Impact of Talent Management Strategies on Organizational Performance in Selected Deposit Money Banks in Lagos State, Nigeria

2017 ◽  
Keyword(s):  
Organizational Performance ◽  
Management Strategies ◽  
Talent Management ◽  
Lagos State

scholarly journals SOFT SKILLS GAP AND IMPROVING BUSINESS COMPETITIVENESS BY MANAGING TALENT IN THE HOSPITALITY INDUSTRY

2020 ◽  
Vol 5 (1) ◽  
pp. 36-48
Author(s):  
Oļegs Ņikadimovs ◽  
Tetiana Ivanchenko
Keyword(s):  
Literature Review ◽  
Organizational Performance ◽  
Hospitality Industry ◽  
Soft Skills ◽  
Strong Association ◽  
Management Strategies ◽  
Talent Management ◽  
Future Research ◽  
Skills Gap ◽  
Theoretical Concepts

The purpose of this paper is to develop a deeper understanding of talent management strategies and practices in the hospitality industry context paying additional attention to soft skills gap. This study on talent management is limited and fragmented, that is why integrative literature review has been chosen as a method used to identify and analyse relevant studies, theoretical concepts in order to develop a deeper understanding and create a more comprehensive study of the strategies reviewed, and possibly to provide some solutions. Results from the literature review showed that talent management has a positive and strong association with competitive advantage, performance and talent positioning (Anwar & Nisar, 2014). New theoretical concepts and framework for talent management in the hospitality industry are beginning to develop, and it is a pathway for a hospitality company to reach its strategic goals and objectives. Competencies that have remained on the list of required skills include the soft skills of communication, customer focus, interpersonal skills and leadership (Johnson, Ghiselli, Shea, and Roberts, 2011). The performance of the company can be negatively impacted by skills gap due to unsatisfying levels of productivity and lacking quality (Bennett & McGuinness, 2009). The limitations of this study might be listed as having limited design due to a variety of constraints, that is why it can be viewed as fragmented, although this study adds to adds to the overall scope of literature on talent management, soft skills gap in the hospitality industry. Practical implications can generally help the practitioners to place emphasis on the development of soft skills and implement better talent management strategies to ensure that a positive image of the organization is consistently presented. Based on results, the future research should be conducted on the outputs and effects of these talent management concept and strategies, as well as how it can facilitate the soft skills gap closure on individual and organizational performance. Conducting an empirical research, both qualitative and quantitative, which includes observation or implementation of these practices may be useful to further build on the literature.

scholarly journals The influence of talent management on organisational performance in Bosnia & Herzegovina as a developing country

2021 ◽  
Vol 26 (1) ◽  
pp. 129-147
Author(s):  
Elvir Čizmić ◽  
Azra Ahmić
Keyword(s):  
Organizational Performance ◽  
Performance Improvement ◽  
Bosnia And Herzegovina ◽  
Management Strategies ◽  
Organizational Outcomes ◽  
Talent Management ◽  
Success Factor ◽  
Sales Growth ◽  
Optimal Mix ◽  
Core Elements

In today's globalized, fast-changeable, and digitalized market, companies strongly need and seek talents, who, besides basic skills, possess higher levels, as well as the optimal mix of different competencies and qualifications. Attracting the best employees, developing and retaining them represents a crucial success factor for any firm and requires well-organized talent management. The purpose of this study is to analyze the influence of talent management, viewed through attracting, developing, and retaining talents, on organizational performance improvement in companies in Bosnia and Herzegovina. Data collection is based on a questionnaire, related to core elements of talent management and organizational performance (profitability and sales growth), with respondents from the population of talented managers, who work in companies in Bosnia and Herzegovina. The findings indicate that talent management has a positive statistically significant influence on observed organizational performance in companies in Bosnia and Herzegovina. Since talented managers are a key strategic resource, who lead organizations to accomplish excellent organizational performance, companies in developing countries need to tailor effective and customized talent management strategies, to achieve continuous improvement of organizational outcomes.

scholarly journals An Analysis of Employee Capabilities to Develop the Talent Management Strategies

2014 ◽  
Vol 6 (2) ◽  
pp. 124-127
Author(s):  
Ali Hasan ◽  
Bilal Khalid ◽  
Shahan Mehmood Cheema ◽  
Jawad Hassan ◽  
Muddsur Afzal
Keyword(s):  
Management Strategies ◽  
Talent Management

scholarly journals Impact of labour turnover on organizational effectiveness in selected industries in Lagos State, Nigeria

2008 ◽  
Vol 5 ◽  
pp. 69-83
Author(s):  
D. I. Akintayo
Keyword(s):  
Organizational Effectiveness ◽  
Significant Relationship ◽  
Linear Regression Analysis ◽  
Management Strategies ◽  
Sampling Technique ◽  
Working Environment ◽  
Chi Square ◽  
Lagos State ◽  
The Impact ◽  
Labour Turnover

This study investigated the impact of labour turnover on organizational effectiveness in selected industries in Lagos State, Nigeria. This was with the view to determining the appropriate management strategies through which the problem of labour turnover could be reduced to the nearest minimum in work organizations in Nigeria. The survey research method was adopted for the study. A total of 640 respondents were selected for the study using proportionate stratified sampling technique. The major instruments used for the study were questionnaire and interview schedule. The reliability coefficient of 0.84 was obtained for the research instrument. The four hypotheses generated for the study were tested using chi-square and linear regression analysis statistical methods at 0.05 alpha levels. The findings of the study reveals that there was a significant relationship between labour turnover and organizational effectiveness. Also, a significant relationship was found dissatisfaction and labour turnover. There was a main effect of interaction of occupational variables and labour turnover on organizational effectiveness. Finally, a positive significant relationship was found among career mobility, labour turnover and organizational effectiveness. Based on the findings of the study, it is recommended that the working environment of the workers need to be improved upon in order to reduce the alarming rate of labour turnover that impact organizational effectiveness. Also, career development and promotion opportunities have become a rare phenomenon in most of the organisations, individuals who feel their contributions go unrewarded often feel undervalued which can lead to dissatisfaction and virtually an increase of unwarranted turnover. p>

scholarly journals The effectiveness of talent management strategies in the development of human resources teaching from the point of view of the leaders and members of the faculty of Taibah University

2019 ◽  
Vol 3 (15) ◽  
Author(s):  
Badrya Abdullah Al-Skran
Keyword(s):  
Professional Development ◽  
Human Resources ◽  
Human Resource Development ◽  
Human Resource ◽  
Management Strategies ◽  
Resource Development ◽  
Talent Management ◽  
Point Of View ◽  
The University ◽  
Open Question

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.

scholarly journals Organizational Knowledge Systems Design & Implementation

2017 ◽  
Vol 1 (1) ◽  
pp. 215-228
Author(s):  
Abdulmunem AlShehhi ◽  
Wathiq Mansoor
Keyword(s):  
Knowledge Management ◽  
Organizational Performance ◽  
Systems Design ◽  
Talent Management ◽  
Research Paper ◽  
Organizational Knowledge ◽  
Knowledge Systems ◽  
Organization Learning ◽  
Proposed Model ◽  
Depth Analysis

This research paper aims to explain relationships of   organization learning (OL), knowledge management (KM), talent management (TM) practices and organizational performance (OP) in order to have excellent understanding of the subject by using in-depth analysis of the extant literature. This research offers mechanisms for Organizational Knowledge Systems (OKS) that will help the entity to apply OKS. The research paper has created a complete mechanism of the OKS then tests the proposed model. Keywords: Organization Learning, Knowledge Management, Talent Management and Organization Knowledge Systems.

scholarly journals IMPACT OF TALENT MANAGEMENT STRATEGIES ON EMPLOYEE PERFORMANCE BEHAVIOUR WITH THE MEDIATING ROLE OF TALENT MANAGEMENT OUTPUTS

2019 ◽  
Vol 7 (3) ◽  
Author(s):  
Syed Hussain al-Hussaini . ◽  
Jamshid Ali Turi . ◽  
Abbod Naseb Abbod Altamimi . ◽  
Dr.Muhammad Asif Khan . ◽  
Mushtaq Ahmad .
Keyword(s):  
Employee Performance ◽  
Management Strategies ◽  
Talent Management ◽  
Mediating Role

Role of employer branding in enhancing the talent management strategies: applied study at commercial banks of Jordan

2021 ◽  
Vol 12 (7) ◽  
pp. 1962-1983
Author(s):  
Atif Badri Al-Qura'an
Keyword(s):  
Commercial Banks ◽  
Response Rate ◽  
Relevant Literature ◽  
Management Strategies ◽  
Talent Management ◽  
Employer Branding ◽  
Applied Study ◽  
The Impact ◽  
Descriptive Method

The main aim of this study is to identify to what extent the managerial leaderships in top, middle, and lower levels of commercial banks at Jordan practice the employer branding dimensions and talent management strategies. Also, it aims to explore the impact of employer branding dimensions on talent management strategies. The researcher relied on analytical-descriptive method to analyze and classify the data to achieve the objectives and to identify the variables of the study. To collect data a questionnaire was developed based on relevant literature and scales, (226) questionnaires were distributed, out of which (187) were returned and analyzed using SPSS (version 19), with response rate (82.7%). The results of the study showed that the relative importance of employer branding dimensions and talent management strategies practices in commercial banks of Jordan was high. Also, the results revealed that there is a positive relationship and significant impact of employer branding dimensions on talent management strategies among managers of commercial banks in Jordan.

Strategi Pengelolaan SDM dalam Peningkatan Kinerja Perusahaan Berkelanjutan di Era Industri 4.0

2020 ◽  
Vol 2 (1) ◽  
pp. 159-168
Author(s):  
Johan Oscar Ong ◽  
Masyhudzulhak Mahazan
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Human Resource ◽  
Technology Development ◽  
Core Competencies ◽  
Management Strategies ◽  
Sustainable Growth ◽  
Success Factor ◽  
Sustainable Competitive Advantage ◽  
Generation Z

The industrial growth and technology development need competent human resource in every business organization. The presence of millennial and Generation Z has increasingly dominated workforce presenting a new challenge for organizations to provide work climate that supports their development. It has been surveyed that millennial generation is tech savvy but less patient to stay in an organization. The ability to retain and develop millennial and generation Z is the organization's key success factor to continuously improve its business performance and sustainable growth. The new approach HR management strategies are needed to make sure achieving the business outcome (growth revenue, growth profit, lower cost). The Framework of Organizational Sustainability Model in era 4.0 is designed to map out the HR strategies in order to achieve a sustainable competitive advantage. The organizational key drivers would be the input for this model to support employee core competencies so as to give their outstanding performance and increase productivity. Having skills and experience are not enough for employees, they have to make a commitment and well motivated that is shaped by a strong organizational culture and climate. The current research has provided AMO (Ability, Motivation, Opportunity) model approach to support for the key theoretical propositions. The study is imperative for practitioners and organizations since it offers Human Resource Management strategies as a suggestions and guidelines to develop human capital for improving organizational performance and for gaining sustainable competitive advantage.

Sign in / Sign up

Export Citation Format

Share Document