Search results
1 – 10 of over 3000Stefan 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…
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
Keywords
Gouranga Patra, Sumona Datta and Indranil Bose
The success of the organization depends on its sustainability and growth in the competitive market. Retention and attraction of talent in the organization are strongly associated…
Abstract
Purpose
The success of the organization depends on its sustainability and growth in the competitive market. Retention and attraction of talent in the organization are strongly associated with organizational performance. Employer branding is an outcome activity that helps organizations show their strength to attract and retain talent. Talent management practices are mostly essential in the current context for retaining talent. This study aims to explore and identify the contributing factors in efficient talent management and to examine whether the factors contributing to employer branding differ concerning different demographic profiles of the employees for information technology organizations.
Design/methodology/approach
Data were collected from 617 adult participants using an 85-item questionnaire on talent management comprising 25 domains, developed for the present study.
Findings
Principal component analysis of the data indicated that 20 different factors make an impact in developing strong talent management practices. Three broad areas were identified, namely, personal benefits and growth, transparent organizational culture and social commitment of the organizations.
Research limitations/implications
Present research has not taken care of few other factors associated with the organization where employees’ retention gets adversely effected such as evaluation of performance and compensation management, training and development, etc. So, future research can be conducted these areas. These aspects are also required to be incorporated in future research.
Practical implications
Several implications of the present research can be presented in the following areas. It is found in the present research that the effectiveness of the talent management system mostly depends on personal benefits and growth, organizational culture and climate and the organizational out. Apart from the academic implications of the present research, practical implications of the present study cannot be ignored. The components and elements of the talent management in the perspectives employer branding can also appropriately applied by the organizations.
Originality/value
The contribution of the study lies in exploring and identifying three important aspects of the organization in talent management. Findings will have implications for different organizations in understanding, developing and implementing policies related to employer branding and talent management.
Details
Keywords
Bianca Sousa, João J.M. Ferreira, Shital Jayantilal and Marina Dabic
The purpose of this paper is to provide a comprehensive framework that identifies thematic clusters and their interconnections within Global Talent Management (GTM), global…
Abstract
Purpose
The purpose of this paper is to provide a comprehensive framework that identifies thematic clusters and their interconnections within Global Talent Management (GTM), global careers and talent management (TM).
Design/methodology/approach
In this paper, this study conducted a co-citation analysis using bibliographic data to unveil the intellectual connections and relationships among thematic articles related to GTM sourced from the Web of Science.
Findings
This review highlights three key research themes: experiences working abroad, TM approaches and the complex nature of GTM as a living system.
Research limitations/implications
The main limitation of this research is the sample itself. Content analysis based on the co-citation method resulted in some more recent releases being omitted.
Practical implications
The practical implications of the paper include providing a structured framework for understanding the complexities of GTM.
Social implications
Research into the academic literature in this area is divided into various clusters, empirically demonstrating how GTM and global mobility are intertwined, revealing the need for us to more thoroughly comprehend the social ramifications of GTM practices and activities and the need to further analyse the influencing social aspects in a GTM strategy, like diversity, increased mobility and virtual reality.
Originality/value
The analysis revealed the emergence of three distinct thematic groups: (1) global work experiences, (2) TM approaches and (3) GTM.
Details
Keywords
Solon Magrizos, Dorothea Roumpi and Ioannis Rizomyliotis
The aim of this study is to shed light on the talent management practices in the unique context of seasonal work in professional kitchens. Acknowledging that in the context of…
Abstract
Purpose
The aim of this study is to shed light on the talent management practices in the unique context of seasonal work in professional kitchens. Acknowledging that in the context of seasonal work in the hospitality industry it is rather difficult to rely on mainstream strategic talent management practices (e.g. training and development), the authors draw on resource orchestration, an extension of the resource-based view and propose a conceptual model of talent management tactics that could potentially increase seasonal employees’ likelihood of returning to the same employer.
Design/methodology/approach
Given the uniqueness of the context of this study and the dearth of prior relevant research, this study uses a grounded theory approach. Specifically, this study analyses and draws conclusions from 25 interviews with employees in commercial kitchens.
Findings
This study develops a “talent orchestration model”, which places emphasis on management of talented employees across three dimensions: structuring, leveraging and developing talent.
Research limitations/implications
Extant literature in human capital management focusses mostly on the development of human capital, but the results place more emphasis on using or leveraging human capital.
Originality/value
This study moves beyond the well-researched context of hotels and focusses on talent management behind closed doors as in the case of kitchen chefs and, drawing on resource orchestration, this study further examines talent management practices with shorter time frame targeted on seasonal employees.
Details
Keywords
Francesca Conte and Alfonso Siano
Previous research assumes that technologies 4.0, particularly big data, may be highly relevant for organizations to increase human resources (HR) communication strategies, but the…
Abstract
Purpose
Previous research assumes that technologies 4.0, particularly big data, may be highly relevant for organizations to increase human resources (HR) communication strategies, but the research provides little or no evidence on whether and how these tools are applied in employees and labor market relations. This study intends to offer a first insight on the adoption of data-driven HR/talent management approach, contributing to the ongoing debate on the Industry 4.0. This study aims to investigate the use of 4.0 technologies in HR and talent management functions, focusing also on the adoption of big data analytics for internal and recruitment communication.
Design/methodology/approach
The analysis of the literature enables to define the research questions and an exploratory web survey was carried out through a structured questionnaire. The analysis unit of the empirical survey includes the communication and marketing managers of 90 organizations in Italy, examined in the Mediobanca Report on the “Main Italian Companies.”
Findings
Findings highlight a lack of the use of 4.0 technologies and big data analytics in employee and labor market relations and reveal some sectoral differences in the adoption of 4.0 technologies. Moreover, the study points out that the development of HR analytics is hampered by short-term perspective, data quality problems and the lack of analytics skills.
Research limitations/implications
Due to the exploratory research design and the circumscribed sample from a single country (Italy), further cross-national evidence is needed. This study provides digital communication managers with useful insights to improve the data-driven HR/talent management approach, which is a strategic asset for ensuring a sustainable competitive advantage and optimizing business performance.
Originality/value
The study offers an overview about the use of big data analytics in internal and recruitment communications. Considering the alignment between Italian and European trends in the use of big data and in the adoption of HR analytics, the study can provide insights also for other European organization.
Details
Keywords
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…
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
Keywords
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.
Details
Keywords
Hinadi Akbar and Mohammad Anas
This study aims to examine the influence of the talent management (TM) process on employee ambidexterity (EA) and the moderating role of learning organizations in Indian IT and…
Abstract
Purpose
This study aims to examine the influence of the talent management (TM) process on employee ambidexterity (EA) and the moderating role of learning organizations in Indian IT and ITes organizations.
Design/methodology/approach
The study is descriptive and based on empirical data from 390 IT and ITES employees from India. Data were collected using three valid and reliable questionnaires. Data were analysed using partial least squares structural equation modelling.
Findings
The findings show that the TM process significantly impacted EA. The moderating effects of the four dimensions of learning organization (LO) on the relationship between the TM process and EA were also noteworthy, even though no direct association was found to be significant. Regarding demographic variables, male and female employees do not vary considerably in their perception of TM process and EA in LO.
Originality/value
The study’s novelty lies in creating and discussing a synthesis of exploration and exploitation stemming from EA in learning organization.
Details
Keywords
Maman Alimansyah and Yoshi Takahashi
This study aims to provide empirical evidence on the impact of different appraisal methods for internal talent selection in talent management practices on non-high potentials'…
Abstract
Purpose
This study aims to provide empirical evidence on the impact of different appraisal methods for internal talent selection in talent management practices on non-high potentials' (NHPs) outcomes, including organizational commitment, job satisfaction and intention to leave, drawing on the attribution theory. Furthermore, it examines the moderation of public service motivation (PSM) on this relationship.
Design/methodology/approach
The authors conducted a scenario-based survey with a post-test experimental design to analyze the survey result using a sample of 245 NHPs from a public sector organization in Indonesia.
Findings
The appraisal methods affect NHPs' outcomes partially and in an unexpected way. Specifically, the “controllability” of talent selection measurement is not the primary driver in NHPs achieving expected outcomes, though it has been emphasized in the recent literature. PSM partially moderates the relationship between appraisal methods and NHPs' outcomes.
Originality/value
This study advanced the attribution theory by suggesting the “appropriateness” dimension unexplored in the literature, based on the unexpected results of the main relationship.
Details
Keywords
The purpose of this study is to build a theory presenting talent development as a driver for innovativeness and strategic flexibility, and how these organizational capabilities…
Abstract
Purpose
The purpose of this study is to build a theory presenting talent development as a driver for innovativeness and strategic flexibility, and how these organizational capabilities affect financial performance.
Design/methodology/approach
As a methodological approach, this study uses a rich combination of literature review and exploratory interviews with managers and academicians. Moreover, a conceptual framework is tested by confirmatory factor analysis and finally structural equation modelling using the survey data from 462 Greek firms.
Findings
The results show the positive effect of talent development on strategic flexibility and innovativeness. Moreover, strategic flexibility is an influential firm capability for innovativeness and financial performance. This study also reveals the significance of innovativeness on financial performance.
Research limitations/implications
This study explores talent development and two certain organizational capabilities, but many other topics that affect business performance remain unexplored. The role of environmental characteristics could also be examined as a moderator in the proposed relationships.
Practical implications
This study offers clear implications for managers, proving that talent development is a major driving force behind strategic flexibility, innovativeness and financial performance in order for managers to allocate resources, and to develop and execute these capabilities as an integral part of business strategy.
Originality/value
This empirical study contributes to the literature by developing a research conceptual framework of three underdeveloped firm capabilities, investigating and explaining both their correlations and dynamic nature and their role in financial performance improvement.
Details