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1 – 2 of 2Vimal Kumar, Priyanka Verma, Ankesh Mittal, Pradeep Gupta, Rohit Raj and Mahender Singh Kaswan
The aim of this study is to investigate and clarify how the triple helix actors can effectively implement the concepts of Kaizen to navigate and overcome the complex obstacles…
Abstract
Purpose
The aim of this study is to investigate and clarify how the triple helix actors can effectively implement the concepts of Kaizen to navigate and overcome the complex obstacles brought on by the global COVID-19 pandemic.
Design/methodology/approach
Through broad literature reviews, nine common parameters under triple helix actor have been recognized. A regression analysis has been done to study how the triple helix actors’ common parameters impact Kaizen implementation in business operations.
Findings
The results of this study revealed insightful patterns in the relationships between the common parameters of triple helix actor and the dependent variables. Notably, the results also showed that leadership commitment (LC) emerges as a very significant component, having a big impact on employee engagement as well as organizational performance.
Research limitations/implications
In addition to offering valuable insights, this study has limitations including the potential for response bias in survey data and the focus on a specific set of common parameters, which may not encompass the entirety of factors influencing Kaizen implementation within the triple helix framework during the pandemic.
Originality/value
The originality of this study lies in its comprehensive exploration of the interplay between triple helix actors and Kaizen principles in addressing COVID-19 challenges. By identifying and analyzing nine specific common parameters, the study provides a novel framework for understanding how triple helix actors collaboratively enhance organizational performance and employee engagement during challenging times.
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Naimatullah Shah, Safia Bano, Ummi Naiemah Saraih, Nadia A. Abdelmageed Abdelwaheed and Bahadur Ali Soomro
Talent management research today is increasing as organizational requirements attempt to meet the challenges of effectively managing talent to achieve organizations’ strategic…
Abstract
Purpose
Talent management research today is increasing as organizational requirements attempt to meet the challenges of effectively managing talent to achieve organizations’ strategic agendas. However, in learning organizations specifically, investigations of talent management practices are limited, with this study exploring the role of talent management practices in employee satisfaction and organizational performance in Pakistan.
Design/methodology/approach
The study was conducted in various universities (public and private) in Pakistan using a quantitative approach. Cross-sectional data are collected through a questionnaire, with analysis and conclusions based on completed questionnaires from 403 respondents.
Findings
The study’s findings from the analysis by structural equation modeling (SEM) emphasize the positive and significant effects of most talent management practices (i.e. talent identification, talent development, talent culture and talent retention) on employee satisfaction and organizational performance (talent attraction is the exception). Employee satisfaction positively and significantly affects organizational performance and is found to have a mediating effect, bridging the relationships of most talent management practices (talent identification, talent development, talent culture and talent retention) with organizational performance.
Practical implications
The study’s findings support human resource professionals, academics and policymakers in managing talent practices to enhance organizational performance. The findings assist in developing core skills and talent-related competencies to achieve organizational goals and success.
Originality/value
The study fills the research gaps by developing a framework of talent management practices for employee satisfaction and organizational performance in learning organizations, which warrants further consideration.
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