scholarly journals The Impact of Talent Management on Achieving Strategic Success by Centralizing Sustainable Organizational Performance

2017 ◽  
Vol 1 (3) ◽  
pp. 297-335
Author(s):  
Dargham Hassan Abdul Hassan Abdul ◽  
Amira Hattab Al-Janabi ◽  
Khairuddin Mohamed Ali Habash
Keyword(s):  
Statistical Analysis ◽  
Organizational Performance ◽  
Mobile Communications ◽  
Talent Management ◽  
Three Dimensions ◽  
Form Analysis ◽  
Four Dimensions ◽  
Organizational Creativity ◽  
Strategic Success ◽  
The Impact

This research aims to demonstrate the impact of talent management in achieving strategic success through sustainable organizational performance in Asia-Cell for mobile communications in Iraq, To achieve the aims of research a model has been designed including three main variables, the independent variable represents the talent management through four dimensions identified (mupphy, 2007, mc gee, 2011) in their studies are (gain talent, build talent, sustain talent optimization talent management) while the mediated variable represents the sustainable organizational performance through three dimensions and by (Smith, 2012), namely, (organizational Creativity, and organizational ambidexterity, organizational flexibility) as for the dependent variable it is the strategic success and its includes (a specific strategy, effective implementation, innovation, customer satisfaction) and by ( Fayad, 2011) A number of hypotheses were deduced and designed of which are correlation hypotheses, impact hypotheses, and for the medium variable hypotheses, By adopting the style of research analytical, researchers used the questionnaire as a basic tool for collecting research data, as it has been 50 form analysis valid out a questionnaire 80 have been distributed, as well as conducting personal interviews with a sample of the research, then was a statistical analysis of the data and test hypotheses using the proper statistical analysis (SPSS V.20) program, the results showed the validity of the research hypotheses formulated and based upon a number of conclusions, which recommends that the adoption of company management of talent and organizational performance sustainable management to achieve strategic success.

The Impact of Cultural Intelligence on Organisational Performance: Applied Study in Sample of Jordanian Pharmaceutical Companies

2020 ◽  
Vol 19 (02) ◽  
pp. 2050010
Author(s):  
Najm Abood Najm ◽  
Aya Y. Zaghari
Keyword(s):  
Market Share ◽  
Cultural Intelligence ◽  
Three Dimensions ◽  
Performance Criteria ◽  
Pharmaceutical Companies ◽  
Organisational Performance ◽  
Administrative Practices ◽  
Four Dimensions ◽  
Cognitive Behavioural ◽  
The Impact

The aim of this study is to determine the impact of cultural intelligence in its four dimensions (metacognitive, cognitive, motivational and behavioural) on organisational performance based on three criteria: productivity, profitability and market share in Jordanian pharmaceutical companies. The study is sought to provide a broad review of the literature of cultural intelligence and administrative practices in the field of business administration and research in different parts. The results of the study confirmed that there is an impact of three dimensions of cultural intelligence (metacognitive, cognitive, behavioural) on organisational performance (productivity, profitability, market share), while the motivational dimension has no impact on all three performance criteria in Jordanian pharmaceutical companies.

Antecedents of cross-functional integration level and their organizational impact

2019 ◽  
Vol 34 (8) ◽  
pp. 1706-1723 ◽  
Author(s):  
Ana Cristina Ferreira ◽  
Marcio Lopes Pimenta ◽  
Paraskeva Wlazlak
Keyword(s):  
Organizational Performance ◽  
Structural Equation ◽  
Functional Integration ◽  
Equation Modeling ◽  
Future Research ◽  
Content Type ◽  
Four Dimensions ◽  
Probabilistic Sampling ◽  
Parsimonious Model ◽  
The Impact

Purpose The purpose of this paper is to develop a model to predict the antecedents of the integration level among marketing, logistics and production, considering the influence of formal and informal factors that generate integration and the existence of conflicts. Design/methodology/approach A survey of 179 participants from all regions of Brazil was conducted. A parsimonious model including four dimensions and 34 variables was developed through confirmatory factor analysis and structural equation modeling. Findings The field data corroborate studies dealing with the impact of various formal and informal integration factors on the cross-functional integration level as a construct. Furthermore, this paper concludes that the level of cross-functional can be defined as: the intensity of the relationship among internal functions which can be measured by the mutual existence of formal and informal factors and the absence of manifest conflicts. Research limitations/implications The findings of this paper cannot be generalized because of the convenience sampling. Future research could apply a probabilistic sampling and try to explore other geographical settings in both national and international contexts. Practical implications The proposed model can generate important information for managers by pointing out variables that can predict the integration level and their impacts on the organizational performance. The paper concludes with examples about how the model could be useful in several practical situations. Originality/value This paper proposes a model with reasonable accuracy to predict the integration level and overcomes prior research limitations with respect to models to predict the antecedents of the integration level, particularly the role of conflicts in the integration processes.

scholarly journals Multi-Scale Features of Regional Poverty and the Impact of Geographic Capital: A Case Study of Yanbian Korean Autonomous Prefecture in Jilin Province, China

Land ◽  
2021 ◽  
Vol 10 (12) ◽  
pp. 1406
Author(s):  
Binyan Wang ◽  
Junfeng Tian ◽  
Peifeng Yang ◽  
Baojie He
Keyword(s):  
Spatial Heterogeneity ◽  
Natural Environment ◽  
Socioeconomic Development ◽  
Jilin Province ◽  
Three Dimensions ◽  
Four Dimensions ◽  
Multi Scale ◽  
Poverty Measures ◽  
Low Efficiency ◽  
The Impact

Poverty is a challenge worldwide. Policy and regulations guiding anti-poverty measures for governments, NGOs, and multilateral institutions have not considered the spatial scale effect of regional poverty, resulting in low-efficiency poverty alleviation actions. This study addressed research gaps by analyzing the multi-scale (county, township, and village) features of regional poverty in Yanbian Korean Autonomous Prefecture in Jilin province, China. It examined the impact of geographic capital and associated spatial heterogeneity from four dimensions: natural environment, transport location, facilities accessibility, and socioeconomic development. The results identified that regional poverty varied at different scales: lower-scale poverty had higher levels of spatial differences, agglomeration, and spatial autocorrelation than higher-scale poverty, and the “island effect” was prominent. The factors potentially impacting regional poverty varied at different scales for geographical capital. At the township scale, only transport location and socioeconomic development dimensions could make significant differences. Factors in all four dimensions could affect village-scale poverty significantly, and the natural environment dimension was more effective than the other three dimensions. The impact of geographic capital and its spatial heterogeneity at the village scale varied, implying that local and diverse anti-poverty measures should increase. This study improves understanding of the multi-scale features of regional poverty and supports the formulation of effective anti-poverty measures.

scholarly journals The Impact of Implementing Talent Management Practices on Sustainable Organizational Performance

2020 ◽  
Vol 12 (20) ◽  
pp. 8372 ◽  
Author(s):  
Riham Al Aina ◽  
Tarik Atan
Keyword(s):  
Real Estate ◽  
Organizational Performance ◽  
United Arab Emirates ◽  
Management Practices ◽  
Empirical Evaluation ◽  
Talent Management ◽  
Equation Modeling ◽  
Career Management ◽  
Learning And Development ◽  
The Impact

As organizations operate in an inexorable marketplace, there are always new and unpredictable difficulties that make managerial roles harder and the achievement of organizational goals and objectives more critical. Recently, the implementation of talent management practices in achieving sustainable organizational performance that will match the firms’ operational and strategic goals have been the concern of both academics and practitioners, but the issue has not been exhaustively investigated. Thus, the aim of this study is to investigate the effect of talent management practices on the sustainable organizational performance in real estate companies located in the United Arab Emirates. This paper seeks to make contributions through an empirical evaluation of talent management in the United Arab Emirates. A structured questionnaire was distributed to collect data from a study sample of 306 managers working in real estate companies. The proposed hypotheses were verified by structural equation modeling (SEM). The results of this study show that talent attraction and talent retention had no impact on the sustainable organizational performance, whereas learning and development and career management were found to have significantly positive impacts. The study suggests that learning and development, and employee career management, should be leveraged on by the management by concentrating on the coaching and training programs and job rotation so that the firm can achieve sustainable organizational performance.

scholarly journals Talent management and organizational performance: The mediating role of employee engagement

2021 ◽  
Vol 11 (9) ◽  
pp. 2341-2346 ◽  
Author(s):  
Eny Yuniati ◽  
Budi Eko Soetjipto ◽  
Tjipto Wardoyo ◽  
Sudarmiatin Sudarmiatin ◽  
Farika Nikmah
Keyword(s):  
Organizational Performance ◽  
Employee Engagement ◽  
Talent Management ◽  
Mediating Role ◽  
Mothers And Children ◽  
Management Literature ◽  
The Impact ◽  
The Relationship

Talent management and Employee Engagement have been studied extensively in management literature in the last ten years, both concepts have become a field of interest. Therefore, this study explores the impact of employee engagement as a mediator on the relationship between talent management and organizational performance. The reason for doing this research is that most of the studies have studied the relationship between talent management directly on organizational performance and have not included employee engagement as a mediator. Midwives were selected as samples since their talents can further enhance the professional ability of midwives in carrying out their duties: to save mothers and children during childbirth.

scholarly journals Changing Dynamics of Talent Management: Analyzing the Impact of Business Environmental Factors

2019 ◽  
pp. 583-595
Author(s):  
Dr. Abdul Quddus Mohammed
Keyword(s):  
Environmental Factors ◽  
Organizational Performance ◽  
Management Practices ◽  
Oil And Gas ◽  
Talent Management ◽  
Critical Examination ◽  
Management Process ◽  
Cultural Changes ◽  
Talent Acquisition ◽  
The Impact

Talent management process makes sure that the organization has sufficient supply of talented employees to meet the organizational goals. However, this aspect is important for organizations especially in the wake of the ever-changing business environmental factors such as political, social and economic factors. To undertake a critical examination of the changing dynamics in the field of talent management, the following research focuses on an analysis of the impact of political, economic and socio-cultural changes on the talent management process in oil and gas companies in GCC. As such, the main objective of the research is to undertake an analysis of the practices of talent management adopted in the oil and gas sector in GCC region and analyze the changing dynamics of the Talent Management process to suggest strategies to manage talent to improve the industry performance. Despite the advanced in the human resource management field, the talent landscape in the GCC region faces challenges in the talent management process such as talent acquisition, talent retention, and talent development. The following research focuses on the use of an empirical quantitative approach towards data collection and interpretation of the obtained data. The research advanced three hypotheses, which are tested in the research. The findings of the research provide evidence that the economic, social and political factors have a significant influence on talent management practices in this region. And it is important to consider the business environmental factors in managing talent by aligning organizational strategy with talent management strategy of the company. The implantation of technology by means of Artificial intelligence, HR analytics and automation will reduce the dependency on more employees and improving the value of HR in the organization by enlightening organizational performance and productivity with few talented employees in line with dynamic business environmental factors.

Assessing the impact of cloud-based services on the talent management of employees

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dan Liu ◽  
Mehdi Darbandi
Keyword(s):  
Cloud Computing ◽  
Organizational Performance ◽  
Online Survey ◽  
Talent Management ◽  
Organizational Level ◽  
Cross Sectional ◽  
Content Type ◽  
Cloud Computing Adoption ◽  
Medium Enterprises ◽  
The Impact

PurposeFundamental literature exists on the employment of diverse information technology (IT) innovations relied on utility computing, a little experimental literature exists on cloud computing adoption by medium enterprises. So, this essay aims to analyze the determinants of the acceptance of cloud computing in medium-sized organizations. It also targets the impact of cloud-depended services on employers' talent management in the analysis areas of research reports, hypotheses and frameworks used by them.Design/methodology/approachCloud computing is a novel and notable development in the network application field with a novel IT viewpoint. The present investigation aims to assist and enrich the scientific argument regarding the phenomenon nominated cloud computing from a managerial perspective. A quantitative study design was utilized to gather and analyze the data. In total, 345 employees from different medium enterprises reported their perspectives via an online survey. Partial least squares was used to evaluate the model of the study. The investigation was performed from April 2020 to November 2020.FindingsAs expected, the empirical analysis results revealed that cloud computing adaption drivers positively and significantly associated with talent management. The results showed that organizational level is the most important factor in the effectiveness of talent management. Further, this study established a cloud strategy that moderates the relationships between cloud computing adaption drivers and talent management. As a general result, organization managers must implement cloud computing to improve organizational performance, reduce costs, enhance organizational innovation and reduce repetitive work. So, international trade facilitates and helps the country's economy.Research limitations/implicationsThere are still some drawbacks of this analysis that require addressing the findings. Initially, the authors gathered a country's data. Second, by considering multiple significant structures from four aspects, they established the study model. Third, utilizing one-time cross-sectional data, the suggested model was evaluated. As a proposal, future researchers could investigate cloud computing adoption drivers' outcomes within other organizations.Originality/valueThis research presents a straightforward and easy model for understanding the cloud's effect on employee talent management. By systematizing the unrelated studies on the subject and organizing those contributions into strong managerial literature paradigms, such an aim has been accomplished.

Leveraging Technology for Talent Management

2019 ◽  
Vol 11 (2) ◽  
pp. 16-30 ◽  
Author(s):  
Brijesh Sivathanu ◽  
Rajasshrie Pillai
Keyword(s):  
Grounded Theory ◽  
Organizational Performance ◽  
Talent Management ◽  
Theory Approach ◽  
Structured Interviews ◽  
Use Of Technology ◽  
Management Technology ◽  
Hr Managers ◽  
Impact Of Technology ◽  
The Impact

This study aims to understand the use of technology for talent management and its impact on organizational performance. This study reviewed the extant literature and conducted semi-structured interviews of 125 HR managers in multinational companies in India to understand the impact of technology in talent management for organizational performance. The research utilized the grounded theory approach to conduct the interviews and the analysis of the data was done with NVivo 8.0 software. It was found that organizational performance can be achieved by using technology for talent management. It highlights the role of talent metrics and analytics and HR business partnerships in organizational performance. This study proposes a theoretical model for the usage of talent management technology towards organizational performance using the grounded theory perspective. This study provides key insights for the HR managers, talent management technology marketers and developers.

ORGANISATIONAL JUSTICE AND MANAGING WORKPLACE INNOVATION: HOW IMPORTANT ARE FORMAL PROCEDURES?

2019 ◽  
Vol 23 (03) ◽  
pp. 1950026
Author(s):  
CLAIRE A. SIMMERS ◽  
ADELA J. McMURRAY
Keyword(s):  
Structural Equation ◽  
The United States ◽  
Three Dimensions ◽  
Significant Finding ◽  
Four Dimensions ◽  
Organisational Justice ◽  
Study Results ◽  
Workplace Innovation ◽  
The Impact ◽  
Formal Procedures

Few studies examine organisational justice and innovation simultaneously within workplace settings. Thus, the purpose of our study was to investigate the impact of organisational justice on workplace innovation. We tested the three dimensions of organisational justice (distributive, procedural and interactional) and the four dimensions of workplace innovation (individual, team, organisational and overall climate for innovation) across multiple industry contexts. The sample comprised 282 individuals employed in a variety of industries based in the United States. The Structural Equation Modelling (SEM) analysis identified a significant finding where organisational justice formal procedures promoted all four dimensions of workplace innovation and thus was important in managing workplace innovation. Distributive justice only had an impact on organisational innovation, while interactional procedures justice only had an impact on innovation climate and thus were less important. The study results provide new contributions to the innovation literature.

scholarly journals An Exploratory Study on the Impact of Work/Life Balance and Employee Engagement on Talent Management and Organization Performance: A Case of Jordan Telecom and IT Sector

2020 ◽  
Vol 9 (3) ◽  
pp. 617
Author(s):  
Areej Al-Khateeb ◽  
Kholoud Sudqi Al-Louzi
Keyword(s):  
Employee Engagement ◽  
Positive Relationship ◽  
Talent Management ◽  
Work Life ◽  
Three Dimensions ◽  
Work Life Balance ◽  
Organization Performance ◽  
Life Balance ◽  
The Impact ◽  
The Relationship

This study aims to explore the relationship between talent management, work life balance, motivational drivers of employee engagement and organization performance in telecommunication and information technology sector in Jordan. Both work life balance and motivational drivers of employee engagement were examined as mediators between talent management and organization performance. The population of the study consists of the three main telecommunication operators in Jordan; Zain, Orange and Umniah with a total number of employees (3305), a random sample appointed from the population with a total 250 questionnaires filled up. The study found a positive relationship between talent management and its three dimensions, namely talent acquisition, talent development and talent retention with organization performance. Results also found a positive relationship between talent management and its three dimensions with work life balance. A positive relationship also found between talent management and its dimensions with motivational drivers of employee engagement. Finally, work life balance found to partially mediating the relationship between talent management and organization performance and motivational drivers of employee engagement fully mediating this relationship between talent management and organization performance. This study stated many recommendations for future researches.

Sign in / Sign up

Export Citation Format

Share Document