scholarly journals Factors Affecting Talent Management towards Gen Y

2018 ◽  
Vol 7 (3.20) ◽  
pp. 100
Author(s):  
Fadillah Ismail ◽  
Ainul Mardhiyah Nor Aziz ◽  
Irmaw Ati Norazman ◽  
Siti Anisah Atab@Yaakoub
Keyword(s):  
Human Resource ◽  
Knowledge Economy ◽  
Talent Management ◽  
Factors Affecting ◽  
Gen Y ◽  
Critical Gap ◽  
Human Resource Strategy ◽  
The World ◽  
New Challenges ◽  
Resource Strategy

Talent management within organization is a human resource strategy that seeks to develop and retain talented and potential employee. Talent management among Gen Y has obtained critical enthusiasm for the organization. The research objective for this study is to develop conceptual framework of factors affecting talent management among Gen Y in organizations. Gen Y was chosen as the concentration of this investigation in relationship between factors affecting talent management (globalization, knowledge economy, changing the world work, demographic changes, and technology) and talent management. This study enhances to the new challenges and fulfill critical gap that now exists in organization. Thus, this research is important to academia and manager’s level to develop talent management and human resource strategy in the organizations. 

Sources of decline, turnaround strategy and HR strategies and practices: The case of Iberia Airlines

2018 ◽  
Vol 40 (3) ◽  
pp. 583-610 ◽  
Author(s):  
Mónica Santana ◽  
Ramon Valle Cabrera ◽  
José-Luis Galán González
Keyword(s):  
Financial Crisis ◽  
Human Resource ◽  
Recovery Strategy ◽  
Human Resource Strategy ◽  
Employee Responses ◽  
Resource Strategy

This study investigates the coevolution of the sources of decline, the turnaround strategy and the human resource strategy (HRS) at Iberia Airlines, together with the influence of employee responses to these strategies. The analysis of several moments of organisational decline at Iberia, comparing measures adopted in pre- and post-financial crisis periods, shows that, in a sector experiencing a fiercely competitive transformation that negatively affects established companies, the use of downsizing in an organisation with internal deficiencies may create further problems within the company, while an HRS based on flexibility-oriented practices and a fostering approach to strategic negotiations will improve the requisite recovery strategy.

Mastering Talent Management

2017 ◽  
pp. 31-46
Author(s):  
Nana Yaw Oppong
Keyword(s):  
Human Resource ◽  
Management Strategies ◽  
Popular Literature ◽  
Talent Management ◽  
Senior Executives ◽  
Human Resource Professionals ◽  
Under Five ◽  
The World ◽  
Individual Talent ◽  
Management Diversity

Although companies around the world have made talent management a top priority, most human resource professionals and senior executives believe their organizations have not fully resolved the talent management puzzle. The chapter investigates if there are any indicators that suggest that talent management is a puzzle. Applying mainly review of academic and popular literature, the assessment is done under five headings including talent and talent management definitions; the need for talent management; the root of talent management; talent management strategies and processes, and talent management-diversity integration. It is revealed that albeit being differentiator between organizations that succeed and those that do not, talent management is saddled with uncertainties, lack of clarity, and misunderstanding, which are hurdles that need to be cleared to pave way for more effective talent programs. To overcome these, organizations should avoid one common blueprint to all talent situations, but develop approaches that suit individual talent requirements.

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