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Open Access
Article
Publication date: 12 April 2019

Atheer Abdullah Mohammed, Abdul Hafeez-Baig and Raj Gururajan

The purpose of this paper is to investigate generated themes associated with talent development in the Australian higher education sector. This is because there are pragmatic…

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Abstract

Purpose

The purpose of this paper is to investigate generated themes associated with talent development in the Australian higher education sector. This is because there are pragmatic advantages for universities that are focused on developing talents. For example, talent is a primary source of competitive advantage for educational institutions.

Design/methodology/approach

This study depends on the individual interview method as the main tool for data collection. The sample consisted of six participants who are talented. High-level individual interviews were transcribed and thematically analysed using NVivo 11.

Findings

Individual interviews have identified four key themes of talent development: performance management, coaching talent, leadership development and talent acquisition.

Research limitations

This study only targeted one country (Australia), and one sector (higher education). Hence, the generalisability of these results is limited to the Australian university sector in Queensland.

Practical implications

This study collects rich and original qualitative data regarding talent development in the higher education domain. Therefore, for instance, the research findings validate what was already found but are significant because practical data rather than theoretical were gathered through a discussion with experts in talent management. This study has a high quality because of strengthening the effect of an in-depth case study.

Originality/value

The study offers a value added to talent management theory through investigating themes of talent development for the higher education sector. This would assist researchers in this field to provide a deeper understanding and develop a theoretical foundation for their further studies. This implication is unique to the advancement of talent management theory.

Details

Journal of Industry-University Collaboration, vol. 1 no. 1
Type: Research Article
ISSN: 2631-357X

Keywords

Open Access
Article
Publication date: 16 February 2023

Martin Carlsson-Wall, Kai DeMott and Hamza Ali

In this paper, the authors empirically and theoretically analyze the scaling and control of talent development to highlight an important part of commercialization in football…

1526

Abstract

Purpose

In this paper, the authors empirically and theoretically analyze the scaling and control of talent development to highlight an important part of commercialization in football clubs, especially in the light of a growing transfer market.

Design/methodology/approach

Conducting a single case study of a Swedish football club, the authors adapt a view of the club as a “high-intensity” organization (Alvesson and Kärreman, 2004), one that inherently relies on strong identification of employees and the fostering of talent. This view allows us to detail the importance of both socio-ideological and technocratic forms of control involved in the talent development process.

Findings

The authors show how socio-ideological and technocratic forms of control were combined to establish the football club as a “talent factory” in the league, as well as the corresponding challenges when scaling talent development activities and how these challenges were handled. In doing so, the authors contribute to the broader accounting literature on talent- and human resource management, as the authors provide an example of how football clubs may commercialize without necessarily violating their fundamental sports values.

Originality/value

Talent management has mainly been studied in terms of increasing player wages and a focus on the cost of talent. As opposed to these perspectives, the authors highlight the revenue potential in developing players in the light of a growing transfer market and the relevance of talent development for the commercialization of football clubs.

Details

Accounting, Auditing & Accountability Journal, vol. 37 no. 2
Type: Research Article
ISSN: 0951-3574

Keywords

Open Access
Article
Publication date: 25 January 2024

Nobutaka Ishiyama and Hideki S. Tanaka

This study aims to examine the relationship between self-perceived talent status (SPTS) and positive employee outcomes (work engagement and organisational commitment), mediated by…

Abstract

Purpose

This study aims to examine the relationship between self-perceived talent status (SPTS) and positive employee outcomes (work engagement and organisational commitment), mediated by organisational justice (distributive and procedural justice). The authors define SPTS as employees’ self-conceptualisation of talent, formed by inferring the organisation’s initiatives regarding training and development opportunities and through informal recognition by others.

Design/methodology/approach

The authors measured SPTS using eight items on a five-point scale. Through an internet survey company, the authors initially surveyed 1,207 full-time employees from 300 Japanese companies with ≥ 300 employees. In the second round of the survey, conducted after approximately two weeks, 876 (82.9%) responses were collected from the initial 1,207 respondents, which were used for the final analysis.

Findings

SPTS was directly and positively related to work engagement, organisational commitment, distributive justice and procedural justice. In learning organisations, SPTS was positively but indirectly related to work engagement and organisational commitment, mediated by distributive justice. In non-learning organisations, SPTS was positively but indirectly related to work engagement and organisational commitment, mediated by procedural justice.

Practical implications

Given SPTS’s positive impact on employee outcomes, to eliminate the information asymmetry between organisations and talent due to strategic ambiguity, organisations should increase SPTS by helping talents perceive the plethora of development opportunities in the talent pool.

Originality/value

The results demonstrate the utility of SPTS for improving employee outcomes based on strategic talent management (TM) mechanisms including talent rewards, talent development opportunities and promotions. Furthermore, the results demonstrate that distributive justice plays an important role in the build-based TM context of learning organisations.

Details

The Learning Organization, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-6474

Keywords

Open Access
Article
Publication date: 27 July 2022

Stefan Jooss, Julia Lenz and Ralf Burbach

This paper aims to unpack how small and medium-sized enterprises (SMEs) can operationalise coopetition in talent management, addressing ongoing talent shortages in the hospitality…

5109

Abstract

Purpose

This paper aims to unpack how small and medium-sized enterprises (SMEs) can operationalise coopetition in talent management, addressing ongoing talent shortages in the hospitality industry which were intensified during the Covid-19 pandemic.

Design/methodology/approach

This conceptual paper draws from literature on coopetition and talent management in SMEs. Specifically, the authors take an interorganisational talent pool lens and develop a framework following the principles of open-systems theory.

Findings

The authors find that the traditional use of talent pools is often impractical for SMEs because of a lack of resources and capabilities. Instead, interorganisational talent pools, through coopetition in talent management, can aid these firms to address talent shortages. The authors identify potential for SME coopetition at various stages, including attraction, development and retention of talent.

Practical implications

Coopetition in talent management can aid industries in establishing market-thickening pipelines. Through co-attracting, co-developing and co-retaining talent, SMEs can create interorganisational talent pools. To develop talent management coopetition, a set of prerequisites, catalysts and potential inhibitors must be analysed and managed.

Originality/value

This paper moves the talent management debate beyond competition for talent, introducing coopetition as a viable alternative. Taking an open-systems perspective, the authors develop an integrative framework for coopetition in talent management in SMEs encompassing input, process and output components. The authors reveal the dynamic and complex nature of this coopetition process, highlighting the essential role of coopetition context and illustrating open-system principles.

Details

International Journal of Contemporary Hospitality Management, vol. 35 no. 8
Type: Research Article
ISSN: 0959-6119

Keywords

Open Access
Article
Publication date: 30 April 2021

Samuel Ogbeibu, Charbel Jose Chiappetta Jabbour, John Burgess, James Gaskin and Douglas W.S. Renwick

Congruent with the world-wide call to combat global warming concerns within the context of advancements in smart technology, artificial intelligence, robotics, algorithms (STARA)…

9501

Abstract

Purpose

Congruent with the world-wide call to combat global warming concerns within the context of advancements in smart technology, artificial intelligence, robotics, algorithms (STARA), and digitalisation, organisational leaders are being pressured to ensure that talented employees are effectively managed (nurtured and retained) to curb the potential risk of staff turnover. By managing such talent(s), organisations may be able to not only retain them, but consequently foster environmental sustainability too. Equally, recent debates encourage the need for teams to work digitally and interdependently on set tasks, and for leaders to cultivate competencies fundamental to STARA, as this may further help reduce staff turnover intention and catalyse green initiatives. However, it is unclear how such turnover intention may be impacted by these actions. This paper therefore, seeks to investigate the predictive roles of green hard and soft talent management (TM), leader STARA competence (LSC) and digital task interdependence (DTI) on turnover intention.

Design/methodology/approach

The authors used a cross-sectional data collection technique to obtain 372 useable samples from 49 manufacturing organisations in Nigeria.

Findings

Findings indicate that green hard and soft TM and LSC positively predict turnover intention. While LSC amplifies the negative influence of green soft TM on turnover intention, LSC and DTI dampen the positive influence of green hard TM on turnover intention.

Originality/value

Our study offers novel insights into how emerging concepts like LSC, DTI, and green hard and soft TM simultaneously act to predict turnover intention.

Open Access
Article
Publication date: 28 October 2019

Atheer Abdullah Mohammed, Abdul Hafeez Baig and Raj Gururajan

The purpose of this paper is to develop a theoretical model and investigate the relationship between talent management (TM) processes and knowledge creation (KC) in Australian…

4282

Abstract

Purpose

The purpose of this paper is to develop a theoretical model and investigate the relationship between talent management (TM) processes and knowledge creation (KC) in Australian public and private universities. This is because of the pragmatic advantages for organisations that focus on talents and knowledge.

Design/methodology/approach

This research adopted the mixed-methods design. The sample comprised 23 individuals for the qualitative study and 286 individuals for the quantitative survey questionnaire, all conducted in nine public and private universities in Australia.

Findings

The qualitative outcomes were utilised to develop the quantitative survey statement. These outcomes are based on a three-stage method of thematic analysis. The core conclusion of the quantitative study is that there is a significantly positive influence on TM processes (TMPs) on KC.

Research limitations/implications

The principle limitation of this study was the scope. It only targeted one country (Australia), one state (Queensland) and a part of the higher education sector (the university).

Practical implications

This research designed a quantitative instrument of TMPs and KC for the Australian educational institutions. The instrument is severely designed and comprehensively conceptualised utilising social, excellent, performance, strategic, behavioural and developmental concepts within TMPs with innovative, informational and technological concepts underlining KC within the Australian public and private universities in Queensland.

Originality/value

The study adds value to both TM and knowledge management literature through designing a conceptual model that links both of these variables in one tool regarding the university sector.

Details

Journal of Industry-University Collaboration, vol. 1 no. 3
Type: Research Article
ISSN: 2631-357X

Keywords

Open Access
Article
Publication date: 15 June 2021

Achmad Firdaus

The purpose of the study is twofold: first, it is to develop each aspect of maṣlaḥah ḍarūriyah (essential needs), i.e. dīn (faith/religion), nafs (soul), ʿaql (intellect), naṣl

2092

Abstract

Purpose

The purpose of the study is twofold: first, it is to develop each aspect of maṣlaḥah ḍarūriyah (essential needs), i.e. dīn (faith/religion), nafs (soul), ʿaql (intellect), naṣl (descendants) and mal (wealth), into various aspects of organisational essential needs; second, it is to formulate maṣlaḥah-based performance measurement.

Design/methodology/approach

The research is an exploratory study that uses a two-stage design: defining the research question and developing the research design. The research question is how each element of maṣlaḥah ḍarūriyah can become an element of organisational essential needs. The research design developed is to formulate maṣlaḥah-based performance measurement.

Findings

The study concludes that maṣlaḥah ḍarūriyah could be developed as a basis for identifying organisational essential needs. The five elements of maṣlaḥah ḍarūriyah are developed into the following organisational essential needs: worship orientation, internal process orientation, talent orientation, learning orientation, customer orientation and wealth orientation. Maṣlaḥah-based performance measurement uses five variables: strategic objective, measure, formula, target and strategic initiatives and applies the modified plan – do – check – action cycle: performance planning, performance implementation, performance evaluation and performance action.

Practical implications

Organisational essential needs can be developed by Islamic financial institutions (IFIs) into performance measurement. IFIs have six essential needs that can be developed into performance variables. Key performance indicators that can be developed for each need are worship orientation (social responsibility, regulatory compliance and Sharīʿah compliance); internal process orientation (innovation process, digital adaptation and employee satisfaction); talent orientation (career development, talent pool, compensation and benefits); learning orientation (training programme, training evaluation and return on training investment); customer orientation (customer engagement, customer satisfaction, customer survey and promotion programme); wealth orientation (profitability, cost-cutting, share prices, dividends, cost efficiency and financial sustainability).

Originality/value

This paper contributes to new knowledge. The study attempts to discuss the organisational essential needs based on the maṣlaḥah ḍarūriyah concept, while previous studies discussed organisational needs based on Maslow’s hierarchy of needs. In developing performance measurement, organisational performance is measured in a balanced manner. According to the concept of maṣlaḥah, not only financial factors but also worship, internal processes, talents, learning and customers define organisational needs. Thus, organisational needs are considered not only in terms of material factors but also in terms of spiritual (worship) factors.

Details

ISRA International Journal of Islamic Finance, vol. 13 no. 2
Type: Research Article
ISSN: 0128-1976

Keywords

Open Access
Article
Publication date: 31 August 2023

Ginevra Gravili, Rohail Hassan, Alexandru Avram and Francesco Schiavone

This paper aims to examine the influence of big data (BD) on human resource management (HRM). It defines how these data can be a useful tool in the decision-making process of…

2513

Abstract

Purpose

This paper aims to examine the influence of big data (BD) on human resource management (HRM). It defines how these data can be a useful tool in the decision-making process of companies’ human resources to obtain a sustainable competitive advantage.

Design/methodology/approach

This paper emphasizes the need to develop a holistic approach to emphasize these relations. Starting from these observations, the document proposes empirical research employing Eurostat data to test the benefits of BD in HRM decisions that optimize the relationship between training, productivity, and well-being.

Findings

The findings estimate HRM decisions and their impact in a broader macroeconomic and microeconomic perspective.

Originality/value

BD research is emerging as a crucial discipline in human resources. To overcome this problem, the paper develops an analysis of the literature on cleaner production and sustainability context; it creates a conceptual framework to clarify whether the existing studies consider the growing intensity of BD on human resources.

Details

European Journal of Innovation Management, vol. 26 no. 7
Type: Research Article
ISSN: 1460-1060

Keywords

Open Access
Article
Publication date: 22 December 2020

Taiyan Huang

The purpose of this paper is based on China’s economic fundamentals. Factor input, structural optimization and institutional reform, which determine the fundamentals of China's…

2464

Abstract

Purpose

The purpose of this paper is based on China’s economic fundamentals. Factor input, structural optimization and institutional reform, which determine the fundamentals of China's economic development, will actively prop up long-term, sustained and stable growth of the Chinese economy and keep China's potential economic growth rate stabilized within a reasonable growth range in the long term.

Design/methodology/approach

The fundamentals of economic development of a country are the basic situation of economic operation determined by the country's main factors and the long-term trend thereof, and they have such characteristics as stability, internality and persistence.

Findings

Stability refers to economic operation that remains relatively stable within a reasonable growth range at a certain stage of development, and this does not rule out exceptional economic fluctuations in certain years due to the impact of unexpected short-term factors. For instance, the fundamentals of the Chinese economy during the period after the reform and opening-up are characterized by a sustained high growth rate.

Originality/value

Internality refers to the intrinsic quantity and quality of all factors supporting the economic development of a country, especially the quantity and quality of the factors that play a decisive role in the economic development of a country at a specific stage. For instance, demographic dividend and capital formation have bolstered the high-speed growth of the Chinese economy since the reform and opening-up.

Details

China Political Economy, vol. 3 no. 2
Type: Research Article
ISSN: 2516-1652

Keywords

Open Access
Article
Publication date: 28 July 2021

Ahmad Arslan, Cary Cooper, Zaheer Khan, Ismail Golgeci and Imran Ali

This paper aims to specifically focus on the challenges that human resource management (HRM) leaders and departments in contemporary organisations face due to close interaction…

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Abstract

Purpose

This paper aims to specifically focus on the challenges that human resource management (HRM) leaders and departments in contemporary organisations face due to close interaction between artificial intelligence (AI) (primarily robots) and human workers especially at the team level. It further discusses important potential strategies, which can be useful to overcome these challenges based on a conceptual review of extant research.

Design/methodology/approach

The current paper undertakes a conceptual work where multiple streams of literature are integrated to present a rather holistic yet critical overview of the relationship between AI (particularly robots) and HRM in contemporary organisations.

Findings

We highlight that interaction and collaboration between human workers and robots is visible in a range of industries and organisational functions, where both are working as team members. This gives rise to unique challenges for HRM function in contemporary organisations where they need to address workers' fear of working with AI, especially in relation to future job loss and difficult dynamics associated with building trust between human workers and AI-enabled robots as team members. Along with these, human workers' task fulfilment expectations with their AI-enabled robot colleagues need to be carefully communicated and managed by HRM staff to maintain the collaborative spirit, as well as future performance evaluations of employees. The authors found that organisational support mechanisms such as facilitating environment, training opportunities and ensuring a viable technological competence level before organising human workers in teams with robots are important. Finally, we found that one of the toughest challenges for HRM relates to performance evaluation in teams where both humans and AI (including robots) work side by side. We referred to the lack of existing frameworks to guide HRM managers in this concern and stressed the possibility of taking insights from the computer gaming literature, where performance evaluation models have been developed to analyse humans and AI interactions while keeping the context and limitations of both in view.

Originality/value

Our paper is one of the few studies that go beyond a rather general or functional analysis of AI in the HRM context. It specifically focusses on the teamwork dimension, where human workers and AI-powered machines (robots) work together and offer insights and suggestions for such teams' smooth functioning.

Details

International Journal of Manpower, vol. 43 no. 1
Type: Research Article
ISSN: 0143-7720

Keywords

1 – 10 of over 1000