scholarly journals Is Talent Management A Reality? A Case of Multinational Corporation in the Context of Karachi

2020 ◽  
Vol 8 (2) ◽  
pp. 15-32
Author(s):  
Anam Qamar ◽  
◽  
Shifa Haroon ◽  
Namra Anjum ◽  
Ayesha Saleem ◽  
...  
Keyword(s):  
Content Analysis ◽  
Multinational Corporations ◽  
Human Resource ◽  
Multinational Corporation ◽  
Management Practices ◽  
Research Study ◽  
Talent Management ◽  
Primary Data ◽  
Structured Interviews ◽  
Behavioral Challenges

Talent management is the recruitment, selection, and retainment of the most talented workforce which indicates that it is an advanced field of human resource management (HRM). The prosperity of an organization depends upon its talent force. In todays dynamic and competitive world, talent management is one of the main stumbling issues that organizations face. This research study examines the reality of talent management in Pakistan; besides, the challenges in the implementation of talent management have also been investigated. This research study is qualitative; in-depth semi-structured interviews have been conducted to collect the primary data from a Pakistani public based multinational corporation. Using content analysis, the key themes were identified. The findings reveal that talent management practices lack in Pakistan, but the renowned multinational corporations follow proper procedures and policies related to talent management. Furthermore, the findings further discover that there are three major types of challenges which are being faced today by the organizations; the managerial behavioral challenges are the most important, employee behavioral challenges are the least important and the structural challenges are also essential to overcome, for the implementation of talent management. The findings from this research can be used by the management or the policymakers of different organizations to execute talent management effectively and efficiently.

scholarly journals Role of HRM in Talent Retention With Evidence

2018 ◽  
Vol 9 (2) ◽  
pp. 8 ◽  
Author(s):  
Doreen Akunda ◽  
Zhixia Chen ◽  
Simon Ndwiga Gikiri
Keyword(s):  
Content Analysis ◽  
Human Resource ◽  
Management Practices ◽  
Talent Management ◽  
Sources Of Information ◽  
Study Approach ◽  
The Arts ◽  
Sustainability Strategies ◽  
Talent Retention ◽  
Mixed Approach

Talent management and retention are increasingly seen as an essential practice in business sustainability strategies. It has since expanded from the sporting fraternity and the arts, particularly in the entertainment industry to become a global practice. This paper discusses the purpose and strategies used for talent management. Using a case study approach that combines the use of Reflexive Account (a retrospective analysis) and content analysis of firm reports, this paper identifies the Human Resource management practices implemented by one firm, MTN-Uganda as a case that provides human resource practitioners with evidence of the practical utility of various talent management and retention strategies. The primary sources of information used in reporting on the case were obtained through reflexive analysis (2012-2015) and content analysis of firm reports (2007-2018). Information gaps were filled in by contact and answered queries through the Department of Corporate Services at MTN Uganda.Although there are many strategies for implementing talent management programs, their success is primarily pegged on the use of a mixed approach, with the Human Resource functions being supported by other management divisions to realise the return on investment sought through the implementation of talent management programs.

Innovation in talent management practices: creating an innovative employer branding strategy to attract generation Z

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Deepika Pandita
Keyword(s):  
Labor Market ◽  
Management Practices ◽  
Community Support ◽  
Talent Management ◽  
Research Paper ◽  
Primary Data ◽  
Structured Interviews ◽  
Employer Branding ◽  
Content Type ◽  
Generation Z

Purpose This research paper focuses on the arriving new generation, “Gen Z,” and how an organization can target this new talent through innovation in its employer branding. This paper aims to enhance the readers’ understanding of how generation Z is different from the previous generations and their unique preferences. This study also attempts to probe and help readers understand innovative practices in employer branding and what tools can be used under this umbrella to influence and attract the increasing workforce of generation Z to the labor market. Design/methodology/approach There were 21 in-depth semi-structured interviews taken from human resources (HR) heads of various organizations, a few mid-managers, consultants and HR experts based in India. Each interview was transcribed, and a technique of inductive content analysis was used. Broad themes and several new items emerged that looked at innovation in employer branding. Findings It was found through this study that Gen Z has high career aspirations, working styles, attributes, education preferences and has an innovative mindset. This demands a flexibility of being independent and confident. They prefer diversity not just through race and gender but also through identity and orientation. Most important, money is not the only priority for them when it comes to their career development. They also want themselves to be associates with a workplace exhibiting community support. They are driven by an innovative mindset where they resort to creative means to achieve their goals. Research limitations/implications The research paper is exploratory. The model and hypotheses the author arrives at must be verified empirically by collecting primary data through validated instruments by the relevant stakeholders in the organization, specifically the stakeholders specializing in the domain of talent acquisition and talent management, to add additional weight and meaning to the literature. Practical implications As the members of Gen Z are about to step into the labor market, the proposed finding in this research paper would help current industrial practitioners rethink how they will design their policies to entice and integrate Gen Z into the workplace. Originality/value Realizing that companies’ experience with millennials’ entry into the workforce might not have prepared them to win with Gen Z, the author has examined what makes Gen Z different from earlier cohorts on how do they approach the workplace. Understanding the unique behavioral differences, the author has proposed organizations’ practices to appeal to them to work with them. Adding to the existing literature on “Generation Z” and “Employer Branding,” the author has linked both in the paper with a qualitative study and proposed a model to build Generation Z’s employer brand.

Talent on demand?

2010 ◽  
Vol 39 (4) ◽  
pp. 414-431 ◽  
Author(s):  
Ralf Burbach ◽  
Tony Royle
Keyword(s):  
Multinational Corporations ◽  
Human Resource ◽  
Management Practices ◽  
Single Case ◽  
Talent Management ◽  
Management Process ◽  
Content Type ◽  
Resource Information ◽  
Practical Implications

PurposeAs the interest in talent management (TM) gathers momentum, this paper aims to unravel how talent is managed in multinational corporations, what factors mediate the talent management process and what computerised systems may contribute to the management of talent.Design/methodology/approachThe study employs a single case study but multiple units of analysis approach to elucidate the factors pertaining to the transmission and use of talent management practices across the German and Irish subsidiaries of a US multinational corporation. Primary data for this study derive from a series of in‐depth interviews with key decision makers, which include managers at various levels in Germany, Ireland and The Netherlands.FindingsThe findings suggest that the diffusion of, and success of, talent management practices is contingent on a combination of factors, including stakeholder involvement and top level support, micro‐political exchanges, and the integration of talent management with a global human resource information system. Furthermore, the discussion illuminates the utility and limitations of Cappelli's “talent on demand” framework.Research limitations/implicationsThe main limitation of this research is the adoption of a single case study method. As a result, the findings may not be applicable to a wider population of organisations and subsidiaries. Additional research will be required to substantiate the relevance of these findings in the context of other subsidiaries of the same and other corporations.Practical implicationsThis paper accentuates a number of practical implications. Inter alia, it highlights the complex nature of institutional factors affecting the talent management process and the potential efficacy of a human resource information system in managing talent globally.Originality/valueThe paper extends the body of knowledge on the transfer of talent management practices in the subsidiaries of multinational corporations. The discussion presented herein may engender further academic debate on the talent management process in the academic and practitioner communities. The link between talent management and the use of human resource information systems established by this research may be of particular interest to human resource practitioners.

scholarly journals Comparative Analysis of the HRM Practices between Hospitality and Healthcare Sectors in South Kerala

2016 ◽  
Vol 7 (2) ◽  
pp. 11
Author(s):  
R. Prakash Pillai ◽  
Christy Abraham
Keyword(s):  
Health Care ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Management Practices ◽  
Primary Data ◽  
Structured Interviews ◽  
Hrm Practices ◽  
Human Resource Management Practices

Hospitality and health care sectors have similarities due to service oriented and customer centric approach. The study is aimed to identify and understand the link between hospitality and health care sectors in terms of human resource management practices and how it enriches the business activities. The study is qualitative in nature and a case study was used. Purposive sampling method was used and primary data was collected through direct observation and semi-structured interviews with experts of the five star hotels and super specialty hospitals in South Kerala and secondary data was collected from journals, newspapers, books and internet, etc. Study analyzed that hospitality sector is having well functioned and polished HRM practices compared to health care sector. Each HRM practice is inter-connected and resulted into lower exit rate and better satisfaction of the staff. Proper execution of human resource management practices such as recruitment, selection, induction, training & development, performance appraisal, compensation, employee welfare, grievance mechanism and exit management has a significant role in satisfaction of the employees and performance of the organization. Well functioned HR department and HRM practices will enhance the effectiveness of the staff and that ultimately lead to the best quality service delivery.

scholarly journals Exploring talent management execution in the Ministry of Justice in the Namibian public sector

2019 ◽  
Vol 17 ◽  
Author(s):  
Kristofina Filippus ◽  
Cecilia M. Schultz
Keyword(s):  
Public Sector ◽  
Conceptual Framework ◽  
Human Resource ◽  
Management Practices ◽  
Talent Management ◽  
Exploratory Research ◽  
Structured Interviews ◽  
Managerial Implications ◽  
The Government ◽  
Strategic Execution

Orientation: The Ministry of Justice in the government of the Republic of Namibia, which is tasked to implement an effective judicial system in the country, is one of the public sector institutions rocked by a shortage of critical skills.Research purpose: The aim of this study was to scrutinise the execution of talent management practices in the Ministry of Justice in the Namibian public sector by investigating the talent management execution levels, identifying the distractors and enablers that form part of the talent management practices and developing a conceptual framework of talent management execution.Motivation for the study: The war for talent is evident in the Ministry of Justice in the Namibian public sector, and limited research exists regarding the execution of talent management in this organisation.Research approach/design and method: The research was based on an exploratory research design and a qualitative approach was used. Purposive sampling was utilised and semi-structured interviews were conducted. The data were analysed by means of qualitative content analysis.Main findings: Talent management was executed on three levels: human resource execution, operational execution and strategic execution. Specific distractors and enablers were identified and formed part of the talent management practices.Practical/managerial implications: To execute talent management properly, managers and human resource managers should attend to the identified talent management distractors and enablers.Contribution/value-add: Talent management execution levels and the relating distractors and enablers were identified. A conceptual framework of talent management execution in the Ministry of Justice in the Namibian public sector was developed.

Workplace inclusion of persons with a disability

2016 ◽  
Vol 35 (7/8) ◽  
pp. 397-414 ◽  
Author(s):  
Mukta Kulkarni ◽  
Stephan Alexander Boehm ◽  
Soumyak Basu
Keyword(s):  
Multinational Corporations ◽  
Human Resource ◽  
Management Practices ◽  
Organizational Factors ◽  
Structured Interviews ◽  
Persons With Disabilities ◽  
Content Type ◽  
External Stakeholder ◽  
Country Specific ◽  
Workplace Inclusion

Purpose The purpose of this paper is to integrate research on human resource systems with work on disability management practices to outline how multinationals across India and Germany are engaged in efforts to increase workplace inclusion of persons with a disability. Design/methodology/approach Semi-structured interviews with respondents from multinational corporations in India and Germany were conducted, transcribed, and analyzed. Findings Employers followed three guiding principles (i.e. beliefs): importance of harnessing diversity, encouraging multi-stakeholder engagement internally, and engaging with the external ecosystem to build internal human resource capabilities. Respondents further noted two interdependent and mutually constitutive programs that covered the life cycle of the employee: job flexibility provisions and integration programs. Country-specific differences existed in terms of perceived external stakeholder support and availability of talent. Research limitations/implications The results complement prior research with respect to the importance of organizational factors for the inclusion of persons with a disability and also extend prior research by shedding light on the role of the national context in such inclusion endeavors. Practical implications Findings indicate that disability-inclusion principles may be universal, but their operationalization is region specific. Global organizations must be aware of these differences to design effective inclusion programs. Social implications The study helps in designing and evaluating appropriate inclusion initiatives for persons with disabilities, an important yet underutilized group of potential employees in both India and Germany. Originality/value This is the first study to investigate country-specific commonalities and differences in fostering workplace inclusion of persons with disabilities in India and Germany.

scholarly journals Meanings Attributed by Adolescents to Intrafamily Sexual Violence and Assistance in the Judiciary

2021 ◽  
Vol 31 ◽  
Author(s):  
Eliana Mendes de Souza Teixeira Roque ◽  
Diene Monique Carlos ◽  
Geraldo Romanelli ◽  
Cintia Aparecida da Silva ◽  
José Eurípedes Martins ◽  
...  
Keyword(s):  
Qualitative Research ◽  
Content Analysis ◽  
Sexual Violence ◽  
Research Study ◽  
Wide Spectrum ◽  
Power Relationships ◽  
Structured Interviews ◽  
Secondary Victimization ◽  
Qualitative Research Study ◽  
Childhood And Youth

Abstract The aim was to know and analyze the meanings of intrafamily sexual violence experienced and the Court support for adolescents who underwent the questioning. A qualitative research study through semi-structured interviews and free observation with nine adolescents aged between 13 and 17 years old, in a specific Court of Childhood and Youth. Data was analyzed using the technique of content analysis, with “Distance and negative”, and “Secondary victimization” pointed out. First, by signifying the intrafamily sexual violence suffered, the adolescent presents memory lapses about what happened, and it shows a wide spectrum of detrimental effects of intrafamily sexual violence. Secondly, it shows that the intervention of the Judiciary Branch has caused secondary victimization, gaps in care, and reproduction of power relationships. It was concluded on the importance to articulate a children and adolescents rights guaranteeing system, considering the new social frameworks, as well as the issue of human development.

scholarly journals The use of adaptive project management practices and methodologies in the development of a professional doctoral program

2021 ◽  
Vol 14 (1) ◽  
pp. 44-62
Author(s):  
Gabriel Barroso De Azevedo ◽  
Emerson Antônio Maccari ◽  
Nader Asgary
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Single Case ◽  
Doctoral Program ◽  
Evaluation Process ◽  
Management Control ◽  
Management Model ◽  
Primary Data ◽  
Structured Interviews ◽  
Management Tools

Purpose – Higher education institutions have used more and more project management tools to run development projects to create new professional postgraduate programs. The purpose of this research was to propose an adaptive project management model for creating a professional doctoral course in Business Administration, in order to fulfill the goals established by CAPES.Design/methodology/approach – For such, the qualitative approach was favored with the adoption of the single case study method. Semi-structured interviews were conducted with academic coordinators who are experts in the field in addition to the gathering of documents, thus using data triangulation to explore the phenomenon. The analysis of primary data and the analysis of documents from the Coordinating Agency for Advanced Training of Graduate Personnel (CAPES) served as inputs for analyzing and interpreting the results.Findings – As a result, we developed an adaptive project management model with the following characteristics: a) constant planning of activities, occurring in every cycle of interactions; b) iteration using short activities, allowing for more control of the project; c) validations performed continuously to ensure the goals proposed by CAPES are reached; and d) adaptable to change of scope during the execution phase of the project life cycle.Research limitations/implications – Among the limitations of the study is the lack of other studies related to the use of adaptive project management methodologies for developing postgraduate programs. And for future researches, we point out the need for applying the proposed model, to verify its efficacy and adherence to the development of a professional doctoral course.Originality/value – This study contributes to the academy by highlighting the need for project management as a tool and technique for the development of stricto sensu professional graduate programs. In this way, HEIs will be able to use a model of adaptive project management practices to achieve the objectives proposed by the CAPES evaluation process. As a result, HEIs are strengthened in the management, control and monitoring of the progress of their programs.

CONSIDERATIONS OF TALENT MANAGEMENT IN RETENTION OF ACADEMICS IN THE NATIONAL UNIVERSITY OF LESOTHO

2021 ◽  
Author(s):  
Theressa Madzingesu Zengeya ◽  
◽  
Gregory Alexander ◽  
Desiree Pearl Larey ◽  
◽  
...  
Keyword(s):  
Social Theory ◽  
Qualitative Methodology ◽  
Management Practices ◽  
Talent Management ◽  
Symbolic Capital ◽  
Management Program ◽  
Structured Interviews ◽  
Design And Implementation ◽  
National University ◽  
The University

The aim of the study was to examine the contribution of talent management practices at the National University of Lesotho in the retention of talented academics. The university has immense competition within the local, regional and international labour market. It isthreatened by high mobility and low retention of highly qualified staff, which has affected the quality of learning, especially postgraduate programmes. The study employed Bourdieu’s social theory and Adam’s theory of equity as a theoretical lens to understand talent management practices to retain talented academics. Bourdieu’s theory was used to offer insight on the various forms of capital, and how the capitals could be instrumental in the design and implementation of talent management practices in order to increase retention of talent in universities. In this study ‘talent’ is used to refer to holders of doctorates, associate professors and professors or researchers of new information and theories and inventors of new technology with great potential to make a significant impact on the university’s productivity. A literature review was undertaken to examine how the social theory of Bourdieu, particularly the conversion of different kinds of capital (symbolic capital) are used by the university to recognise the value of talented academics in order to retain these academics. Following a qualitative methodology and purposive sampling, data was generated through semi-structured interviews and document analysis to advance a critical and interpretive understanding of the perspectives of talent management from both management and talented academics in the university. Thematic analysis was used to synthesise the data. The data from fourteen (14) participants composed of management and academics revealed that, though the university is implementing talent management practices, it does not have an official and structured talent management program, which is imperative in retaining academics. This study concludes by advocating the design and implementation of a formal, contextual and structured talent management framework, in consultation with all key stakeholders, in order to increase retention of talent academics in the National University of Lesotho.

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