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Orientation: Talent measurement is a critical input to talent management (TM). Involving the application of measurement methodologies in order to determine the current and longer-term potential, competencies and contribution of employees and their roles, talent measurement is a growing field of interest in human resources.
Research purpose: This a...
Contexts in source publication
Context 1
... requiring more complexity might choose to measure criteria dimensions along continuous or ordinal measurement scales and perhaps even as the outcome of multi-item scales, ultimately using some combinatory system to adjudicate talent status. As a concrete example, certainly the most written about and seemingly the most practiced exemplar of talent measurement systems is the nine-box grid (Silzer & Church, 2009), pioneered by General Electric in the 1970s. In this system, employees are rated on performance and potential and placed into categories. Figure 2 depicts one version of the nine-box system. These elements are discussed further ...
Context 2
... nine-box grid is not necessarily a set methodology, as organisations could certainly tailor it to their own requirement. However, as shown in Figure 2, it is commonly presented as the result of two 3-level ordinal attributions along the performance and potential dimensions ('low', 'moderate' and 'high' for potential, and 'poor', 'moderate' and 'high' for performance). The measurement methodology is therefore explicitly categorical with ordinal ...
Citations
... Nijs et al. (2014) argue that the theoretical foundations and drivers of talent measurement remain underdeveloped, with few systematic studies explaining the concept. Lee (2018) de�ines talent measurement broadly as the practice of applying speci�ic measurement methodologies to employees to determine their current and long-term potential competencies and contributions to the organization, facilitating effective talent management. Resource-based theory, as applied in strategic human resource theory, provides a theoretical foundation for talent measurement. ...
... According to Lee (2018), the criteria used to assess talent can be considered in talent measurement. The two most commonly used elements as criteria in talent measurement are performance and potential. ...
... Talent measurement plays a vital role in effective talent management (Lee, 2018). Among the most used talent assessment tools is the nine-box grid (Silzer and Church, 2009). ...
Talent measurement is a crucial component of talent management (TM). It involves the application of various measurement methodologies to assess the current and long-term potential, competencies, and contributions of employees in their roles. This study explores and integrates the theory of talent measurement from previous research with the practice of talent measurement model in Islamic banking. This study uses personal interview with the experts from selected Islamic banking in Indonesia, provides insights into how the traditional nine-box grid model is adapted within the context of Islamic banking, incorporating the principles of Maqāṣid al-Sharīʿah to ensure alignment with Islamic values. The findings suggest that integrating ethical dimensions into talent evaluation enhances fairness, employee engagement, and long-term organizational sustainability. Furthermore, the study highlights the importance of addressing talent risk factors and suggest strategies to improve talent retention in Islamic banking. This research offers valuable contribution to both theory and practice, proposing a more holistic and values-driven approach to talent management in the Islamic financial sector.
... Pemberian coaching juga dapat dilakukan pada karyawan dengan kategori Rising Star (Ward & Jacobsen, 2011). Hal ini dikarenakan, pemberian umpan balik secara berkala, membantunya untuk lebih memahami apa yang dibutuhkan dalam peningkatan kinerja (Lee, 2018). ...
This research about potential review assessment is carried out to provide an overview of the competencies possessed by Bank X employees. Potential review is known to provide competency profiles and become the basis of employee development strategies. This assessment is a part of talent management. The existence of the right talent management system within organization can increase employee retention. Researcher has been able to get the information of employee’s KPI score and gave psychological assessment, to be able to do the employee mapping. The two dimensions, potential competencies and KPI score are known to be the basis in determining the nine-box model. The subject in this research is a junior staff financial institution in Bank X. Based on the assessment that has been carried out, she is included in “rising star” category, because he has “moderate” work performance and “high” potential competency profile. The result of this assessment will be used by organization as talent pooling information.Asesmen potential review ini dilakukan untuk memberikan gambaran kompetensi yang dimiliki oleh karyawan Bank X. Potential review diketahui dapat memberikan profil kompetensi karyawan dan menjadi dasar strategi pengembangan karyawan. Adanya penilaian potensi kompetensi pada karyawan dapat membantunya bersiap untuk melakukan pengembangan diri. Asesmen ini termasuk dalam bagian talent management. Adanya pengelolaan talenta yang tepat di dalam organisasi dapat meningkatkan retensi karyawan. Selain memberikan pengukuran psikologis untuk dapat memetakan profil karyawan, organisasi juga perlu memperhatikan penilaian kinerja. Kedua dimensi tersebut, potensi kompetensi serta performansi kerja karyawan secara riil adalah dasar dalam menentukan posisi karyawan melalui model nine-box. Subjek penelitian ini menduduki jabatan junior staff financial institution. Berdasarkan asesmen yang telah dijalankan, ia termasuk ke dalam kategori “rising star”, karena berada pada performansi kerja “moderate” dan profil potensi kompetensi “high”. Hasil asesmen ini akan digunakan organisasi sebagai dasar talent pooling.
... Tahapan penyusunan talent pool mapping meliputi (Cowen, and Gross, 2022;Culshaw, 2022;Collings, Mellahi, and Wright, 2021;Guo, and Lee, 2021;Li, and Sun, 2021;Silzer, and Church, 2021;Tarique, and Briscoe, 2021;Zhou, and Huang, 2020;Lee, 2018;Berger, and Berger, 2017 ...
... Matriks 9-box adalah alat evaluasi kinerja yang terbukti yang awalnya dibuat oleh McKinsey pada 1960-an, khusus untuk bisnis milik GE, untuk mengidentifikasi individu yang berpotensi tinggi. Dengan memanfaatkan metode ini, perusahaan dapat secara efektif mengevaluasi bakat dan mengembangkan individu yang berpotensi tinggi, yang mengarah pada peningkatan keberhasilan organisasi (Widnyanadita, and Syarifah, 2023;Cowen, and Gross, 2022;Li, and Sun, 2021;Guo, and Lee, 2021;Silzer, and Church, 2021;Tarique, and Briscoe, 2021;Markham, and Collings, 2019;Lee, 2018;McCarthy, 2018). ...
Penting bagi organisasi pada abad 21 ini untuk dapat menghadapi situasi yang begitu bergejolak (volatile), tidak pasti (uncertain), rumit (complex), dan serba mendua (ambiguous). Hal tersebut mengakibatkan praktik-praktik manajemen sumber daya manusia dalam organisasi juga perlu menyesuaikan dengan kondisi yang menantang tersebut. Keadaan tersebut memerlukan praktik manajemen sumber daya manusia dalam organisasi yang relevan dan kontekstual terhadap perkembangan zaman. Oleh karena itu, menghadirkan kajian praktik-praktik manajemen sumber daya manusia yang relevan dan kontekstual terhadap perkembangan zaman merupakan tantangan bagi setiap penulis agar tulisan yang dihadirkan mampu memberikan wawasan bagi pembacanya.
Buku ini disusun dari 12 bab yang dibahas secara rinci, diantaranya: Merumuskan Strategi dan Kebijakan Manajemen Sumber Daya Manusia, Merumuskan Proses Bisnis Serta Tugas dan Fungsi Sumber Daya Manusia, Merumuskan Perubahan Strategis Organisasi, Membangun Komunikasi Organisasi Yang Efektif, Mengevaluasi Efektivitas Strategi dan Kebijakan Manajemen Sumber Daya Manusia, Merancang Desain Organisasi, Mengelola Proses Perubahan, Mengelola Proses Pengembangan Budaya Organisasi, Menyusun Sistem Remunerasi, Menyusun Kelompok Pekerja Bertalenta, Merancang Jalur Karier Pekerja, dan Mengelola Program Sukses Sumber Daya Manusia.
... Tahapan penyusunan talent pool mapping meliputi (Cowen, and Gross, 2022;Culshaw, 2022;Lauby, 2022;Collings, Mellahi, and Wright, 2021;Guo, and Lee, 2021;Li, and Sun, 2021;Silzer, and Church, 2021;Tarique, and Briscoe, 2021;Zhou, and Huang, 2020;Lee, 2018;Berger, and Berger, 2017 ...
... Matriks 9-box adalah alat evaluasi kinerja yang terbukti yang awalnya dibuat oleh McKinsey pada 1960-an, khusus untuk bisnis milik GE, untuk mengidentifikasi individu yang berpotensi tinggi. Dengan memanfaatkan metode ini, perusahaan dapat secara efektif mengevaluasi bakat dan mengembangkan individu yang berpotensi tinggi, yang mengarah pada peningkatan keberhasilan organisasi (Widnyanadita, and Syarifah, 2023;Cowen, and Gross, 2022;Li, and Sun, 2021;Guo, and Lee, 2021;Silzer, and Church, 2021;Tarique, and Briscoe, 2021;Markham, and Collings, 2019;Lee, 2018;McCarthy, 2018). ...
Pekerja bertalenta menjadi kunci bagi kesuksesan
perusahaan. Dengan memiliki pekerja bertalenta,
perusahaan dapat meningkatkan kinerja dan inovasi,
serta meraih keunggulan kompetitif di pasar (Culshaw,
2022; Lauby, 2022; Wardhana, Aditya., et al, 2021;
Scullion, and Collings, 2021; Collings, Wood, and
Caligiuri, 2020; Collings, Mellahi, and Cascio, 2019;
Gallardo-Gallardo, 2019; Liao, and Chuang, 2019;
Sparkman, 2018; Lawler, 2017; Scullion, Collings, and
Caligiuri, 2010).
... Saat ini, talent menjadi aset yang berharga dalam suatu organisasi (Gallardo-Gallardo, 2019;Gallardo-Gallardo dkk., 2013;Lee, 2018;Ruddy & Anand, 2010). Menurut Collings dan Mellahi (2009), talent yang ada dalam suatu organisasi dipandang sebagai hal penting untuk memaksimalkan kinerja organisasi dan secara konsisten telah menjadi perhatian utama CEO organisasi di berbagai belahan dunia. ...
... Talent management menjadi terkait secara ekstensif dengan praktik manajemen sumber daya manusia (MSDM) dalam organisasi dengan harapan dapat meningkatkan kinerja bisnis. Salah satu kegiatan dalam talent management adalah talent measurement, yaitu pengukuran khusus kepada karyawan untuk menentukan potensi kompetensi dan kontribusi mereka saat ini dan jangka panjang bagi organisasi, yang dilakukan untuk tujuan memfasilitasi talent management itu sendiri (Lee, 2018). ...
Potential review individual assessment research is carried out as a form of talent management activity to obtain a comprehensive picture of the subject's potential and what competencies that still need to be developed. The tool used to determine potential competencies and their current and long-term contribution to the organization is the 9-box model. The subjects in this study were 1 person who was an employee at PT Bank X. The subject had just served as a Corporate Culture Supervisor. This study used two data collection methods, the test method (psychological test kits and work samples) and non-test (interview). Data were analyzed using descriptive analysis and qualitative analysis. The results of the study show that in the 9-box model analysis, the subject is included in the "future star" category, which is in the range of moderate performers and high potential in the talent pool of PT Bank X. This proves that the subject is a potential cadre to occupy the position of Corporate Culture Supervisor at PT Bank X. Penelitian asesmen individu potential review dilakukan sebagai bentuk kegiatan talent management untuk memperoleh gambaran secara komprehensif mengenai potensi yang dimiliki oleh subjek serta kompetensi apa yang masih perlu untuk dikembangkan. Tools yang digunakan untuk menentukan potensi kompetensi dan kontribusi mereka saat ini dan jangka panjang bagi organisasi adalah 9-box model. Subjek pada penelitian ini sebanyak 1 orang yang merupakan karyawan pada PT Bank X. Subjek baru saja menjabat sebagai Penyelia Corporate Culture. Penelitian ini menggunakan dua metode pengumpulan data, yaitu metode tes (alat tes psikologi dan work sample) dan non tes (wawancara). Data dianalisis dengan menggunakan analisis deskriptif dan analisis kualitatif. Hasil penelitian menunjukkan bahwa dalam analisis 9-box model, subjek termasuk dalam kategori “future star”, yang berada pada rentang moderate performer dan high potential dalam talent pool PT Bank X. Hal tersebut membuktikan bahwa subjek termasuk kader potensial untuk menduduki jabatan Penyelia Corporate Culture pada PT Bank X.
... Employees who are included in the organization's talent pool get a stronger recognition of their potential as they receive a higher status than others (Gelens, 2014). They also obtain access to wide range of development activities, additional incentives and fast promotion opportunities that are perceive as symptoms of preferential treatment (Lee, 2018). When talent pool members see the opportunities for promotion and grow offered to them, they consider the distribution of resources in the organisation as fair. ...
... Barkhuizen and Matobako (2017) stated that whilst TM practices hold benefits for both individual and organisational performance, poor implementation of TM practices has a negative impact on psychological contracts, organisational commitment, work engagement, motivation, job satisfaction, well-being and retention of employees in diverse settings. Lee (2018) and Musakuro and De Klerk (2021) opined that in the last decade, organisations have increasingly identified and developed talent, resulting in improved employee and organisational performance. Implementing TM strategies is an ongoing concern for executives, because failure to do it properly may have a negative impact on the effective operation of the business. ...
Orientation: Talent management should be used as a strategy to improve organisational commitment and reduce employee turnover intention.
Research purpose: The purpose of this research was to develop a talent management, organisational commitment and employee turnover intention framework for a government department in South Africa by determining the relationship between these three variables.
Motivation of the study: Most studies focus on talent management and organisational commitment in the private sector, with limited studies conducted on the development of a talent management, organisational commitment and employee turnover intention framework for a government department in South Africa.
Research approach/design method: A survey was conducted by using a non-probability sample of 372. A quantitative research approach was used. Data were collected manually by using a questionnaire. Structural equation modelling was used to analyse the data.
Main findings: The results of the study showed that talent management acted as a mediator between organisational commitment and employee turnover intention. There was a significant relationship between talent management, organisational commitment and employee turnover intention.
Practical/managerial implications: Talent management should form part of a strategic approach to attract and retain talent in the department. Talent management as the mediator explains the causal links between organisational commitment and employee turnover intention.
Contribution and value addition: The new knowledge was produced by the development of a framework for talent management, organisational commitment and employee turnover intention at a government department in South Africa.
... Accordingly, enhancing performance appraisal is required to measure and explain the standard of performance in keeping up with everyone should be among the most noteworthy outcomes of contemporary organizations (27). Performance evaluation has been regarded as the most important fundamental method for an organisation, since the data and outcomes it offers are deeply useful in deciding on choices with regard to different staff aspects such as promotion requirements and performance calculation and long-term and merit increases (28). ...
This paper focused on analysing the results of previous studies conducted by different researchers to examine the effect on turnover intention of HRM activities such as training and development, job security, performance appraisal and compensation. This research would also investigate the methods of human resource management as an independent variable and the intention of turnover as a dependent variable. A quantitative approach to assessing the effects of each variable has been implemented on the basis of these research objectives. The study therefore concluded that HRM activities can be applied as a method for the turnover intention of the employee.
... The strategic initiative for talent management originates with the development and implementation of an HRM blueprint for acquiring high potential, high performing and/or talented employees to sustain an organisation's competitive advancement (Daubner-Siva, Ybema, Vinkenburg & Beech, 2018). Hence, a balanced approach towards task and/or people is an important critical tool for determining organisations' ability to differentiate between value and uniqueness in order to acquire the right talent for the right position at the right time (Lee, 2018). ...
... In my view, the old saying that the people of an organisation are its biggest asset cannot be ignored; moreover, they need continuous management (e.g. in the short, medium and long term). According to Lee (2018), organisations need to make a distinction between three types of criteria to identify and select talent. Lee differentiates between these three criteria as follow: exclusion criteria (developing talent pools in juxtaposition to 'non-talent'), ...
... Demographic variables such as employees' age, workplace experience, job experiences, gender, race and education levels may have ethical implications for the inclusion and exclusion criteria used in diverse working contexts such as South Africa (Lee, 2018). A study by Segura-Camacho, García-Orozco, and Topa (2018) found that workers' strategies (i.e. ...
In a complex world, change is inevitable and wellness in the workplace remains a popular research phenomenon in facilitating employee and organisational productivity. Churches as organisations are not exempt from change dynamics in the world of work. Employees of the church, namely pastors and their well-being are similarly imperative, as they are also responsible for facilitating the well-being of others. Coaching has emerged as a valuable and useful psychological helping process aimed at enhancing employees’ well- being and facilitating their engagement, commitment and productive work behaviour. Mentoring and training are predominant interventions aimed at addressing aspects potentially relevant to pastor well-being in both the Dutch Reformed Church (DRC) and the United Reformed Church of South Africa (URCSA), albeit each with very distinct objectives in terms of calling, and professional and skills development. In light of the current underutilised mentoring programme of the DRC and the sole emphasis on skills training in the URCSA, this study emerged from the need to understand how an in-depth understanding of pastors’ experiences of well-being can contribute to construct a coaching model for professional pastoral caregivers. In order to develop a coaching model to care for and optimise the well-being of the pastors, my multidisciplinary background (stemming from Industrial and Organisational Psychology [IOP], Human Resource Management [HRM] and Theology) increased my curiosity about pastors’ experiences of well-being in a Christian faith-based South African church context. In qualitative research inquiries, investigators creatively use multiple qualitative methods from a pragmatic stance. Hence, in this thesis I used at first two qualitative research methods, namely interactive qualitative analysis (IQA) and narrative synthesis that contributed to a transparent and systematic way to collect analyse, and document the research report. As a third qualitative research method, I used an auto ethnographic reflection writing style to make trustworthy inferences about the research findings and to think about the implications thereof on the rest of the research community. A coaching model was constructed and is proposed as a possible model to care for and optimise the well-being of the pastor (individual employee) and by implication also of a church (non-profit Christian faith-based organisation). This thesis also contributes methodologically to emerging IQA research in a South African work context. Lastly, the thesis contributes to multidisciplinary studies as it integrated theoretical and empirical perspectives from three disciplines, namely IOP, HRM and Theology.
In 'n ingewikkelde wêreld is verandering onvermydelik en welstand in die werksplek bly 'n gewilde navorsingsverskynsel om werknemer- en organisatoriese produktiwiteit te fasiliteer. Kerke as organisasies is nie vrygestel van veranderingsdinamika in die wêreld van werk nie. Kerke se werknemers, naamlik pastore en hul welstand is op soortgelyke wyse noodsaaklik omdat hulle verantwoordelik is om ander se welstand te fasiliteer. Afrigting het as 'n waardevolle en nuttige psigologiese hulpproses ontluik wat daarop gemik is om werknemers se welstand te bevorder en om hul betrokkenheid, toewyding en produktiewe werksgedrag te fasiliteer. Mentorskap en afrigting is oorwegende intervensies wat daarop gemik is om aspekte aan te spreek wat moontlik relevant kan wees tot pastore se welstand in beide die Nederduits Gereformeerde Kerk (NGK) en die Verenigde Gereformeerde Kerk van Suid-Afrika (VGKSA), alhoewel elkeen baie duidelik onderskeibare doelstellings met betrekking tot roeping, en professionele en vaardigheidsontwikkeling het. In die lig van huidige onderbenutting van mentorskapprogramme van die NGK en die uitsluitlike klem op vaardigheidsopleiding in die VGKSA, het hierdie studie ontstaan uit die behoefte om te verstaan hoe 'n diepgaande begrip van pastore se ervaring van welstand tot 'n konstruktiewe afrigtingsmodel vir professionele pastorale versorgers kan bydra. Om 'n afrigtingsmodel te ontwikkel om pastore te versorg en hul welstand te optimeer, het my multidissiplinêre agtergrond (industriële en organisatoriese sielkunde, menslikehulpbronbestuur en teologie) my nuuskierigheid oor pastore se welstand in 'n Christelik-gebaseerde Suid-Afrikaanse kerkkonteks geprikkel. In kwalitatiewe navorsingsvrae, gebruik navorsers meervoudige kwalitatiewe metodes uit 'n pragmatiese standpunt kreatief. In hierdie tesis het ek dus aanvanklik twee kwalitatiewe navorsingsmetodes gebruik, naamlik interaktiewe kwalitatiewe ontleding (IKO) en narratiewe sintese wat bydra om data deursigtig en sistematies te versamel, te ontleed en die navorsingsverslag te dokumenteer. As 'n derde kwalitatiewe navorsingsmetode het ek 'n reflektiewe outo-etnografiese skryfstyl gebruik om betroubare afleidings oor die navorsingsbevindings te maak en om oor die implikasies daarvan op die navorsingsgemeenskap te dink. 'n Afrigtingsmodel is saamgestel en is voorgestel as 'n moontlike model om na pastore (individuele werknemers) om te sien en hul welstand te optimeer en dus ook die van 'n kerk (niewinsgewende organisasie wat op die Christelike geloof gebaseer is). Hierdie tesis dra ook metodologies tot ontluikende IKO-navorsing in 'n Suid-Afrikaanse werkskonteks by. Die tesis dra laastens tot multidissiplinêre studies by omdat dit teoretiese en empiriese perspektiewe van die drie vakgebiede, naamlik industriële en organisatoriese sielkunde, menslikehulpbronbestuur en teologie, integreer.
Mo lefatsheng le le marara, diphetogo di nna di le gona mme itekanelo ya mo tirong e sala go nna ntlha e e tlwaelegileng ya dipatlisiso go gokaganya tlhagiso ya badiri le ya setheo. Dikereke jaaka ditheo ga di a gololesega mo dintlheng tsa diphetogo mo tirong. Badiri ba kereke, e leng baruti, le itekanelo ya bona, ba botlhokwa fela jalo ka ntlha ya fa le bona ba rwele maikarabelo a go ela tlhoko itekanelo ya ba bangwe. Katiso e tlhageletse jaaka tsamaiso ya thuso e e boleng le e e mosola ya saekholoji e maikaelelo a yona e leng go tokafatsa itekanelo ya badiri le go gokaganya seabe sa bona, maitlamo le maitsholo a a mosola mo tirong. Tataiso le katiso ke ditsibogo tse di dirisiwang gantsi tse maikaelelo a tsona e leng go samagana le dintlha tse di maleba mo itekanelong ya baruti mo Kerekeng ya Dutch Reformed (DRC) le ya United Reformed Church of South Africa (URCSA), le fa tsotlhe di na le maitlhomo a a farologaneng go ya ka pitso, tlhabololo ya boporofešenale le bokgoni. Ka ntlha ya lenaneo le ga jaana le sa dirisiweng mo go lekaneng la tataiso la DRC le kgatelelo ya katiso ya bokgoni fela kwa URCSA, thutopatlisiso eno e bakilwe ke tlhokego ya go tlhaloganya ka moo go tlhaloganya go ya kwa botennye ga maitemogelo a baruti a itekanelo go ka tshwaelang ka gona go aga sekao sa katiso sa baruti ba batlhokomedi ba porofešenale. Go aga sekao sa katiso sa go tlhokomela le go oketsa itekanelo ya baruti, lemorago la me la maphatamantsi (go tswa mo Saekholojing ya Madirelo le Ditheo [IOP], Botsamaisi jwa Badiri [HRM] le Thuto ya Bodumedi (Thioloji)) le okeditse phisegelo ya me ya go itse ka maitemogelo a baruti a itekanelo go ya ka bokao jwa kereke ya Aforikaborwa e e theilweng mo tumelong ya Sekeresete. Mo dipotsisong tsa dipatlisiso tse di lebelelang mabaka, babatlisisi ba dirisa mekgwa e mentsi ya patlisiso e e lebelelang mabaka go tswa mo kemong ya dintlha. Ka jalo mo thesising eno ke dirisitse mekgwa ya ntlha e mebedi ya dipatlisiso tse di lebelelang mabaka, e leng tshekatsheko e e lebelelang mabaka ka tshusumetso (IQA) le motswako wa kanelo o o tshwaetseng mo tseleng e e seng bofitlha le e e rulaganeng go kokoanya, sekaseka le go kwala pegelo ya patlisiso. Jaaka mofuta wa boraro wa dipatlisiso tse di lebelelang mabaka, ke dirisitse setaele sa go kwala sa itshekatsheko ya othoetenokerafi go fitlhelela ditshwetso tse di ikanyegang ka ga diphitlhelelo tsa dipatlisiso le go akanya ka bokao jwa tsona mo setšhabeng sotlhe sa dipatlisiso. Go agilwe sekao sa katiso mme se tshitshinngwa jaaka sekao se se ka dirisiwang go tlhokomela le go tokafatsa itekanelo ya moruti (modiri a le mongwe) mme ka go rialo gape le ya kereke (setheo se se sa direng letseno se e theilweng mo tumelong ya Sekeresete). Thesisi eno gape e tshwaela mo ntlheng ya mekgwa mo dipatlisisong tse di tlhagelelang tsa IQA go lebeletswe Aforikaborwa. Kwa bokhutlong, thesisi eno e tshwaela mo dithutopatlisisong tsa maphatamantsi ka ntlha ya fa e kopantse megopolo ya tiori le ya maitemogelo go tswa mo maphateng a le mararo e leng, IOP, HRM le Thioloji.
Eka misava ya nsohensohe, ku cinca i nchumu lowu nga sivelekekiku na swona ku hlayiseka entirhweni swa ha ri nchumu lowu nga duma swinene eka ku endliwa ka rhiseche eka ku pfuneta mutirhi na nhlangano leswo swi tirha hi xiyenge xa vuyelo bya le henhla. Tikereke tani hi minhlangano a yi le handle eka timhaka ta ku cinca emintirhweni. Vatirhi va kereke, ku nga vafundzhisi na vuhlayiseki bya vona na swona i swa nkoka tani hi leswi va nga na vutihlamuleri eka ku tiyisa leswo van'wana va hlayisekile no va na rihanyu lerinene. Ku dzabela swi vonaka tani hi nchumu wa nkoka no pfuneta eka ku pfuneta hi swa ngqondo leswi swi nga na xikongomelo xa ku yisa emahlweni vuhlayiseki bya vatirhi no endla leswo va va eka xiyimo xa ku tirhisana, ku tiyimisela no va na mahanyelo ya ku gingirika emintirhweni na ku tirha hi vuyelo. Ku mentharixa na vuleteri i minchumu leyi endliwaka hi xikongomelo xa ku langutana na rihanyu lerinene ra vafundzhisi va tikereke ta Dutch Reformed Church (DRC) na United Reformed Church of South Africa (URCSA), hambi leswi yin'wana ya tona yi nga na swikongomelo swo hambana hi ku landza xivito, na ku hluvukisiwa ka vuprofexinali na vuswikoti. Hi ku vona leswo nongonoko wa ku mentharixa a wu tirhisiwi swinene eka DRC kasi eka va URCSA ku tshikileriwa ngopfu vuleteri bya vuswikoti, dyondzo leyi yi sukela eka xilaveko xa ku twisisa swinene hi vuenti swipiriyoni swa vafundzhisi swa vuhlayiseki bya vona ku pfuneta ku endla modlele wa vudzaberi eka vahlayisi va vafundzhisi hi swa vuprofexinali. Leswo ku endliwa modlele wa vudzaberi bya ku hlayisa no yisa ehenhla xiyimo lexinene xa vafundzhisi, tidyondzo ta mina (leti sukelaka eka Industrial Organisational Psychology (IOP), Human Resource Management [HRM] na tidyondzo ta ntivo-vukwembu ku nga Theology) swi yise ehenhla ku navela ku tiva ka mina hi swipiriyoni swa vafundzhisi hi vuhlayiseki bya vona eka vugandzeri bya vona lebyi byi nga le ka Vukresre eka tikereke ta vona eAfrika Dzonga. Eka swivutiso swa qualitative research na ntirhiso wa ndzavisiso hi vuswikoti leswi swi tirhisiwaka ku endla qualitative methods eka xiyimo lexi khomekaka. Hikokwalaha eka thesis leyi ndzi tirhise eka mafambiselo mambirhi ya qualitative research methods, ku nga interactive qualitative analysis (IQA) na narrative synthesis leyi yi nga pfuneta ku kuma maendlelo lama ya nga rivaleni ku hlengeleta nxopanxopo na ku endla dokumente ya xiviko xa rhiseche. Maendlelo ya vunharhu ya qualitative research method, lama ndzi nga ma tirhisa i ya authethnographic reflection writing style ku endla tiinferense ta ku tshembeka hi vuyelo bya rhiseche na ku ehleketa hi ti-implications ta swona eka hinkwavo lava va endlaka rhiseche. Modlele wa vudzaberi wu endliwile na swona hi wona lowu wu gangisiwaka tani hi modlele lowu kotekaku wa vuhlayisi na ku yisa ehenhla nhlayiseko wa mufundzhisi (ku nga mutirhi wun'we) kasi hi vuyelo na swona eka kereke (ku nga nhlangano wa vupfumeri bya Vukreste lowu nga tirheleku vuyelo bya mali). Thesis leyi yi tlhela yi pfuneta hi metodoloji ku humesa IQA research eka xiyimo xa Afrika Dzonga. Xo hetelela, thesis leyi yi tlhela yi pfuneta tidyondzo ta multidisciplinary tani hi laha ti nga hlanganisiwa eka thiyori na le ka empirical perspectives ku suka eka tidisiplini tinharhu leti ku nga, IOP, HRM na Theology.
... However, according to Cappelli (2008) and Festing & Schä fer (2014), TM gives a long-term contribution to the organisation resulting in attracting new talents, efficient employees, and retaining them. Therefore, the expenditure should be considered as an investment not an entitlement (Cappelli, 2008;Stahl, 2012;Festing & Schä fer, 2014;Bhatnagar & Budhwar, 2018;Lee, 2018). ...
The primary objective of this study is to identify the challenges of talent management (TM) practices within private organisations in Bangladesh. This explorative study used unstructured interview methods for the data collection. This study conducted only ten interviews including seven experts from the private sector of Bangladesh and three scholars from reputed universities of the country. After a sequential analysis of all the transcripts of the interviews, four main areas have been identified as the main challenges for talent management practices and performance development in Bangladeshi private organisations: (1) high expenditure; (2) lack of government support; (3) poor awareness; and (4) very few skilled trainers. This study includes a discussion on how TM can be applied in Bangladesh for the development of organisational performance.
