scholarly journals The development of a talent management framework for the private sector

2017 ◽  
Vol 15 (0) ◽  
Author(s):  
Ebben S. Van Zyl ◽  
Rose B. Mathafena ◽  
Joyce Ras
Keyword(s):  
Private Sector ◽  
Performance Management ◽  
Management Practices ◽  
Corporate Strategy ◽  
Human Resources Management ◽  
Talent Management ◽  
Theoretical Development ◽  
Research Approach ◽  
Successful Implementation ◽  
Management Framework

Orientation: Talent management is a strategic priority especially for profit-generating organisations in the private sector. Limited research has been conducted on the theoretical development of talent management. The need for talent management is also triggered by a need to align and integrate people management practices with those of the organisation in order to achieve strategic execution and operational excellence.Research purpose: The primary aim of the study was to develop a talent management framework for the private sector. The research proposed to conduct an in-depth exploration of talent management practices in key and leading organisations already in the mature stages of talent management implementation in South Africa.Motivation of the study: There is a need for the development of best practices in talent management – where talent management strategy is designed to deliver corporate and human resource management strategies. The formal talent management initiative would be linked to the human resources management function and will flow vertically from the corporate strategy-making process.Research approach, design and method: The modernist qualitative research approach was applied to the study. Data were collected through semi-structured interviews (18 persons were interviewed in total). Analytical induction method was instrumental in facilitating the overall data analysis, while constructivist grounded theory assisted with the operationalisation of the data analysis.Main findings: The study has mapped out key dimensions which are essential for the implementation of talent management. The dimensions of talent management are attraction, sourcing and recruitment, deployment and transitioning, growth and development, performance management, talent reviews, rewarding and recognising, engagement and retention. With each of the above-mentioned dimensions, the activities that are to be carried out to achieve the outcome of each dimension are specified.Practical and managerial implications: Role clarifications pertaining to talent management responsibilities and accountabilities are still unclear in most instances. Early identification of key role players and articulation of duties will lead to ownership and clear accountabilities for the successful implementation of talent management.Contribution/value add: The study brought to light critical factors for organisations in the private sector to consider for the successful implementation of an integrated, holistic and comprehensive talent management framework. The proposed framework guides talent management practices within companies in the private sector by highlighting activities to be carried out to achieve outcomes per talent management dimension.

scholarly journals Implementation Gaps in Human Resource Performance Management Practices in the Ministry of Health and Child Care, Zimbabwe.

2021 ◽  
Vol 10 (2) ◽  
pp. 316-335
Author(s):  
Shikha Vyas-Doorgapersad ◽  
◽  
Mervis Chiware ◽  
Keyword(s):  
Child Care ◽  
Performance Management ◽  
Management Practices ◽  
Implementation Strategies ◽  
Research Approach ◽  
Successful Implementation ◽  
Ministry Of Health ◽  
Political Policy ◽  
Performance Results ◽  
Implementation Gaps

Any performance management (PM) practice implemented by an organisation has a direct impact on organisational performance and development; this paper therefore discusses challenges based on primary and secondary research findings, with the aim to explore how these findings correlate with how the successful implementation of PM practices is perceived and applied in the Ministry of Health and Child Care (MOHCC) in Zimbabwe. A qualitative research approach was used to collect data. The findings confirm that the implementation of PM has been marred by various challenges, which have, in turn, greatly affected performance results. Challenges identified by this study were, and continue to be, experienced at different levels of PM implementation strategies (e.g., at the formulation stage versus the implementation stage), and hence may hinder the effective implementation of PM practices in the MOHCC. The paper offers recommendations for consideration at political, policy, organisational, departmental, individual, and stakeholder levels.

BİLGİ YÖNETİMİ UYGULAMALARI KAPSAMINDA İNSAN KAYNAKLARI YÖNETİMİNDE MEYDANA GELEN DEĞİŞİMLER

2013 ◽  
Vol 1 (1) ◽  
pp. 83
Author(s):  
Ozan Büyükyılmaz
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Performance Management ◽  
Management Practices ◽  
Human Resources Management ◽  
Management Strategies ◽  
Resources Management ◽  
Management Philosophy ◽  
Management Processes

The development and expansion of knowledge management as an important management philosophy has a significant impact on human resources management as well as on organization as a whole. In this context, knowledge management processes have been used as a strategic tool within human resources management.Therefore, functions of human resources management must adapt itself to this change. The purpose of this study is to determine the role of human resources management in the management of knowledge and to reveal the effects of knowledge management practices on the functions of human resources byexamining the relationship between human resources and knowledge management. In this context, a theoretical investigation was conducted. It has been determined that significant changes occurred on the functions of human resources management such as selection and recruitment, performance management, remuneration and reward, training and development within the framework of the knowledge management strategies.

Performance measurement and its impact on Brazilian public academic libraries

2017 ◽  
Vol 51 (3) ◽  
pp. 579-590
Author(s):  
Milena Celere ◽  
Glauco Henrique de Sousa Mendes ◽  
Gilberto Miller Devós Ganga ◽  
Roberto Antonio Martins
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Academic Libraries ◽  
Quantitative Research ◽  
Management Practices ◽  
Performance Measurement System ◽  
Survey Method ◽  
Research Approach ◽  
Performance Management Systems ◽  
Library Management

Assessment and measurement of performance in academic libraries are well established. However, in developing countries such as Brazil, this has not been fully explored. This study aims to contribute to the knowledge by investigating practices of measuring library performance in Brazilian public academic libraries and analyzing their relationship with managerial processes. It employs a survey method with a descriptive-explanatory objective and follows a quantitative research approach. Data was gathered from 149 libraries. Results indicate that performance measurement system at academic libraries in Brazil lack systematic methods. However, libraries with implemented performance management systems have better management practices, reflecting in their library management maturity.

Human Resources Management in Social Entrepreneurship

2022 ◽  
pp. 1524-1548
Author(s):  
Burcu Kümbül Güler
Keyword(s):  
Human Resources ◽  
Performance Management ◽  
Social Entrepreneurship ◽  
Management Practices ◽  
Human Resources Management ◽  
Social Economy ◽  
Management Training ◽  
Social Enterprises ◽  
Resources Management ◽  
And Performance

With the rise of social entrepreneurship, social enterprises have gained popularity as socially innovative organizations which try to balance their economic and social missions. In the competitive environment of social economy, good management and investment in human resources have become requirements of social enterprises for their survival. Among the management practices, human resources management acts as a tool for gaining competitive advantage and it builds mutual trust between the staff and the organization. Emphasizing the significance and challenges of human resources management, this chapter explains human resources main practices—recruitment, career management, training, and compensation and performance management—in social entrepreneurship.

scholarly journals Talent management in the South African construction industry

2019 ◽  
Vol 17 ◽  
Author(s):  
Sydwell Shikweni ◽  
Willem Schurink ◽  
Rene Van Wyk
Keyword(s):  
Construction Industry ◽  
South African ◽  
Management Practices ◽  
Talent Management ◽  
Research Approach ◽  
The South ◽  
Business Outcomes ◽  
Global Competitiveness ◽  
Managerial Implications ◽  
Value Add

Orientation: The South African construction industry is constrained by the shortage of a skilled workforce due to global competition and insufficient graduate output. There is a need to evolve attract and retain the most valuable talent.Research purpose: The aim of this study was to investigate talent management in a prominent South African internationally operating construction company. The objective is to develop a framework for enhancement of talent management practices.Motivation for the study: The South African construction industry’s inability to retain talent, hampers global competitiveness and productivity. Talent shortages need to be addressed at a strategic level to remain competitive.Research approach/design and method: A qualitative research approach examined a single South African construction organisation in the Gauteng Province. Grounded theory was used to analyse data generated from interviews, participant observations and company documents.Main findings: Firstly, talent management in the construction industry supposes mutual actions from the organisation and its talented employees. Secondly, internal enablers drive business outcomes by in alignment with a well-crafted strategy. Thirdly, a regulatory framework should acknowledge labour market dynamics and diversity. Fourthly, internal and external enablers should be taken into consideration. Finally, effective implementation of talent management practices yields talent sustainability and competitiveness.Practical/managerial implications: The two conceptual frameworks developed indicate: (1) key factors that play a role in talent management, and (2) the interface between talented employees and the organisation.Contributions/value-add: The findings provide two proposed frameworks that could guide leadership to devise an enabling global competitive talent management environment in the construction industry.

Talent Management in the Public Sector

2017 ◽  
Author(s):  
Paul Boselie ◽  
Marian Thunnissen
Keyword(s):  
Public Sector ◽  
Public Management ◽  
Multidisciplinary Approach ◽  
Human Resources Management ◽  
Talent Management ◽  
Management Framework ◽  
The Public ◽  
Public Sector Organizations ◽  
Private And Public ◽  
Key Issues

Private and public sector organizations are confronted with intensifying competition for talent. Talent management in the public sector, however, is an underexplored field of research. The aim of this chapter is to define talent management in the public sector context by putting it in a public sector human resources management framework and linking it to public sector developments and tendencies. Thus, we apply a multidisciplinary approach to talent management, using insights from human resource management, public administration, and public management. First, we describe relevant public sector characteristics and developments. Then, we define talent management in the public sector context based on what is already know from previous research and the literature, and we discuss key issues, dualities, and tensions regarding talent management in the public sector. Finally, we suggest a future agenda for talent-management research in public sector contexts and present some implications for practitioners.

scholarly journals Managing the academic talent void: Investigating factors in academic turnover and retention in South Africa

2014 ◽  
Vol 40 (1) ◽  
Author(s):  
Marguerite Theron ◽  
Nicolene Barkhuizen ◽  
Yvonne Du Plessis
Keyword(s):  
Higher Education ◽  
Performance Management ◽  
South African ◽  
Management Practices ◽  
Academic Staff ◽  
Research Approach ◽  
The South ◽  
Reliable Measure ◽  
Convenience Sample ◽  
Retention Factors

Orientation: Globally, the demand for academic staff in higher education is expected to continue to increase. The South African situation is exacerbated by the so-called ‘retirement swell’ and turnover and retention problems; measurements to diagnose these factors remain limited.Research purpose: This study aimed to investigate the factors that influence turnover and retention of academic and to validate the developed talent retention diagnostic tool for use in South African higher education institutions.Motivation for the study: Limited research currently exists on the retention factors of academic staff in the South African context.Research approach, design and method: Using an investigative quantitative research approach, the tool was administered to a convenience sample of academics (n = 153) in 13 higher education institutions.Main findings: The results showed an array of distinguishing turnover and retention factors and proved the tool to be a valid and reliable measure. Over half the respondents indicated slight to strong dissatisfaction with compensation and performance management practices. Significantly, 34% indicated that they considered exiting their academic institution, citing unhappiness about compensation, as the most likely reason, whilst 74.5% have previously looked for another job.Practical/managerial implications: The research highlights key areas (i.e. compensation, emotional recognition, a bonus structure that reflects employee contribution, performance management systems, mentorship and career development opportunities) that higher education should attend to if they want to retain their key and talented academic staff.Contribution/value-add: The results contribute to new knowledge on the factors that contribute to turnover and retention of academic staff and present a valid and reliable measure to assess these retention factors.

scholarly journals Perception of performance management system by academic staff in an open distance learning higher education environment

2016 ◽  
Vol 15 ◽  
Author(s):  
Esther M. Maimela ◽  
Michael O. Samuel
Keyword(s):  
Distance Learning ◽  
Private Sector ◽  
Performance Management ◽  
Management System ◽  
Survey Methodology ◽  
Academic Staff ◽  
The Body ◽  
Empirical Literature ◽  
Research Approach ◽  
Performance Management System

Orientation: Institutions of higher learning in South Africa are fast embracing performance management system (PMS) as a mechanism for the achievement of teaching excellence and enhancement of research productivity. However, literature provided evidence to show that application of PMS in the private sector had failed to drive competition, efficiency and productivity.Research purpose: The main purpose of this article was to evaluate the perception of academic staff members of an open distance learning institution regarding the implementation of a PMS.Motivation for the study: PMS as a mechanism through which performance of academics is measured has been described as inconsistent with the long tradition of academic freedom, scholarship and collegiality in the academy. Moreso, previous research on the implementation of PMS was limited to private sector organisations, thus resulting in the dearth of empirical literature relating to its practice in service-driven public sector institutions.Research design, approach and method: The article adopted a quantitative research approach using census survey methodology. Data were collected from 492 academic staff from the surveyed institution using a self-developed questionnaire that was tested for high content validity with a consolidated Cronbach’s alpha value of 0.83. Data were analysed using a onesample t-test because of the one-measurement nature of the variable under investigation.Main findings: Major findings of the study indicated that respondents were satisfied with the implementation of the PMS by management. However, the payment of performance bonuses was not considered as sufficiently motivating, thus necessitating a pragmatic review by management.Practical/managerial implications: The findings of this article provided a practical guide to managers on the implementation and management of PMS as an employee performance reward mechanism in non-profit and service-oriented organisations.Contribution: This article provided an incremental contribution to the body of literature in the broad field of management and a further advancement of existing knowledge in the sub-field of performance management system.

scholarly journals Unlocking the Relationship Between Talent Management Practices and Performance Sustainability in the Sports Industry

2021 ◽  
Vol 12 (3) ◽  
pp. 366-380
Author(s):  
Abdul Gaffar Khan ◽  
Somiron Banik ◽  
Md. Aftab Uddin ◽  
Syed Moudud-Ul-Huq
Keyword(s):  
Performance Management ◽  
Structural Equation ◽  
Management Practices ◽  
Deductive Reasoning ◽  
Talent Management ◽  
Total Sample ◽  
Partial Least Square ◽  
Least Square ◽  
Equation Modeling ◽  
Sports Industry

The present study investigated the effect of talent management practices on performance sustainability in the sports industry. The study used the deductive reasoning approach to predict new cricketer performance sustainability. The hypotheses were tested using partial least square structural equation modeling (PLS-SEM) techniques. The self-administered structured questionnaires were used to collect data. The total sample size was 270, which were collected from respondents playing in Bangladesh Premier League domestic and international matches. The results revealed that onboarding and engagement, player development, performance management, and strategic teamwork planning positively influence performance sustainability. However, the findings suggested that policymakers and other concerned authorities should implement this result to sustain players' performance continuously. This is the first paper that applies talent management practices to magnify performance sustainability.

Implementing ActiveStrategy in Miami-Dade County

2009 ◽  
pp. 719-734
Author(s):  
Howard A. Frank
Keyword(s):  
Organizational Culture ◽  
Private Sector ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Return On Investment ◽  
Successful Implementation ◽  
Dade County ◽  
True Cost ◽  
Management Application

ActiveStrategy’s performance management application deploys the widely utilized Balanced Scorecard framework in a dashboard platform designed to align strategy and operational outcomes through all organizational levels. For nearly 5 years, Miami-Dade County has been deploying ActiveStrategy within the broader context of its results-oriented budgeting initiatives. While the county has a long history with output-oriented budgeting, this case study suggests that ActiveStrategy’s successful implementation requires significant time and effort as well as a change of organizational culture. Moreover, consistent with experience in the private sector, the county’s effort may have had relatively unclear expectations for implementation, and the “true cost” of rollout, including the time and labor of county employees, has not been calculated. While this does not diminish the value of implementation, it suggests that return on investment may be primarily intangible—ascertaining if county programs are consistent with the strategic aims of the citizens and elected officials.

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