The ethics of talent management practices in China, exploring the role of guanxi in talent recruitment and talent development

2022 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Shuai Zhang
Keyword(s):  
Management Practices ◽  
Talent Development ◽  
Talent Management

Talent Management Practices and Competitive Advantage

2021 ◽  
Vol 12 (5) ◽  
pp. 102-115
Author(s):  
Yazan Emnawer Al-Haraisa ◽  
*Noor Al-Ma'aitah ◽  
Khalaf Al-Tarawneh ◽  
Ahmad Abuzaid
Keyword(s):  
Competitive Advantage ◽  
Management Practices ◽  
Talent Development ◽  
Talent Management ◽  
Insurance Companies ◽  
Convenience Sample ◽  
Insurance Sector ◽  
Talent Retention ◽  
The Right ◽  
Selection Stage

This study investigated the role of talent management practices (talent discovery, talent development, and talent retention) on achieving a competitive advantage in Jordanian insurance companies. Data were collected via a questionnaire using a convenience sample consisting of 130 managers and their assistants. Using SPSS 21, a multiple regression analysis was conducted and found a positive effect for talent management (talent discovery, talent development, and talent retention) on competitive advantage, and the relative importance of dimensions was talent development, talent discovery, and talent retention, respectively. This study concluded the importance of talent management practices in Jordanian insurance sector, in particular in the selection stage for choosing the right people. Recommendations for future researches are also identified.

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.

Strategic talent development – making the best people in crucial positions better

2019 ◽  
Vol 18 (6) ◽  
pp. 263-267 ◽  
Author(s):  
Rino Schreuder ◽  
Simon Noorman
Keyword(s):  
Design Methodology ◽  
Management Practices ◽  
Talent Development ◽  
Talent Management ◽  
Organizational Strategy ◽  
Content Type ◽  
Difference Making ◽  
The Future

Purpose This article aims to explain the why and what of strategic talent development. It shows how top talents in value-creating top positions can make a strategic difference for organizations. Design/methodology/approach Having established the differences between generic and strategic talent management, this article argues that talent management needs to be aligned with the organizational strategy. The next step is to ensure that the talents and skills of people who fulfill strategic, “difference-making” roles are best developed. You cannot standardize your talent development to achieve greatness. Findings Strategic talent development is a valuable and priceless investment in the future of the entire organization. Originality/value Strategic talent development is an innovative addition to existing talent management practices – not a replacement. An addition that makes the link between talent management and strategy (even) more explicit and can help organizations to make a next step in the realization of their ambitions through a targeted deployment and development of their top talents in key positions.

Borrow or Grow: An Overview of Talent Development/Management Practices in Indian IT Organizations

2018 ◽  
Vol 20 (4) ◽  
pp. 460-478 ◽  
Author(s):  
Sanghamitra Chaudhuri ◽  
Malar Hirudayaraj ◽  
Alexandre Ardichvili
Keyword(s):  
Human Resources ◽  
Management Practices ◽  
Talent Development ◽  
Talent Management ◽  
Western World ◽  
Business Organizations ◽  
It Industry ◽  
Multinational Organization ◽  
Institutional Conditions ◽  
Management And Development

The Problem In recent years, as India started to emerge as the IT (information technology) super power and the supplier for human capital trained in IT to the Western world, a plethora of talent management and development issues have started coming to the surface. Given the vastness of India’s young and diverse human resources, the concerns center less around availability of talent and more around managing and developing the available talent to suit local needs. Furthermore, concerns are raised over excessive reliance on Western models of TD/TM (talent development/talent management) in Indian organizations and their implementation without significant adaptation to local cultural and institutional conditions. The Solution This study explores TD/TM strategies in three different business organizations using the case study method. The three organizations are a multinational corporation headquartered in India, a foreign multinational organization with subsidiaries in India, and a smaller local business organization. The article discusses (a) the commonalities and differences in the TD/TM strategies followed by three different types of organizations, (b) the use of home-grown strategies and strategies borrowed from the West, (c) the trends and challenges of TM/TD practices facing the IT industry. The Stakeholders Chief learning officers, directors of human resources, HRD scholars

scholarly journals Talent Management, Employee Recognition and Performance in the Research Institutions

2019 ◽  
Vol 14 (1) ◽  
pp. 127-140 ◽  
Author(s):  
Nadine El Masri ◽  
Abubakr Suliman
Keyword(s):  
Work Performance ◽  
Management Practices ◽  
Employee Performance ◽  
Talent Management ◽  
Full Time ◽  
Research Institutions ◽  
Strategic Objectives ◽  
Employee Recognition ◽  
And Performance

AbstractThis paper aims to provide insight into talent management and employee recognition variables, in an effort to understand if these management practices are, in a way, implemented in the Research Institutions in Qatar. It also aims to examine the link of these two constructs to employee performance and to suggest a pathway to improve the current practices, if any, in order to enhance the work performance. The sample of the study consisted of 180 full time employees who were randomly selected and surveyed using an online personalized questionnaire. The results of the empirical research uncover that talent management and employee recognition can significantly affect the level of employee performance, as well contributing to the organizational success and positioning. This study also found that talent management and employee recognition are interrelated variables that affect employee performance. Talent Management and employee performance are seen as strategic tools to implement strategic objectives and to enhance employees and organization’s performance. The study concludes with a set of recommendations for both practitioners and researchers working in Qatar and beyond. The results of the study emphasize the importance of managing employee recognition in shaping work performance. It seems to be individuals’ need for recognition, esteem and social status continues to be a higher order need irrespective of time and context. This paper is the first paper in Qatar and the Middle East that examines the role of talent management and employee recognition in shaping employee performance in the context of research institutions.

scholarly journals Exploring the causal relationship between the antecedents and consequences of talent management for early career academics in South African higher education institutions

2018 ◽  
Vol 16 ◽  
Author(s):  
Dorcas L. Lesenyeho ◽  
Nicolene E. Barkhuizen ◽  
Nico E. Schutte
Keyword(s):  
Higher Education ◽  
Causal Relationship ◽  
South African ◽  
Management Practices ◽  
Talent Development ◽  
Talent Management ◽  
Early Career ◽  
Management Support ◽  
Organisational Commitment ◽  
Antecedents And Consequences

Orientation: South African public higher education institutions (HEIs) are facing significant challenges to attract and retain quality early career academics. Therefore, the need exists to explore the potential antecedents and consequences of effective talent management practices for early career academics.Research purpose: The objective of this study was to explore the causal relationship between the antecedents (i.e. talent attraction; management support) and consequences (organisational commitment; intention to quit) for early career academics employed in selected South African public HEIs.Motivation for the study: Research using a holistic approach for the effective talent management of early career academics is lacking.Research approach/design and method: Quantitative data were gathered by administering a Talent Attraction Tool, a Talent Development Measure, a Talent Retention Diagnostic Tool and the Organisational Commitment Measure, using a sample of early career academics in public South African HEIs (N = 117).Main findings: The results showed that management support, talent development, compensation and recognition, and satisfaction with institutional practices significantly enhances the organisational commitment of early career academics and reduces their turnover intentions.Practical/managerial implications: The results highlight the importance of management support in enhancing the effective application of talent management practices among early career academics. Higher education managers are encouraged to implement talent development opportunities and adequate compensation and recognition practices to retain early career academics.Contribution/value-add: The research provides useful information on how talent management practices can be effectively applied to enhance the commitment and retention of early career academics.

scholarly journals Applying Talent Management Practices by Management Involvement

2019 ◽  
Vol 3 (1) ◽  
pp. 1-6
Author(s):  
Sahar J. Fatah
Keyword(s):  
Management Practices ◽  
Secondary Data ◽  
Talent Management ◽  
Research Problem ◽  
Development Programs ◽  
Comprehensive Development ◽  
Management Concept ◽  
The Impact ◽  
Management Involvement

Talent management has become more important because of a growing recognition that it helps to drive corporate performance, even though the exact impact is hard to quantify. This research focuses on the impact of management involvement on the nourishment of talent management in organizations. The research problem explains the role of management if any in improving the talent management concept in the organization. This research used a qualitative approach based on secondary data. The data was collected from previous study literature, textbooks, and scientific journals. The result of this research showed that good talent management consists of comprehensive development programs. Also, CEOs who maintain a focus on effective talent management strategy will find their organizations better prepared for today’s challenges and the inevitable but unknown opportunities for the future. This research contributes to filling the knowledge gap by reviewing the impact of senior management on talent management.

Sign in / Sign up

Export Citation Format

Share Document