Perspective of Managing Talent in Indonesia

2017 ◽  
pp. 407-420
Author(s):  
Ratri Wahyuningtyas ◽  
Grisna Anggadwita
Keyword(s):  
Conceptual Framework ◽  
Talent Management ◽  
Qualitative Approach ◽  
Management Process ◽  
Management Processes

A superior organization is usually supported by systematically managing talent. The effective talent management will increase employees' commitment and satisfaction that lead to employees' engagement. Some of the issues that led to the ineffectiveness of management talent are a lack of understanding of the concept in managing talent, low commitment from every department, and goings of the best talents of the organization. This study aims to identify effective talent management processes in an organization, especially in Indonesia.This study also focused on how to retain employees who belong to the Y generation. A qualitative approach is used to explore the conditions that occur in every process of managing talent in 12 major companies in Indonesia were obtained through interviews and surveys. This study proposes a conceptual framework that shows several steps as a solution to the problem associated with managing the talented employee. There are three major groups in the talent management process including attracting talent, developing talent, and retaining talent.

Interaction Protocols Adaptation Based Coordination for Crisis Management Processes

2015 ◽  
Vol 7 (4) ◽  
pp. 67-87
Author(s):  
Wassim Chtourou ◽  
Lotfi Bouzguenda
Keyword(s):  
Life Cycle ◽  
Conceptual Framework ◽  
Crisis Management ◽  
Management System ◽  
Sequence Diagram ◽  
Management Process ◽  
Meta Model ◽  
Interaction Protocols ◽  
Management Processes ◽  
Uml Sequence Diagram

This work deals with Interaction Protocols adaptation for coordination in the context of Crisis Management Processes. One possible way to deal with this coordination is the use of Interaction Protocols (IP). In order to guarantee an efficient use of IP, one needs to adapt them. In this paper, the authors propose the conjointly use of version and context concepts to model the IP versions and their contexts within a coherent conceptual framework, called MDA. Following this practice, they first propose the contextualized versioned IP meta model. Second, they propose an extension of Agent UML sequence diagram meta-model in order to specify graphically the contextualized versioned IP. Third, they provide an Interaction Protocols Adaptation and Management System to support the life cycle of IP from modeling to performing. Finally, they illustrate their solution through a well-known crisis scenario called “Air Crash Management Process”.

The central role of knowledge management in business operations

2015 ◽  
Vol 21 (5) ◽  
pp. 1117-1139 ◽  
Author(s):  
Dimitrios Chatzoudes ◽  
Prodromos Chatzoglou ◽  
Eftichia Vraimaki
Keyword(s):  
Job Satisfaction ◽  
Knowledge Management ◽  
Conceptual Framework ◽  
Self Report ◽  
Successful Implementation ◽  
Management Process ◽  
Content Type ◽  
Organisational Climate ◽  
Innovative Culture ◽  
The Impact

Purpose – Knowledge Management (KM) is a contemporary research field of high interest for both academics and practitioners. For more than 15 years, successful companies have used KM as their most valuable source of competitive advantage. The purpose of this paper is attempt to extend the existing empirical approaches (research models), by focusing on the process of KM and its diffusion throughout the organisation. Design/methodology/approach – The present study proposes a newly developed conceptual framework that adopts a four-step approach, highlighting four areas of interest that have never been simultaneously examined before: knowledge antecedents, KM process, KM outcomes (satisfaction from the KM process) and individual (employee) outcomes. The proposed conceptual framework is tested, using a structured questionnaire, in a sample of 211 bank employees. The reliability and the validity of the questionnaire were thoroughly examined, while research hypotheses were tested using the “Structural Equation Modelling” technique. Findings – The results revealed that companies with enhanced innovative culture and an organisational climate that facilitates cooperation between employees tend to promote and ultimately maximise knowledge diffusion. Moreover, a contribution of the present study is the empirical confirmation of the relationship between the proposed factor “satisfaction from the knowledge management process” and both organisational commitment and job satisfaction. Research limitations/implications – A limitation stemming from the adopted methodology is the use of self-report scales to measure the factors (constructs) of the proposed model. Moreover, the present paper lacks a longitudinal approach, since it provides a static picture (snapshot) of the application of KM within enterprises. Practical implications – The paper highlights-specific areas (factors) that companies should enhance in order to harvest the potential benefits of KM. According to the empirical findings, organisations should focus on their human capital when managing their knowledge processes. After all, employee satisfaction from the KM process is found to be crucial for enhancing their job satisfaction and job performance. Originality/value – The paper proposes an enhanced conceptual framework that incorporates critical issues concerning the successful implementation of KM, thus, providing valuable tools for decision makers and academics. Its originality lies in the nature of its approach. More specifically, the present study examines the impact of KM on individual-level (employee), something that rarely appears in the relevant literature. Additionally, it incorporates “satisfaction from the knowledge management process” as a significant outcome of the KM process, thus, enriching the literature of the field. Finally, it investigates the impact of three contextual factors (innovative culture, organisational climate, inter-functional coordination) on KM process (externalisation, internalisation, socialisation, combination), adopting an approach that acknowledges KM as a function (factor) that transmits contextual influence onto individual effectiveness. The results of the study may be generalised in other sectors with similar characteristics (knowledge-intensive and learning organisations, service sector companies, etc) and in other developed countries whose financial institutions face similar challenges as the ones in Greece.

scholarly journals The Importance Of Different Leadership Roles In The Strategic Management Process

2004 ◽  
Vol 2 (1) ◽  
Author(s):  
Mojaki S. Mosia ◽  
Theo H. Veldsman
Keyword(s):  
Empirical Study ◽  
Strategic Management ◽  
Management Process ◽  
Leadership Roles ◽  
Management Processes ◽  
Leadership Framework ◽  
Integrated Leadership ◽  
Strategic Management Process

The drive towards flatter and more flexible, empowered, interdependent and responsive organisations in the current rapidly changing global situation necessitates the establishment of an integrated set of leadership roles. The purpose of this study was to propose the Integrated Leadership-Champion Framework (IL-C); and to determine empirically the importance of the IL-C for, as well as the importance of the sub-roles of the IL-C across the strategic management processes. The IL-C as a complete leadership framework could enable organisations to execute their strategic management processes more effectively and efficiently. The empirical study demonstrated the importance of IL-C overall and its leadership sub-roles for the strategic management processes. OpsommingDie soeke na platter, asook meer buigsame, bemagtigde, interafhanklike en responsiewe organisasies in die huidige vinnig veranderende, globale omgewing noodsaak die daarstelling van ’n geïntegreerde stel van leierskaprolle. Die doel van hierdie studie was om ’n Geïntegreerde Leierskap-kampioen Raamwerk (GL-R) voor te stel; en om empiries die belangrikheid van die GL-R vir, asook die belangrikheid van die subrolle van GL-R oor die strategiese bestuursprosesse te bepaal. Die GL-R as ’n volledige leierskapraamwerk kan organisasies in staat stel om hul strategiese bestuursprosesse meer doeltreffend en doelmatig te bestuur. Die empiriese studie toon die belangrikheid van GL-R oorhoofs, asook sy onderskeie leierskapsubrolle vir die strategiese bestuursprosesse.

Campus management process dynamics – Finnish and Australian practices

2017 ◽  
Vol 19 (2) ◽  
pp. 80-94 ◽  
Author(s):  
Eelis Rytkönen ◽  
Christopher Heywood ◽  
Suvi Nenonen
Keyword(s):  
Management Process ◽  
Content Type ◽  
Practical Applications ◽  
Functional Flexibility ◽  
Process Dynamics ◽  
User Behaviors ◽  
Physical Environments ◽  
Management Processes ◽  
User Communities ◽  
The University

Purpose This paper aims to outline campus management process dynamics that are affected by glocalization, changing funding structures and digitalization, and answer: How do glocalization, changing funding structures and digitalization challenge university campus management? and What implications do the challenges have on campus management processes? Design/methodology/approach Literature overview discusses how glocalization, changing funding structures and digitalization affect campus management. Empirical part explores how these forces affect management processes through 36 interviews on multiple embedded cases in the main campuses of Aalto University in Finland and the University of Melbourne in Australia. Findings Major challenges include future foresight, institutional sharing, economical paucity and functional flexibility. Heterogeneous user behaviors challenge absolute spatial measures as bases for designing learning and working environments. Finding a balance between long-haul portfolio maintenance for the university and future users and short-haul flexible pilots for the current user communities is crucial. Research limitations/implications The results derive from interviews of 36 campus management professionals from two campus management organizations limiting the validity and the reliability of the study. Further studies should be conducted by replicating the study in another context, by interviewing end users and clients and by investigating case investments and impacts over time. Practical implications Campus managers can answer the challenges through practical applications such as big data collection and sharing in physical environments, integrated service provision to thematic communities, cross-pollination of user communities and open access to information and infrastructure services. Originality/value This paper provides insights and tools to strategic alignment by comparing campus management of two fundamentally different systems in the context of higher education and on-going digitalization.

scholarly journals PERAN KOMITE SEKOLAH DALAM PROSES MANAJEMEN MADRASAH PADA MADRASAH TSANAWIYAH NEGERI (MTsN) KARANG INTAN KABUPATEN BANJAR

2017 ◽  
Vol 3 (3) ◽  
Author(s):  
Lathifah Lathifah
Keyword(s):  
Student Affairs ◽  
Qualitative Approach ◽  
Management Process ◽  
School Committee ◽  
Infrastructure Finance ◽  
Descriptive Qualitative

Abstract: This research is executed as a mean to describe the role of schoolCommittee toward madrasah’s management process in Public MadrasahTsanawiyah (MTsN) Karang Intan Banjar Regency, specifically on their role asadvisory agency, supporting agency, controlling agency, and as a mediator. Thisresearch uses descriptive qualitative approach. Data collected with observationtechnique, documentation and interview toward school committee and teachers.This research’s findings show that school committee have a important role inMadrasah’s management process, especially in the management of facilities and infrastructure, finance, student affairs, curriculum, personnel, and public relations.Keywords: school committee, madrasah’s management process, PublicMadrasah Tsanawiyah (MTsN)Abstrak: Penelitian ini dilaksanakan sebagai cara untuk menggambarkan perandari komite sekolah terhadap proses pengelolaan madrasah pada MadrasahTsanawiyah Negeri (MTs) Karang Intan Kabupaten Banjar, terutama tentangperan mereka sebagai pemberi pertimbangan, memberikan dukungan, melakukan pengendalian, dan sebagai mediator. Penelitian in imenggunakan pendekatan deskriptif kualitatif. Data dikumpulkan melalui teknik observasi, dokumentasi, dan wawancara dengan komite sekolah dan para guru. Temuan dari penelitian ini menunjukkan bahwa komite sekolah memiliki peran yang penting dalam proses pengelolaan madrasah, terutama dalam mengelola fasilitas dan infrastruktur, keuangan, kemahasiswaan, kurikulum, personalia, dan hubungan kemasyarakatan.Kata Kunci: komite sekolah, proses pengelolaan madrasah, MadrasahTsanawiyah Negeri (MTs)

Talent management processes and outcomes in a virtual organization

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alessandra Vecchi ◽  
Bice Della Piana ◽  
Rosangela Feola ◽  
Chiara Crudele
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Virtual Organization ◽  
Talent Management ◽  
Content Type ◽  
Work Arrangements ◽  
Management Processes ◽  
Successful Business ◽  
Global Work

PurposeThis paper investigates how global talent management processes are adopted and implemented in a virtual organization to successfully address the challenges of global work arrangements and the sustainable human and social outcomes that can be achieved.Design/methodology/approachAdopting a single, exploratory and critical case study methodology, this paper analyzes a global distributed company, Automattic Inc., to provide in-depth and rich insights on successful business process management in the human resources (HR) domain.FindingsThe findings offer some exemplary and valuable lessons in sustainable human resource management for firms in all sectors on how to embrace global talent management in a more creative and sustainable way – and the benefits in terms of efficiency and effectiveness that can be derived – by identifying talent through auditions, recruiting by inspiring others to apply, developing talent by sharing the value of learning and retaining talent by having fun.Originality/valueThe study contributes a more rounded understanding of successful business process management in the HR domain. Due to the COVID-19 pandemic, this is particularly relevant and timely for all organizations (traditional or virtual) venturing into successful global work arrangements.

Application Portfolio Management in Hospitals

2015 ◽  
pp. 833-846
Author(s):  
Joey van Angeren ◽  
Vincent Blijleven ◽  
Ronald Batenburg
Keyword(s):  
Portfolio Management ◽  
Ad Hoc ◽  
Health Care Organizations ◽  
Management Process ◽  
Current Application ◽  
Management Processes ◽  
Continuous Application ◽  
Application Portfolio Management ◽  
It Executives ◽  
It Governance Structures

Application portfolio management concerns the management of all technology and applications, and is a complex task under pressure of increasing collaboration among hospitals. Various approaches to application portfolio management are described in existing literature, but are directed at commercial enterprises rather than health care organizations. Addressing this deficiency, this article presents the results of three case studies conducted at Dutch hospitals surveying current application portfolio management processes. Results show differences between the three hospitals. One hospital implemented a continuous application portfolio management process. The other hospitals perform ad-hoc IT management due to, among others, lacking support from management, decentralized IT governance structures and an increasing need for technical integration. This article can assist IT executives in making better informed decisions, while it provides a step towards a better understanding of the complex application portfolio management process in hospitals for academia.

Identification and Measurement of Talent in Talent Management

2017 ◽  
pp. 134-166
Author(s):  
Manoj Kumar
Keyword(s):  
Conceptual Framework ◽  
Theoretical Basis ◽  
Talent Management ◽  
Short Review ◽  
Research Problem ◽  
Vocational Psychology ◽  
Assessment Tools ◽  
Self Assessment ◽  
Valid Assessment ◽  
Identification Processes

Research problem and short review: Furthermore, little attention has been paid so far to how specific talent definitions, operationalization, and measures are experienced by assessees. Methodology: This multidisciplinary review aims to contribute to the establishment of a stronger theoretical basis for talent-management by presenting a conceptual framework of talent in which the definition, operationalization and measurement of talent and its relation to excellent performance is clarified. Analysis: we strongly advise organizations to incorporate self-assessment tools in their talent-identification processes. Main results: We conclude that a valid assessment of talent requires striking a balance between organizational responsibility and self-responsibility. Main contributions of your research: We systematically introduce 11 propositions into the framework, building on fragmented insights from the literature, from the fields of HRM, gifted education, positive psychology, and vocational psychology respectively.

Efficient Deployment of ICT Tools in Disaster Management Process

2011 ◽  
pp. 95-107 ◽  
Author(s):  
Aysu Sagun
Keyword(s):  
Disaster Management ◽  
Information Flow ◽  
Management Process ◽  
Critical Factors ◽  
Management Processes ◽  
Nature Of Information ◽  
Information And Communication ◽  
Efficient Integration ◽  
Ict Tools ◽  
Three Stages

This chapter will emphasize that efficient integration of Information and Communication Technology (ICT) in disaster management process can help mitigation of impacts of disasters on people and the environment, minimizing the failures and maximizing the collaboration. It summarizes the nature of information flow and management processes during disasters and the potential of recent ICT at three stages of disaster management. The requirements and problems faced during their deployment at different stages of disaster management process are stated. The solutions for common constraints are discussed as well as the critical factors that should be considered in efficient deployment of ICT in the disaster management process.

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