der QuelleAnnotation:
The concept of business integration putting Human Resource (HR) as major capital to support company’s competitive advantage ability. Therefore in the current practice, effectiveness of the talent development role is a major concern for HR practitioners. On the other hand, competency mapping plays a significant and positive effect on the implementation of talent development strategy. The effectiveness of talent development can be achieved if the company/ organization can implement competency mapping program in order to determine the composition and measurement estimation of the company's HR quality. Implications of the talent development has significant and comprehensively affect the escalation of employee’s competency and employee’s productivity respectively. In addition, the escalation of employee’s competency and employee’s productivity will eventually positive effect on corporate performance.In general, this research focusing on mining contractor company in Indonesia shows that the result in line with the explanation above. There is a significant and positive relation among competency mapping, talent development, employee competeny, employee productivity and corporate performance. The role of competency mapping and talent development is not just for employee development, but in wider point of view this is a strategic goal to achieved business integration based on HR approach. The main implications from this research is shows that talent development is the solution for the company’s expectation related with the HR/ manpower qualities.Finally, the effectiveness of the role of competency mapping and talent development can be achieved if the Company (through corporate management) is committed to support its implementation. Business integration requires participation from all organization member, including HR pratitioners, employees and corporate management in order to achieve a sustainable advantage and synergy.Keywords : human resources (HR), competency mapping, talent development, employee competency, employee productivity, corporate performance
37
Deepa R und Rupashree Baral. „A Comprehensive Framework for Implementing an Effective Employer Brand Strategy“. Global Business Review 18, Nr. 3_suppl (26.04.2017): S75—S94. http://dx.doi.org/10.1177/0972150917693152.
Der volle Inhalt der QuelleAnnotation:
Employer brand strategy design and implementation are crucial for any organization, given the challenge of talent attraction and retention. Employer branding creates a sustainable relationship between an organization and its potential and existing employees by creating values for individuals, organization and the society at large. The primary objective of this study was to evaluate the feasibility of using a Business Model Canvas (BMC) template to map the employer brand strategy of an organization. The second objective was to use a survey research to map the elements of BMC such as value propositions and communication channels for the target employees who were the prospective talent pool. Other elements of BMC were explained based on the understanding of employer branding practices in Indian organizations.
38
Collings, David G., Kamel Mellahi und Wayne F. Cascio. „Global Talent Management and Performance in Multinational Enterprises: A Multilevel Perspective“. Journal of Management 45, Nr. 2 (23.08.2018): 540–66. http://dx.doi.org/10.1177/0149206318757018.
Der volle Inhalt der QuelleAnnotation:
The link between global talent management (GTM) and multinational enterprises’ (MNEs) performance has not been theorized or empirically tested. We develop a theoretical framework for how GTM links to performance at the headquarters (HQ), subsidiary, and individual employee levels. Using the resource-based view as a frame, we highlight the routines of pivotal positions, global talent pools, and a differentiated HR architecture as central to GTM. We show that at the HQ level, an MNE’s adoption of a global, multidomestic, or transnational strategy determines the objectives of the GTM system and significantly influences the performance of the enterprise. At the subsidiary level, the alignment between HQ intentions and subsidiary implementation of GTM routines is a key variable in our analysis. We consider the effects of these higher-level factors on individual performance through the lens of human-capital resources, focusing on how individual human capital can translate or amplify to a unit-level human-capital resource. We argue that through the vertical fit of these higher-level factors with GTM routines at a given level, an MNE can develop an effective GTM system and expect that to translate into sustainable performance aligned with objectives set at headquarters. The paper concludes with an agenda for future research.
39
Chillakuri, Bharat, und Ramanjaneyulu Mogili. „Managing millennials in the digital era: building a sustainable culture“. Human Resource Management International Digest 26, Nr. 3 (14.05.2018): 7–10. http://dx.doi.org/10.1108/hrmid-11-2017-0168.
Der volle Inhalt der QuelleAnnotation:
Purpose The purpose of this paper is to present strategies maximizing the millennial talent. The study focuses on finer aspects such as millennials interests, likes, risk tolerance level, and unhappiness at workplace. The paper also underlines that the generational differences in the workplace cannot be ignored but only has to be welcomed to build an organization that exhibits and promotes inclusive behavior. Design/methodology/approach The research design adopted for the study is exploratory in nature. The research analysis is based on the information/data collected from the journal articles, newspapers, and the various conferences and majorly from in-person discussions with the HR heads. Findings Millennials engage in discussions with their age group and peers, who are like-minded. They often tend to exhibit intolerance with incompatible and thus avoid talking to older generation workforce in the organization. While confronting them, they like to challenge the status quo and go beyond the conventional way of doing things. Research limitations/implications The findings and the implications reflect the perspective of millennials employed in the services industry. Further research can focus on other industries especially in the manufacturing sector, where the scope of innovation and doing different is limited. Practical implications Millennials express very little loyalty when compared to the older generations. Further, they also feel that they are underutilized and have greater potential to do more. Organizations should take every effort that the older generations help the millennials in understanding the work, invest time in coaching and development of their leadership skills. Originality/value The study presents an alternative in managing the millennials thereby maximizing their talent in the workplace.
40
Chaudhary, Richa. „Can green human resource management attract young talent? An empirical analysis“. Evidence-based HRM: a Global Forum for Empirical Scholarship 6, Nr. 3 (03.12.2018): 305–19. http://dx.doi.org/10.1108/ebhrm-11-2017-0058.
Der volle Inhalt der QuelleAnnotation:
Purpose The purpose of this paper is to examine the effect of perceived green human resource management (GHRM) on job pursuit intention (JPI) of prospective employees. In addition, an attempt was made to unfurl the underlying psychological mechanisms and illuminate the boundary conditions of the aforementioned relationship by proposing organizational prestige (OP) as mediator and environmental orientation (EO) and gender as moderators. Design/methodology/approach In total, 172 undergraduate engineering students of a reputed engineering institute in India constituted the sample for this scenario-based study. Direct, mediation, moderation and moderated mediation hypotheses were tested using hierarchical linear regression analysis and bootstrapping procedures in SPSS. Findings GHRM was found to relate significantly with JPI of prospective applicants and OP mediated the above linkage. EO was found to significantly moderate the association of GHRM with JPI. However, gender failed to add to the understanding of the above relationship. Practical implications By providing evidence on the psychological processes which the applicants engage in during employer selection, organizations will be able to form appropriate strategies for attracting talent to their organizations. Originality/value The study addresses the call for research to integrate the diverse disciplines of environmental management and human resource management and provides additional insights into human aspect of environmental sustainability. It advances the sustainable HRM literature by providing comprehensive understanding of how and when GHRM influences prospective employee outcomes.
41
Shamsa Al Mheiri, Fauzia Jabeen und Salam Abdallah. „Inhibitors of Talent Retention in UAE Public Healthcare“. International Journal of Business and Society 22, Nr. 1 (24.03.2021): 74–101. http://dx.doi.org/10.33736/ijbs.3163.2021.
Der volle Inhalt der QuelleAnnotation:
This paper aims to identify and rank factors that impact talent retention in the public healthcare sector in the United Arab Emirates. The study employs Analytic Hierarchy Process (AHP) methodology to rank factors affecting talent retention. Our AHP model features 6 criteria and 19 sub-criteria extrapolated from the literature. Data collection occurred through interviews with 18 employees, arranged into three groups: administrators, medical staff, and medical researchers from UAE-based public healthcare units. Collected data were interpreted and a priority vector assigned to each criterion and sub-criterion. It was found that recognition was the most important factor for retaining employees from the view of administrators. Career development and succession plan has the highest priority factor for medical staff. For researchers, sustainable practices were the most important factor for employee retentions. The paper suggests that differentiating retention strategies from one sample group to the other based on their profession helps policymakers and strategic HR planners deal with different pools of talent. The paper covers groups from the UAE public healthcare sector, offering material for further comparative studies with private sector, other service sectors, or from the healthcare sector in other regions. Employee retention in the UAE public healthcare sector is becoming a challenge, since the private sector often provides better employment opportunities. This paper provides a number of priority-ranked motivating factors based on different specialisms, to help employee retention.
42
Farooq, Miiro, Azam Othman, Mohamad Sahari Nordin und Mohd Burhan Ibrahim. „ANALYSING THE RELATIONSHIP BETWEEN SUSTAINABLE LEADERSHIP, TALENT MANAGEMENT AND ORGANIZATION HEALTH AS PREDICTORS OF UNIVERSITY TRANSFORMATION“. Journal of Positive Management 8, Nr. 1 (29.09.2017): 32. http://dx.doi.org/10.12775/jpm.2017.003.
Der volle Inhalt der Quelle
43
ÖZER, Kazım Ozan, Asim SALDAMLI und Hasan CİNNİOĞLU. „THE ROLE OF ORGANIZATIONAL COMMITMENT IN THE RELATIONSHIP OF STRATEGIC TALENT MANAGEMENT AND SUSTAINABLE COMPETITIVE ADVANTAGE“. Bolu Abant İzzet Baysal Üniversitesi Sosyal Bilimler Enstitüsü Dergisi 21, Nr. 1 (15.04.2021): 223–37. http://dx.doi.org/10.11616/basbed.v21i60671.896545.
Der volle Inhalt der Quelle
44
Denning, Stephen. „Ten Agile axioms that make conventional managers anxious“. Strategy & Leadership 46, Nr. 5 (17.09.2018): 10–16. http://dx.doi.org/10.1108/sl-06-2018-0061.
Der volle Inhalt der QuelleAnnotation:
Purpose While the principles of Agile management are simple, the implementation of the actual “Laws of Agile” is daunting to managers trained in the traditions and culture of hierarchical management. This article offers a context for the three laws. Design/methodology/approach Implementing Agile requires fostering a mindset that is fundamentally different from traditional preoccupations with profit maximization and hierarchical authority. Findings Agile is about generating instant, intimate, frictionless, low-risk, incremental value at scale. That’s the new performance requirement. Practical implications A growing number of companies, including those that have embraced the Agile mindset, believe the true purpose of a firm is to create customers and establish a sustainable relationship with them. Originality/value For leaders and managers this article offers radical insights. In an Agile organization, talent discovers strategic opportunities. Talent drives strategy. When the whole organization truly embraces Agile, instead of a steady state machine, the organization becomes an organic living network of high-performance teams. 10;
45
Malik, Kaenat. „The Mediating Role of Employer Branding Between Employee Satisfaction and Talent Management“. IBT Journal of Business Studies 15, Nr. 2 (2019): 75–94. http://dx.doi.org/10.46745/ilma.jbs.2019.15.02.06.
Der volle Inhalt der QuelleAnnotation:
In today’s competitive world, it has become difficult for organizations to manage and attract a talented workforce. In view of this most firms are using employer branding strategies to attract and retain the employees. In view of its importance, we have developed a new conceptual framework that has five direct hypotheses and three indirect hypotheses. We have collected data from 400 faculty members of the leading business institutes of Karachi. The questionnaire was adapted from the earlier established scales. Smart PLS 3.2 was used for data analysis. This study found that it is important for firms to forego old HR practices and adopt employer branding. The HR manager in the present era required to spend considerable time building the image of the firms by interacting with all the stakeholders of the firms. A strong brand image is not only attractive to new employees, but it also enhances the job satisfaction level of the existing employees. Employers branding promotes a conducive environment due to which employees’ satisfaction level increases but they also develop a sustainable relationship with firms. Thus both the employees and employers benefit from it.
46
Chillakuri, Bharat, und Rajendra Mahanandia. „Generation Z entering the workforce: the need for sustainable strategies in maximizing their talent“. Human Resource Management International Digest 26, Nr. 4 (11.06.2018): 34–38. http://dx.doi.org/10.1108/hrmid-01-2018-0006.
Der volle Inhalt der QuelleAnnotation:
PurposeThe purpose of this paper is to understand the characteristics of the cohort Generation Z and identify strategies for maximizing their talent. The study emphasizes that it is critical for the organization to revisit their strategies so as to accommodate this cohort group. With Generation Z entering the workforce, the nature of entry-level jobs is changing; hence, HR needs to redesign their strategies to attract and engage Generation Z.Design/methodology/approachThe research design adopted for the study is exploratory in nature. The research analysis is based on the information/data collected from the journal articles, newspapers and various conferences and majorly from in-person discussions with the Generation Z cohort group.FindingsGeneration Z believes in multitasking and likes to learn everything on their own, underscoring their individuality. They believe in doing more in less time, and thus, efficiency and effectiveness are attributed to be part of their DNA.Research limitations/implicationsIt has to be accepted that very little is known about Generation Z as they have just started to enter the workforce. The next two years will have this cohort joining organizations in entry-level jobs. Organizations have to carefully watch and redesign their strategies to effectively engage this group, as they have no choice except to accept the new generation.Practical implicationsThe literature on Generation Z is scanty, as much of the scholarly research is done in isolation. However, prior studies indicate that Generation Z is tech-savvy and wants everything connected. Organizations will be forced to accept technology as the preferred medium of communication when Generation Z enters the organization.Originality/valueThe study presents an alternative for managing the Generation Z, thereby maximizing their talent in the workplace.
47
A, ESTHER ZIONIA, und SATHYAPRIYA J. „Organizational Climate As Bedrock For Talent Retention“. Restaurant Business 118, Nr. 5 (12.05.2019): 132–42. http://dx.doi.org/10.26643/rb.v118i5.7998.
Der volle Inhalt der QuelleAnnotation:
India’s growth rate has been increasing in this global economy. Organization plays a major role in it. Every organization has some unique climate to satisfy the employees and to retain them. Organizational climate is considered a molar concept. In this highly competitive world, Employees are expecting management support and a friendly atmosphere in order to continue their career in their respective organization. Back in the year of 1930’s organization climate is a synonym for the corporate environment. Whenever employees feel they are not satisfied with the job and the climate of an organization, they are ready to switch over the job. Employee’s migration affected the organization, especially talented employees. To retain the talented employees every organization should look into each and every nook and cranny to satisfy the employees need. The organizational climate is one of the ways to retain talented employees. This research paper, therefore, identifies the role of organizational climate & Talent Retention in promoting sustainable development at organizations and identifies the relationship between organizational climate and talent retention, to find out the impact of talent retention on organizational climate and to identify the most preferred organizational activities offered by employers to retain a talented employee with particular reference to Chennai using descriptive survey research design. The research hypothesis was tested using Statistical tools such as Correlation, Multiple Regression, and Weighted Mean Average. 277 respondents were analyzed using a Systematic Random sampling method. The findings revealed that there is a relationship between organizational climate and talent retention. Internal Promotion & Friendly Environment influences more in an organizational climate to retain a talented employee. Flexibility & Physical comfort are the most preferred organizational activities offered by employers to retain a talented employee. Hence it is proved that organizational climates drive the talented employees to retain in the organization.
48
Necula, Sabina-Cristiana, und Cătălin Strîmbei. „People Analytics of Semantic Web Human Resource Résumés for Sustainable Talent Acquisition“. Sustainability 11, Nr. 13 (27.06.2019): 3520. http://dx.doi.org/10.3390/su11133520.
Der volle Inhalt der QuelleAnnotation:
The purpose of this study was to define a data science architecture for talent acquisition. The approach was to propose analytics that derive data. The originality of this paper consists in proposing an architecture to work within the process of obtaining semantically enriched data by using data science and Semantic Web technologies. We applied the proposed architecture and developed a case study-based prototype that uses analytics techniques for résumé data integrated with Linked Data technologies. We conducted a case study to identify skills by applying classification via regression, k-nearest neighbors (k-NN), random forest, naïve Bayes, support vector machine, and decision tree algorithms to résumé data that we previously described with terms from publicly available ontologies. We labeled data from résumés using terms from existing human resource ontologies. The main contribution is the extraction of skills from résumés and the mining of data that was previously described with the Semantic Web.
49
Khalil, Mohamed Hesham Madbouly Hussein, Heba Abdelghani Ismail Elsaay und Ayman Ahmed Ezzat Othman. „TALENT MANAGEMENT: A NOVEL APPROACH FOR DEVELOPING INNOVATIVE SOLUTIONS TOWARDS HERITAGE COMMUNITIES DEVELOPMENT“. International Journal of Architectural Research: ArchNet-IJAR 11, Nr. 3 (22.11.2017): 132. http://dx.doi.org/10.26687/archnet-ijar.v11i3.1400.
Der volle Inhalt der QuelleAnnotation:
Heritage communities in Egypt have continuously developed to sustain a history of millenniums. Developments have been focused on sustaining the physical heritage such as buildings and cities, yet ignoring the intangible heritage such as stories, memories and traditions of people. The results are deterioration of the developed physical heritage as a natural response of ignorance. Architectural Design Firms (ADFs) are responsible for developing innovative solutions that translate intangible heritage into sustainable projects. Such solutions require talented architects who are in need of being treated in a talented manner. Therefore, this paper aims to investigate the role of Talent Management (TM) as a novel approach for developing innovative solutions for Egyptian heritage communities’ development. In order to achieve this aim, a qualitative approach based on (1) literature review is used to investigate heritage development, creative industries, ADFs, motivation and TM and (2) a case study is collected and analysed to study the relationship between TM and intangible heritage preservation.
50
Situmorang, Soraya Agustina, Lelo Yosep Laurentius und Hendry Hartono. „Talent Mobility Program: Diagnostic Process and Facilitating Systemic Change at the Telkom Group“. Business Economic, Communication, and Social Sciences (BECOSS) Journal 2, Nr. 3 (28.09.2020): 251–56. http://dx.doi.org/10.21512/becossjournal.v2i3.6522.
Der volle Inhalt der QuelleAnnotation:
This study aims to understand that the talent mobility program in the Telkom group is a strategy, process and practice of human resources. This qualitative study evaluates the talent mobility program with the 2017-2019 CIPP (Context, Input, Process, Product) model in the Telkom Group. Data were collected through document studies, observations, questionnaires, FGDs from former program participants, program participants, and in-depth interviews with Telkom Group Human Capital Management Director, TELKOMSEL Vice President People Development, Telkom Indonesia International Finance & Human Capital Director, and Chair of the Trade Unions Telkom Group. Analysis and interpretation of data shows that (1) the program contributes to assessing the effects of the human resource strategy on the Telkom Group's business strategy; (2) The program has dynamic planning and human resource control so that it is integrated with the business strategy and critical position in the Telkom Group; (3) The program is a method of accounting for human resources, namely the calculation of investments made to recruit, evaluate and train the potential of top talent to create a sustainable competitive advantage of the Telkom Group; and (4) The talent pool system in the program serves to accommodate the recognition of the needs, goals, and achievements of the top talent in the Telkom Group. The findings lead to a recommendation that the long-term organization availability of the Telkom Group depends on this talent mobility program. This is because the talent mobility program is a diagnostic process and facilitates systemic change in the Telkom Group through human capital.