Talent management issues for multinational logistics companies in China: observations from the field

2012 ◽  
Vol 15 (3) ◽  
pp. 163-179 ◽  
Author(s):  
Yanhong Shi ◽  
Robert Handfield
Keyword(s):  
Talent Management ◽  
Management Issues

The Role of Culture in FDI in the PRC

2014 ◽  
Vol 5 (1) ◽  
pp. 37-45 ◽  
Author(s):  
Ramón J. Venero ◽  
Yunshan Lian
Keyword(s):  
Multinational Corporations ◽  
Direct Investment ◽  
Chinese Culture ◽  
Management Practices ◽  
Talent Management ◽  
Transaction Cost Theory ◽  
Republic Of China ◽  
Mode Of Entry ◽  
Management Issues

This paper examines the role that culture plays in Foreign Direct Investment (FDI) in the People's Republic of China (PRC). Using examples of inward FDI from mostly western Multinational Corporations (MNCs), the implication of Chinese culture, Transaction Cost Theory, and modes of entry are discussed. The authors suggest that the increase in, and the rate of direct FDI in the PRC (prior to the current worldwide economic crisis) raises important issues with respect to employment and talent management issues and organizations would be wise to consider the mode of entry and management practices if they are to be successful in China.

Talent Management: Issues of Focus and Fit

2008 ◽  
Vol 37 (4) ◽  
pp. 389-402 ◽  
Author(s):  
Valerie Garrow ◽  
Wendy Hirsh
Keyword(s):  
Talent Management ◽  
Management Issues

Talent Management in Small- and Medium-Sized Enterprises

2017 ◽  
Author(s):  
Marion Festing ◽  
Katharina Harsch ◽  
Lynn Schäfer ◽  
Hugh Scullion
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Talent Management ◽  
Multinational Companies ◽  
Economic Importance ◽  
Industry Clusters ◽  
Scarce Resources ◽  
Specific Definition ◽  
Management Issues

Despite the economic importance of small- and medium-sized enterprises (SMEs), talent management in this context is under-researched. The liability of smallness and scarce resources as typical features of SMEs require a specific definition and approach to talent management in this sector. The limited knowledge about talent management in SMEs indicates major challenges in attracting and retaining talent. We draw on the literature on human resource management (HRM) in SMEs, to put talent-management issues in a wider context. Furthermore, we outline HRM and talent-management networks and cooperation in industry clusters as a means for SMEs to join forces to compete with larger, multinational companies. However, this chapter also indicates that more research is needed in the field of talent management in SMEs.

The aging workforce raises new talent management issues for employers

2003 ◽  
Vol 23 (1) ◽  
pp. 55-66 ◽  
Author(s):  
Anna Rappaport ◽  
Ed Bancroft ◽  
Lauren Okum
Keyword(s):  
Talent Management ◽  
Aging Workforce ◽  
Management Issues

Cisco Switches in China: The Year of the Manager

2017 ◽  
pp. 1-26
Author(s):  
Lynn A. Isabella ◽  
Gerry Yemen
Keyword(s):  
Organizational Behavior ◽  
Team Building ◽  
Work Force ◽  
Talent Management ◽  
Global Context ◽  
Protecting Intellectual Property ◽  
Development Center ◽  
E Mail ◽  
Management Issues ◽  
Senior Engineer

Jan Gronski, managing director of the Cisco China Research and Development Center (CRDC), and Ivo Raznjevic, engineering director, set out to establish a new R&D facility in Shanghai, China. This case focuses on the building of a culture through human-resource practices while describing such steps as securing an appropriate building, assembling a work force, seeking appropriate projects, developing managers, building teams, evaluating performance, protecting intellectual property, and managing growth. The case presents specific challenges that arise regarding talent management: How does a manager overcome dramatic cultural differences within a diverse workgroup? Should a local female employee be promoted from a test engineer to a development manager? How should Raznjevic help his newest manager through his first encounter with Cisco's ranking system? What action, if any, should Raznjevic take regarding a senior engineer who sent out a controversial e-mail? This material highlights organizational culture and offers an opportunity for students to learn to recognize and manage difference. The case could be taught near the end of a term to serve as a review of organizational behavior at a graduate level or in an executive education program focusing on issues of team-building, growing managers from within, and related talent-management issues in a global context.

Talent management and unions

2019 ◽  
Vol 31 (10) ◽  
pp. 3838-3854 ◽  
Author(s):  
David Williamson ◽  
Candice Harris
Keyword(s):  
New Zealand ◽  
Talent Management ◽  
Employment Relations ◽  
Structured Interviews ◽  
Content Type ◽  
History Of ◽  
Hospitality Sector ◽  
Hotel Sector ◽  
Hotel Workers ◽  
Management Issues

PurposeThe purpose of this paper is to examine the Hotel Workers Union and its impact on talent management in the New Zealand hospitality sector using the corporatist framework drawing primarily on the works of Schmitter (1979) to construct a critical, historical employment relations approach.Design/methodology/approachThe data for this paper were gathered as part of a history of employment relations in the New Zealand hotel sector from 1955 to 2000. The main methods were, namely, semi-structured interviews and archival research.FindingsThis study found a historical employment environment of multiple actors in the employment relationship, with hotel unions playing a more complex and nuanced role to influence talent management in the New Zealand hotel sector. The paper suggests that neither the hotel union nor employers effectively addressed talent management challenges in this sector.Research limitations/implicationsThe study contributes detailed empirical knowledge about historical relationships between hotel unions and talent management issues in New Zealand.Originality/valueThe paper argues that applying a corporatist perspective to the history of the Hotel Workers Union and the issues of talent management that result from that history provides a unique and insightful contribution to the field

WORKING WITH HUMAN RESERVE MANAGEMENT — AS THE TECHNOLOGY OF MANAGEMENT OF TALENTS

2017 ◽  
Vol 6 (5) ◽  
pp. 47-51
Author(s):  
Андрей Кириллов ◽  
Andrey Kirillov
Keyword(s):  
Higher Education ◽  
Professional Development ◽  
Systematic Approach ◽  
Close Correlation ◽  
Talent Management ◽  
Working Population ◽  
Reserve Management ◽  
Career Growth ◽  
Management Technology ◽  
Management Issues

Support of the organization’s employees in personal and professional development and career growth, rational use of their potential in various directions and levels in the organization’s management system are the most important tasks that are called upon to solve the personnel reserve of management. To increase the eff ectiveness of this work, international experience in the sphere of talent management should be used, moreover, the author considers it expedient to consider work with the personnel reserve of the management as a talent management technology. The article considers the level of correlation of the processes of work with the personnel reserve of management and talent management, according to the opinion of employees of Russian organizations aged 21 and over who have higher education and discussed the feasibility of this approach. Primary empirical information was collected by a questionnaire survey of the working population (Moscow and Moscow region), aimed at a managerial career. The study found that the practice of talent management has become a strategically important component of the HR policy of any serious organization in Russia. However, not everyone realizes the importance of close correlation of the processes of work with the personnel reserve of management and talent management. The Russian theory of personnel management does not pay enough attention to talent management issues, and the practice of many Russian companies does not yet have a corresponding systematic approach.

Management Issues: Ethics and Clinical Productivity Pressures Under Managed Care

1997 ◽  
Vol 7 (3) ◽  
pp. 8-10 ◽  
Author(s):  
Becky Sutherland-Cornett ◽  
Bernard P. Henri ◽  
Brooke Hallowell
Keyword(s):  
Managed Care ◽  
Management Issues
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