Talent management practices in Italy – implications for human resource development

2012 ◽  
Vol 15 (1) ◽  
pp. 25-41 ◽  
Author(s):  
Marco Guerci ◽  
Luca Solari
Author(s):  
Badrya Abdullah Al-Skran

The study aimed to identify the effectiveness of talent management strategies in human resource development at the University of Taibah, And to develop the necessary scientific solutions and recommendations, which can contribute to enhancing the effectiveness of talent management strategies in human resource development. Using the descriptive approach, study sample consisted of 67 leader, the leader of the 95 representing the entire community of the original study, and88member of the faculty members out of 365. The study relied on questionnaire tool, included thirty-eight parts, distributed over four axes, polarization, the discovery, the professional development, and the retention. In addition to an open question. The study found a range of results, which are; The general grade of the effectiveness of talent management strategies in human resources development at the University of Taibah from the perspective of leaders and members of the faculty average, is a mean 3.13.The polarization strategy is the most effective in the talent management in the development of human resources at the University of Taibah, a mean 3.35. The second was professional development with an average (3.17) and third discovery with an average of (3.09) The retention strategy came to be the least strategy in the talent management effectiveness in human resource development at the University of Taibah, a mean 2.93.In light of the results , a number of recommendations and suggestions.


2016 ◽  
Vol 24 (4) ◽  
pp. 533-550 ◽  
Author(s):  
Elizabeth F Chapman ◽  
Faye A Sisk ◽  
Jeff Schatten ◽  
Edward W Miles

AbstractNumerous studies have investigated human resources as a source of sustained competitive advantage, indicating that the high-performance work systems created by certain human resource development and human resource management practices lead to greater firm performance. Though the mechanism by which this link exists remains a ‘black box,’ substantial evidence shows organizations benefit by adopting the human resource development and human resource management practices that lead to high-performance work systems. We discuss two divergent perspectives, institutional theory and resource-based view, and their impact on high-performance work systems. We argue that organizations adhering to tenets of institutional theory experience isomorphism in certain human resource development and human resource management practices, whereas resource-based view attributes create ways that firms differentiate their practices. We posit that to be competitive firms must balance the push–pull effect of institutional pressure with that of resource-based view differentiation.


1990 ◽  
Vol 16 (2) ◽  
Author(s):  
G. A. Smith ◽  
R. Erwee

Career management practices within a university context: The challenges facing universities in reaching their goals, necessitate the meticulous planning and execution of relevant human resource development actions. The importance of these actions in supporting a university's strategies are addressed. Present human resource planning and development practices are evaluated by means of a model, in order to establish the value of these actions in satisfying the goals and missions of the university.Opsomming Die uitdagings wat die nastrewing van hoer doelwitte aan die Universiteit stel, noodsaak die noukeurige beplanning en uitvoering van toepaslike mensekragontwikkelingsaksies. In hierdie artikel word die belangrikheid van hierdie aksies ter ondersteuning van gestelde strategiee in oenskou geneem. Huidige mensekragbeplanningspraktyke word aan die hand van 'n model geevalueer ten einde die waarde van die praktyke ter bereiking van die Universiteit se gestelde doelwitte en missie te bepaal.


2019 ◽  
Author(s):  
Negin Fallah Haghighi ◽  
Masoud Bijani ◽  
Morteza Parhizkar

Waterlines ◽  
1987 ◽  
Vol 5 (4) ◽  
pp. 2-5 ◽  
Author(s):  
John Austin ◽  
Horst Otterstetter ◽  
Fred Rosensweig

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