Talent management at Steelcase Manufacturing, Malaysia: managing high performance

2014 ◽  
Vol 4 (6) ◽  
pp. 1-10
Author(s):  
Rozhan Bin Othman ◽  
Wardah Azimah Sumardi
Keyword(s):  
Leadership Development ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
High Performance ◽  
Management Practice ◽  
Talent Management ◽  
Policy Options ◽  
Content Type

Subject area Human resource management and leadership development. Study level/applicability MBA course on Human Resource Management. Case overview This case present the talent management practice at Steelcase. It highlights the approach taken by the company in managing its high performers. The approach taken by Steelcase links leadership development with performance management and succession planning. It also describes the distinct characteristics that make the approach taken by Steelcase different from other companies that implement talent management. This case presents policy options that companies can consider in developing a talent management program. Expected learning outcomes Understand and describe the interconnection between various talent development activities. Compare and assess policy options in developing talent management programs. Analyze how Steelcase nurture a high performance culture among its employees. Describe the leadership behaviors Steelcase is seeking to develop among its leaders. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

The Empress

2016 ◽  
Vol 12 (1) ◽  
pp. 3-26
Author(s):  
Rebecca Wilson-Mah
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Performance Management ◽  
Performance Appraisal ◽  
Employee Engagement ◽  
Human Resource ◽  
Management Practice ◽  
Content Type ◽  
Performance Reviews

Synopsis This case encourages students to consider how they would communicate and support the implementation of a company’s policy for annual performance reviews. Analysis may include considering how to build commitment from line management for the process and practice of colleague performance reviews and an exploration of the relationship between appraisals and performance management, human resources (HR) strategy and business strategy. Managers may perceive that performance reviews are taking them away from the more important and pressing tasks that directly relate to their own performance on the job – and not appreciate the strategic significance of the appraisal process. Research methodology Topics were identified as case preferences and a shopping list of questions were generated for field interviews. Two field interviews were completed. The company involved was not disguised, however the HR Director’s name (David White) is a pseudonym. Relevant courses and levels This case is suitable for third or fourth year undergraduate or postgraduate studies in hospitality management, human resource management or a human resource management course that specializes in strategic HRM, performance management, performance appraisal or employee engagement. Theoretical bases There has been a gradual shift from performance appraisal to performance management to reflect a more strategic approach to human resource management practice (Bach, 2005). A performance management system typically includes the following components: regular performance appraisal, mission statement and values statement, individual objectives, performance standards or competencies, unit objectives, company-wide objectives, performance-related pay, training and reward or recognition system (Armstrong, 2002). Collectively these components have a strategic focus and connect individual, team and organizational performance.

Student leadership programme: igniting the young minds

2022 ◽  
Vol 12 (1) ◽  
pp. 1-20
Author(s):  
Mihir Ajgaonkar
Keyword(s):  
Leadership Development ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Urban Poor ◽  
Career Guidance ◽  
Ground Level ◽  
The Other ◽  
Ethical Behaviour ◽  
Content Type

Learning outcomes This case will help students to understand the following: Develop a basic understanding of competency building processes. Learn about the mentoring process and its application in leadership development. Develop awareness about the methodology for assessment of the effectiveness of training. Case overview/synopsis Dr A. R. K. Pillai founded the Indian Leprosy Foundation in 1970 in response to the national call by late Mrs Indira Gandhi, prime minister of India, to the public-spirited people to take up leprosy eradication. It collaborated with international agencies to reduce leprosy drastically in India from four million, in 1982 to around a hundred thousand cases in 2006. In 2006, the Indian Leprosy Foundation was renamed as Indian Development Foundation (IDF) as the trustees decided to expand the work of IDF in the areas of health, children’s education and women’s empowerment. Dr Narayan Iyer, Chief Executive Officer (CEO) of IDF initiated a leadership development intervention called the Students’ leadership programme (SLP) for children in the age group of 12 to 14, from the urban poor households in 2014. It was a structured mentoring programme spanning over three months in collaboration with the schools. It aimed at incubating skills in the areas of leadership, teamwork, personality, behavioural traits and provided career guidance. It had a humble beginning in 2014 with a coverage of 50 students. Initially, IDF welcomed executives from the corporate sector as mentors. As there was a need to rapidly expand the scope of SLP to the other cities of India, IDF tied up with the graduate colleges and invited the students to be the mentors. The other objective behind this move was to create social awareness among the students from more affluent strata of society. IDF was able to dramatically increase the participation of the students through SLP by approximately up to 100,000 by 2020. However, rapid progress threw up multiple challenges. The teachers complained about the non-availability of the students for regular classes to teach the syllabus as the students were busy with SLP. The schools forced IDF to shorten the duration of SLP to two months. Also, many undergraduate mentors were unable to coach the participants due to lack of maturity and found wanting to strike a rapport with them. There was a shortage of corporate executives who volunteered for the mentoring, due to work pressures. Dr Narayan, CEO & National Coordinator and Ms Mallika Ramchandran, the project head of SLP at IDF, were worried about the desired impact of SLP on the participants and its sustainability due to these challenges. So, with the support of Dr Narayan, she initiated a detailed survey to assess the ground-level impact of SLP. The objective was to get clarity about what was working for SLP and what aspects needed to improve, to make the programme more effective. Overall feedback from the survey was very positive. The mothers had seen very positive changes in the participants’ behaviour post-SLP. The teachers had specific concerns about the effectiveness of undergraduate mentors. The need for a refresher course to inculcate ethical behaviour and the inadequacy of the two-month duration of the SLP to reinforce values were highlighted. Respondents also voiced the requirement to build responsible citizenship behaviours among the participants. Mallika was all for preparing a model to further enhance the effectiveness of SLP. Dr Narayan and Mallika embraced the challenge and they were raring to go to develop SLP as a cutting-edge leadership programme and to take it to new heights. Complexity academic level This case can be used in courses on human resource management in postgraduate and graduate management programmes. It can also be used in the general and development management courses and during executive education programmes to teach methodologies for evaluating the effectiveness of the training interventions, with emphasis on the voluntary sector. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management.

Talent management at Telekom Malaysia Berhad

2011 ◽  
Vol 1 (1) ◽  
pp. 1-6 ◽  
Author(s):  
Wardah Azimah Sumardi ◽  
Rozhan Othman
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Talent Management ◽  
Management Program ◽  
Individual Development ◽  
Successful Implementation ◽  
Line Managers ◽  
Content Type

Subject area Human resource management. Study level/applicability Undergraduate and graduate level Human Resource Management programmes; Leadership modules. Case overview This case accounts the experience of a Malaysian company, Telekom Malaysia Berhad, in implementing talent management practices in its organization. There were several developments that prompted Telekom Malaysia Berhad to initiate a talent management program. The emergence of competitors had forced the company to introduce initiatives to sustain the business. One of the key initiatives involved the need to better manage its talent. The talent management process at Telekom Malaysia Bhd is divided into four key stages. These are first, talent spotting; second, talent assessment and endorsement; third, formulation of individual development plan; and the fourth, readiness level assessment. Each of these stages is implemented using a well-defined set of standards and activities. Expected learning outcomes This case examines how commitment and support from line management is crucial in the successful implementation of a talent management program and HR-related initiatives generally. Line managers are identified as the missing linchpin between HRM and organizational performance. The case will also identify how the role of line managers is now shifting to support the HR in a strategic sense. Thus, we find a shift in the HR profession from personnel management to strategic human resource management. The case examines the importance of a positive leader-member relationship, creating a culture which is receptive to change. This can be achieved by transformational leader who fosters closer relationships with subordinates. Finally, the case pinpoints how development can occurs in three main ways – on the job experiences, relationships, networking and feedback and formal training opportunities. Supplementary materials Teaching note.

Talent management for the proactive behavior of tour guides

2019 ◽  
Vol 31 (10) ◽  
pp. 4043-4061
Author(s):  
Xin-Hua Guan ◽  
Tzung-Cheng Huan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Support ◽  
Management Practices ◽  
Management Practice ◽  
Proactive Behavior ◽  
Content Type ◽  
Tour Guides ◽  
Human Resource Management Practices

Purpose In an increasingly competitive market, tourism managers are aware of the importance of talent management. Because tour guide behavior has an important influence on tourists’ experience in the process of group touring, how to motivate a tour guide’s proactive behavior becomes an important issue. Based on social exchange and cognitive theory, the purpose of this paper is to examine the impact of particular human resource management practices on proactive behavior. Design/methodology/approach This research takes the tour guide as the research object. The questionnaire survey method was used to obtain data. At last, 351 valid questionnaires were obtained. Finally, the hypotheses of this research are tested using structural equation modeling and percentile (bias-corrected percentile) bootstrapping method. Findings The results show that human resource management practices positively influenced proactive behavior of tour guides. Moreover, both perceived organizational support and self-efficacy were found to mediate the relationship between human resource management practice and proactive behavior. Originality/value This study contributes to the tourism literature by finding that both perceived organizational support and self-efficacy can foster the effect of human resource management practice, resulting in proactive behavior of tour guides.

Risky business in a volatile world

2017 ◽  
Vol 25 (1) ◽  
pp. 13-15
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Management Practices ◽  
Talent Management ◽  
Content Type ◽  
Customer Expectations ◽  
Collaborative Innovation ◽  
Risky Business

Purpose This paper aims to explore the nature of risk as the world becomes a more volatile place. Risk thinking is gaining a higher profile within human resource management, and this paper examines the responses being made and the characteristics of resilient and adaptive organizations. Design/methodology/approach This paper presents a categorization of risk using the volatile, uncertain, complex and ambiguous metaphor to lay out the likely shape of imminent business risks and the concept of adaptation to show how responses can be effective. Findings Businesses will be forced to re-examine how they work in ways that will have an impact on customer expectations, product enhancement, collaborative innovation and organizational forms. Firms will need to understand corporate cultures and governance issues, as well as traditional talent management practices and processes. Originality/value This paper provides a wide-ranging examination of the nature of risks – internal, external, political, and societal – and points to the importance of human resource management strategists in addressing these issues and shaping policy.

HRM and product innovation: does innovative work behaviour mediate that relationship?

2018 ◽  
Vol 56 (6) ◽  
pp. 1417-1429 ◽  
Author(s):  
Raquel Sanz-Valle ◽  
Daniel Jiménez-Jiménez
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Product Innovation ◽  
High Performance ◽  
Management Practices ◽  
Content Type ◽  
Human Resource Management Practices ◽  
Innovative Work ◽  
Innovative Work Behaviour

Purpose The purpose of this paper is to empirically analyse the mediator effect of innovative work behaviour (IWB) between the firm’s human resource management system and product innovation. Design/methodology/approach Data are collected from 225 Spanish manufacture companies. Hypotheses are tested using structured equation modelling. The structural model is estimated through partial least squares modelling. Findings The results provide strong evidence about the effect of the system of human resource management practices on both, employee’s IWB and product innovation. Furthermore, findings support the idea that employee’s IWB mediates the relationship between human resource management and product innovation. Research limitations/implications Although the study counts with the limitations of cross-sectional studies, its findings suggest that employees’ IWB fosters product innovation and that the adoption of a high-performance work system is positively associated to such behaviour. Practical implications This paper shows that companies seeking to foster product innovation should pay attention to their employees’ behaviour. In particular, they should promote that employees engage in innovative behaviours, and that adopting high-performance human resource management practices can help in this line. Originality/value Although a number of studies suggest that IWB is a key determinant of innovation and a mediator in the link between human resource management and innovation, there is no empirical research examining these relationships. This paper covers this gap detected in the literature and provides evidence supporting them.

Performance management – making a difference?

2018 ◽  
Vol 14 (1) ◽  
pp. 25-53 ◽  
Author(s):  
Karen E. Boroff ◽  
Alexander Boroff
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Graduate Courses ◽  
Content Type ◽  
Us Army ◽  
The Us ◽  
New Process

Synopsis Captain Joseph Brunetti was given the assignment to provide his superior officer an analysis of what to expect when the US Army implemented its new process to evaluate the performance of noncommissioned officers (NCOs), called sergeants. Brunetti had about 104 sergeants in his unit. The US Army created a new process in 2015 to evaluate sergeants to overcome the deficiencies in the Army’s old process, now 28 years old. Under the old process, almost every sergeant was rated at the highest levels, making it nearly impossible for the US Army to know whom to promote to higher ranks. Under the old process, very little counseling took place, so NCOs were not given guidance on how to develop themselves. Raters and senior raters (SRs) were not held accountable for their work in performance management, either. Under the new process, which included a forced distribution form of ranking, SRs had to offer counselings as well as options for future assignments. Brunetti, who had only limited experience in rating sergeants anyway, had to prepare for his boss what was called an “operations report” outlining what the organization could expect with the changeover to the new process and what may need attention as the process would continue in subsequent years. Research methodology This case has been developed from actual experiences and the assignment given to Brunetti also happened as described in the case. Since many of the individuals in the case are still employed by the US Army, the names of the individuals and the company units in this case have been disguised. Even so, the events of the protagonist’s tours of duty prior to the assignment described in this case did occur, but some of the locations within the USA have been changed. The other persons quoted from public documents or otherwise referenced in the articles are the actual persons so identified. The old NCOERs in Exhibit 3 are as these were written but the personally identifiable data about the individuals have been blackened out. Relevant courses and levels This case is suitable for both undergraduate and graduate courses in human resource management and especially on the topical material on performance management and performance appraisal. The case can also be used in both undergraduate and graduate courses in general management, for modules on human resource management. The Relevant Theory section below is centered on human resource management. Theoretical bases This relevant theory which undergirds this case centers on the broad concept of performance management and on performance appraisal instruments. The case underscores the important concept that performance management has to be more than “completing the appraisal form.”

Visualizing the hierarchical sustainable human resource management under qualitative information and complex interrelationships

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yuh-Jiuan Parng ◽  
Taufik Kurrahman ◽  
Chih-Cheng Chen ◽  
Ming Lang Tseng ◽  
Hiền Minh Hà ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Resource Planning ◽  
Environmental Communication ◽  
Fuzzy Decision Making ◽  
Qualitative Information ◽  
Content Type ◽  
Fuzzy Delphi

PurposeThis study aims to construct a valid hierarchical sustainable human resource management (SHRM) model with interrelationships among its attributes in terms of qualitative information.Design/methodology/approachThis study applies the fuzzy Delphi method to validate SHRM attributes and visualize the causal interrelationships among these attributes using a fuzzy decision-making trial and evaluation laboratory method.FindingsThis study finds that green performance management and compensation lead to human resource benefits and economic sustainability in the HRM model.Practical implicationsOpen environmental communication, green human resource planning, green training and development, employee eco-friendly behavior and organizational culture are the top five criteria supporting practical improvement in the healthcare industry.Originality/valueThe emergence of new, unprepared, and inexperienced health care entities with inadequate human resource management (HRM) potentially causing social problems within the industry, SHRM is necessary to balance the social, environment, and economic performance and must be studied by both academicians and practitioners. However, the HRM application field is still in its infancy, which limits the understanding of its potential.

Re-Theorizing Human Resource Management and Human Resource Management in Context

2012 ◽  
pp. 1309-1334
Author(s):  
Margitta B. Beil-Hildebrand
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
High Performance ◽  
Healthcare Management ◽  
Strategic Human Resource Management ◽  
Distinctive Character ◽  
Economic Relations ◽  
Process Perspective

In this chapter an attempt is made to focus on the ideological and practical implications of the new people-oriented forms of healthcare management variously described as strategic human resource management, high-performance management, human capital management, or high commitment management. The chapter details the managerial and academic claims concerning the management of human resources and goes on to emphasize the impact that the literature of Human Resource Management (HRM) has had on healthcare employees and healthcare organizations. The restrictions of the applied research approaches are also highlighted and the author argues that the managerial and post-structural literature is limited in that its conceptualization of HRM and changing performances is incomplete. Also considered is a range of literature that has been used to study individual and organizational change with a labour process perspective and explains why an approach based upon the study of the disparity between the “HRM rhetoric” and the day-to-day practice, as well as how people experience and respond to that disparity within a wider frame of social, political, and economic relations, is to be preferred. As a basis for further contextualization, the powerful and privileged positions of healthcare professionals and the distinctive character of their employment relationship are considered. The chapter concludes that a more critical analysis is necessary to challenge the way in which the concept of HRM is examined by healthcare management academics and practitioners.

Dovetailing talent management and diversity management: the exclusion-inclusion paradox

2017 ◽  
Vol 4 (4) ◽  
pp. 315-331 ◽  
Author(s):  
Dagmar Daubner-Siva ◽  
Claartje J. Vinkenburg ◽  
Paul G.W. Jansen
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Diversity Management ◽  
Talent Management ◽  
Content Type ◽  
Marginalized Groups ◽  
Paradox Theory ◽  
Practical Implications

Purpose The purpose of this paper is to adopt a paradox lens for dovetailing the human resource management sub-domains of talent management (TM) and diversity management (DM), in the attempt to create closer alignment between the two. Design/methodology/approach The authors review paradox theory, TM and DM literatures and formulate a paradox that becomes apparent when considering TM and DM simultaneously. Findings The authors coin this tension as the “exclusion-inclusion paradox,” highlighting that TM and DM reflect contradictory, yet interrelated principles: organizations promote exclusion through a TM architecture that focuses on the identification and development of a few selected employees, while simultaneously, organizations promote inclusion, in the attempt to minimize existing inequalities for traditionally marginalized groups. Practical implications Once uncovered, the exclusion-inclusion paradox enables organizational actors to make choices on whether to respond actively or defensively to the paradox. The authors argue for active responses in order to work through the paradox. Originality/value This is the first paper adopting a paradox lens in order to interweave the DM literature with TM literature in the attempt to explain how DM and TM constitute contradicting yet interrelated principles.

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