Accounting firms’ talent management practices: perceived importance and its impact on auditors’ performance

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ramesh Ruben Louis ◽  
Noor Adwa Sulaiman ◽  
Zarina Zakaria
Keyword(s):  
Management Practices ◽  
Management Training ◽  
Talent Management ◽  
Training And Development ◽  
Top Management ◽  
Content Type ◽  
Staff Members ◽  
Ethics Management ◽  
Prior Literature ◽  
The Impact

Purpose Prior literature on talent management (TM) in the audit setting has suggested several practices that may affect auditors’ performance. However, the study is limited in terms of a measurable set of comprehensive constructs of TM in the audit setting, as well as the impact of comprehensive TM constructs on auditors’ performance. Thus, the purpose of this study is to examine TM practices perceived to be important by auditors for auditors’ performance. Design/methodology/approach Data were obtained from 307 survey questionnaires received from auditors of large- as well as small- and medium-sized firms. Findings The study respondents perceived TM attributes related to supervision and review practices as the most vital for auditors’ performance. This category was followed by attributes related to ethics management practices along with training and development. The findings reveal that respondents generally perceived lower significance for attributes pertaining to work–life balance (WLB) and establishing a TM policy for auditors’ performance. While both top management and staff members of audit firms regarded WLB and establishing a TM policy to be of lower significance, top management placed greater importance on attributes related to ethics management, while staff perceived training and development attributes to be more critical. Originality/value This study examined a comprehensive set of TM practices (establishing a TM policy, recruitment, ethics management, training and development, supervision and review, remuneration, WLB and succession planning) and assessed the perceptions of audit practitioners on the significance of these practices on auditors’ performance.

Satisfying the workers who appreciate galloping change

2016 ◽  
Vol 24 (7) ◽  
pp. 35-37
Keyword(s):  
Management Training ◽  
Training And Development ◽  
Relationship Building ◽  
Language Awareness ◽  
Content Type ◽  
The Usa ◽  
The Subject ◽  
The Uk ◽  
The Impact ◽  
Equine Assisted

Purpose With organizations striving to attract Millennials into their businesses and ensure that they are entirely engaged, new approaches need to be considered. This paper aims to consider the value of equine-assisted learning (EAL) programs. Design/methodology/approach A literature review examined current research and use of EAL in the field of management training and development. Findings EAL does promote a number of so-called soft skills among employees, including communication, body language awareness, relationship building, and teamwork building. Originality/value EAL is an up-and-coming management training trend, the subject so far of very little research – especially so in the UK, where it has not yet had the impact it is beginning to make in the USA.

Namib Mills Group: managing talent in a Namibian food production business

2020 ◽  
Vol 10 (4) ◽  
pp. 1-23
Author(s):  
Christina Swart-Opperman ◽  
Claire Barnardo ◽  
Sarah Boyd
Keyword(s):  
Learning Outcomes ◽  
Management Practices ◽  
Life Stage ◽  
Talent Management ◽  
Organisational Culture ◽  
Career Stage ◽  
Content Type ◽  
Generational Diversity ◽  
The Future ◽  
The Impact

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.

Talent management dimensions and their relationship with retention of Generation-Y employees in the hospitality industry

2019 ◽  
Vol 31 (10) ◽  
pp. 4150-4169 ◽  
Author(s):  
Vikas Gupta
Keyword(s):  
Generation Y ◽  
Management Practices ◽  
Intent To Leave ◽  
Turnover Intentions ◽  
Talent Management ◽  
Intention To Quit ◽  
Supervisory Support ◽  
Content Type ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to determine the causal relationship between talent management dimensions such as Human Capital Index and perceived organizational support (POS) and the impact thereof on the turnover intentions of Generation-Y employees. This study tries to find out how the intensions of employees to quit relates significantly to the talent management practices in Indian hospitality organizations. Design/methodology/approach This study proposed an integrated conceptual model based on previous literature where the relationship between the relevant constructs is verified. A cross-sectional survey design is used for data collection, which is ideally suited for the descriptive and predictive functions associated with correlation research and for assessing the interrelationship among various variables in the study. Findings Pearson’s correlations showed a practically significant positive relationship between the organization’s talent management practices and POS. It is also inferred that perceived supervisory support does not mediate the relationship between talent management practices and intention to quit. The findings of this study also confirm that employees’ perception of the organization’s actions has direct effects on their perception of support from their supervisors. The study also found a practically significant negative relationship between POS and the employee’s intention to quit, where high levels of POS are associated with a decreased intention to quit the organization. Originality/value From a theoretical aspect, this study provided a quantitative method for assessing the Generation-Y employees’ perceptions in relation to other relevant constructs. Practically, this study provided a framework for the management to understand that the perceptions regarding talent practices and support influence an employee’s intent to leave an organization.

scholarly journals Talent management practices in small- and medium-sized enterprises in the hospitality sector

2018 ◽  
Vol 10 (1) ◽  
pp. 101-116 ◽  
Author(s):  
Kai Li Chung ◽  
Norma D’Annunzio-Green
Keyword(s):  
Hospitality Industry ◽  
Management Practices ◽  
Ad Hoc ◽  
Resource Constraints ◽  
Talent Management ◽  
Training And Development ◽  
Structured Interviews ◽  
Content Type ◽  
Management And Development ◽  
Key Issues

Purpose This paper aims to examine talent management (TM) practices in small- and medium-sized enterprises (SMEs) within the hospitality industry. Specifically, the views of SME owner-managers in the hotel and restaurant sector are examined. There appears to be challenges unique to SMEs within this sector (e.g. resource constraints and poor reputation) that can potentially result in a loss of competitive advantage. Therefore, research aligned within this context is an issue of importance. Design/methodology/approach This paper draws primarily upon semi-structured interviews with five entrepreneurial owner-managers of SMEs in the hotel and restaurant sector. An inductive thematic analysis identified main themes that emerged from the interview data. Findings Findings revealed that there is a clear commitment towards training and development for employees; however, this initiative is primarily driven by employees identifying their own training needs. The ad hoc TM practices are largely influenced by day-to-day business pressures because of the nature of the hospitality industry. The absence of formalised TM practices, however, does not imply the lack of strategies in place for people management and development. Practical implications This paper aims to develop a better understanding of practitioners’ perceptions of TM, strategic TM practices that they may or may not adopt and current TM challenges that they encounter. Key issues relating to defining, attracting, retaining and developing talent are discussed, followed by several practical recommendations. Originality/value This paper examines a relatively under-researched yet significant sector of the hospitality industry and provides deeper insights into the dynamics of TM in SMEs.

Business strategy, performance appraisal and organizational results

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alberto Bayo-Moriones ◽  
Jose Enrique Galdon-Sanchez ◽  
Sara Martinez-de-Morentin
Keyword(s):  
Firm Performance ◽  
Human Resources ◽  
Performance Appraisal ◽  
Competitive Strategy ◽  
Management Practices ◽  
Robust Regression ◽  
Innovation Strategy ◽  
Content Type ◽  
The Impact ◽  
Developmental Performance

PurposeThe purpose of this study is to analyze how the design of performance appraisal is influenced by the competitive strategy of the firm. Then, this paper examines if the alignment between appraisal and strategy impacts firm performance.Design/methodology/approachThe study sample includes 258 Spanish firms in the manufacturing and services sectors. This information was gathered through questionnaires addressed to the CEO and the senior human resources manager. Several econometric models are estimated, using robust regression analysis and including a set of relevant control variables.FindingsA positive relationship is found between an innovation strategy and developmental performance appraisal. A cost strategy has a negative impact on the adoption of developmental performance appraisal. The findings also confirm that firms with a quality strategy and developmental appraisal have higher performance. In addition, firms adopting an innovation strategy and administrative appraisal enjoy higher return of equity.Research limitations/implicationsFuture research should analyze the dynamics of the relationships between appraisal, strategy and performance to rule out the flaws of cross-sectional data. Another potential extension is the analysis of the interactions of the design of other human resources management practices with both competitive strategy and firm performance.Practical implicationsFirms can improve performance by aligning performance appraisal design with strategy. Those with an innovation strategy should choose administrative appraisal, and those competing on quality should focus on developmental appraisal.Originality/valueThis paper compares the theoretical recommendations on performance appraisal for different competitive strategies, what firms actually do, and the impact that the alignment between appraisal and strategy has on firm performance.

Organizational learning, knowledge management practices and firm’s performance

2015 ◽  
Vol 22 (1) ◽  
pp. 14-39 ◽  
Author(s):  
Ajay K. Jain ◽  
Ana Moreno
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Performance Management ◽  
Management Practices ◽  
Achievement Orientation ◽  
Content Type ◽  
Power Generation Equipment ◽  
Engineering Organization ◽  
Reward And Recognition ◽  
The Impact

Purpose – The study aims at investigating the impact of organizational learning (OL) on the firm’s performance and knowledge management (KM) practices in a heavy engineering organization in India. Design/methodology/approach – The data were collected from 205 middle and senior executives working in the project engineering management division of a heavy engineering public sector organization. The organization manufactures power generation equipment. Questionnaires were administered to collect the data from the respondents. Findings – Results were analyzed using the exploratory factor analysis and multiple regression analysis techniques. The findings showed that all the factors of OL, i.e. collaboration and team working, performance management, autonomy and freedom, reward and recognition and achievement orientation were found to be the positive predictors of different dimensions of firm’s performance and KM practices. Research limitations/implications – The implications are discussed to improve the OL culture to enhance the KM practices so that firm’s performance could be sustained financially or otherwise. The study is conducted in one division of a large public organization, hence generalizability is limited. Originality/value – This is an original study carried out in a large a heavy engineering organization in India that validates the theory of OL and KM in the Indian context.

Do corporate diversification and earnings management practices affect capital structure?

2015 ◽  
Vol 7 (4) ◽  
pp. 360-378 ◽  
Author(s):  
Ranjitha Ajay ◽  
R Madhumathi
Keyword(s):  
Capital Structure ◽  
Earnings Management ◽  
Management Practices ◽  
Negative Relationship ◽  
Corporate Diversification ◽  
Content Type ◽  
Diversification Strategies ◽  
Market Product ◽  
Diversified Firms ◽  
The Impact

Purpose – The purpose of this paper is to empirically examine the impact of earnings management on capital structure across firm diversification strategies. Design/methodology/approach – The study focuses on firms operating in the manufacturing sector (diversified and focused). Panel data methodology compares diversification strategies and identifies the impact of diversification strategy with earnings management practices on capital structure decision. Findings – International and product diversified firms have lower levels of leverage than focused firms in their capital structure. Asset-based earnings management is positive for diversified (market/product) firms. Earnings management using discretionary expenditure (project based) is found to be higher for market diversified but product-focused firms. Earning smoothing method is found to be significant for focused firms and shows a negative relationship with capital structure. Originality/value – This study offers an insight into the relationship between corporate diversification, earnings management and capital structure decisions of manufacturing firms. The results provide an important contribution to accounting and strategy literature. A distinction is made between market- and product-diversified firms and influence of earnings management practices (asset-based, project-based and earnings smoothing (ESM)) on capital structure decisions. Diversified firms (market/product) tend to have lower levels of leverage than focused firms and earnings management practices within firm groups significantly influence the capital structure decisions.

Evaluation of the impact of supervisory support on staff experiences of training

2014 ◽  
Vol 19 (2) ◽  
pp. 77-84 ◽  
Author(s):  
Katja Koski ◽  
Kaisa Martikainen ◽  
Katja Burakoff ◽  
Hannu Vesala ◽  
Kaisa Launonen
Keyword(s):  
Design Methodology ◽  
Supervisory Support ◽  
Careful Planning ◽  
Content Type ◽  
Staff Members ◽  
Trained Staff ◽  
Training Programmes ◽  
Staff Experiences ◽  
The Impact

Purpose – This paper aims to evaluate the role of the supervisor's support on the effectiveness of a communication training program targeted at staff members who work with individuals who have profound and multiple learning disabilities. Design/methodology/approach – The aim was to explore which aspects of supervisory support influenced the staff members to participate in the programme and the results for the on-going effects of the training. Findings – Staff members reported a need for more supervisory support to maintain the results of the training and to disseminate the new practices to non-trained staff. Originality/value – Although supervisory support seems to benefit staff members during their participation in training programmes, even careful planning and execution of this support cannot ensure its continuation after the training is finished.

The moderating effect of culture on the relationship between accountability and professional scepticism

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Medhat Endrawes ◽  
Shane Leong ◽  
Kenan M. Matawie
Keyword(s):  
Cultural Values ◽  
Design Methodology ◽  
Middle Eastern ◽  
Cognitive Effort ◽  
Planning Stage ◽  
Content Type ◽  
Big 4 ◽  
Prior Literature ◽  
The Impact ◽  
The Relationship

Purpose This study aims to examine whether accountability and culture have an impact on auditors’ professional scepticism. It also examines whether culture moderates the effect of accountability on auditors’ professional scepticism. Design/methodology/approach Three of the Big 4 firms in Australia and Egypt participated in an audit judgement experiment, which required them to indicate their beliefs about the risk of fraud and error at the planning stage of a hypothetical audit and evaluate the truthfulness of explanations provided by the client management. The authors examined whether their professional scepticism was influenced by accountability. Findings The results indicate professional scepticism differs significantly between cultures in some situations. The fact that culture influences scepticism suggests that even when auditors use the same standards (such as ISA 240 and ISA 600), they are likely to be applied inconsistently, even within the same firm. The authors, therefore, recommend that international bodies issue additional guidance on cultural values and consider these cultural differences when designing or adopting auditing standards. Originality/value To the best of the authors’ knowledge, this is the first study that examines whether culture moderates the impact of accountability on auditors’ professional scepticism using Egyptian and Australian (Middle Eastern and Western) auditors. Prior literature suggests that individuals subject to accountability pressure increase their cognitive effort and vigilance to detect fraud and error. As the authors find evidence that culture moderates accountability pressure and as accountability affects scepticism, they add to the literature suggesting that culture can influence professional scepticism.

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