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The global “war for talent”
Abstract
In this paper we examine the “global war for talent,” the factors that impact it, and organizations' responses to it. Using a comprehensive search of more than 400 contemporary academic and business press articles, the paper reviews relevant research and reassesses the “talent war.” We posit that the dominant approaches to the “talent war” based on a scarcity state of mind and action, often characterized by a tactical and exclusive top talent or “star” focus, are being challenged by the emergence of a more evolutionary paradigm. This new paradigm adopts more strategic, innovative, cooperative and generative approaches which we describe as creative ‘talent solutions.’ The paper also highlights implications for future research, teaching and development in the field.
... In this case, LOF would prevent foreign subsidiaries from attracting the best qualified male candidates; and in addition, the localization of gender practices (i.e., the adoption of discriminatory host country practices) would lead to female candidates not being particularly interested in working for foreign subsidiaries either. Consequently, the adoption of more gender-neutral home country practices might provide foreign subsidiaries with a competitive edge in attracting valuable local female talent in the ongoing "war for talent" (Beechler & Woodward, 2009). ...
... Multinationals need to be fair to their employees and to come across as such (Yamazaki & Yoon, 2012). In addition, it simply makes sense not to disregard half of any (host) country's population in the "war for talent" (Beechler & Woodward, 2009), no matter how the local culture interprets gender roles. The resource-based approach to strategic HRM therefore also characterizes diversity management as a capability, which can create competitive advantage (Cooke, 2022). ...
... Our in-depth, interview-based study of Japanese women's expectations of and experiences with foreign employers has shown that this locally disadvantaged group not only feels attracted to foreign subsidiaries due to professional aspirations, but also finds their very identity either confirmed or even transformed by working for these comparatively gender-blind organizations. In the increasing "war for talent" (Beechler & Woodward, 2009), Western MNCs may gain a competitive advantage in recruiting highly skilled local women by standardizing their GDM around the more equal standards at their headquarters. In doing so, foreignness is likely to turn from a liability into an asset. ...
This study investigates what attracts career‐oriented women to foreign subsidiaries and how they experience this work context. Based on 125 interviews with career‐oriented women in Japan, we find that their frequent choice of foreign employers is not only motivated by professional aspirations but also by identity‐related aspirations. Japanese women who embraced an internationalist orientation experience a confirmation of their identity by working for foreign subsidiaries; by contrast, those who still felt bound by traditional role expectations, undergo a liberating identity transformation. Based on the perceptions of these particular employees, we develop recommendations for gender diversity management in foreign subsidiaries. We further argue that women, who are disadvantaged in the local employment context, often desire that foreign subsidiaries implement standardized home country human resource management practices, instead of adopting local practices. By focusing on the recruitment of highly qualified women, foreign subsidiaries may turn their liability of foreignness into a competitive advantage.
... Faktor eksternal antara lain terdiri dari perkembangan teknologi; perkembangan ilmu pengetahuan; perubahan kebutuhan dan selera pelanggan; aktivitas dan inovasi pesaing; undang-undang baru dan kebijakan pemerintah; perubahan kondisi ekonomi dan perdagangan domestik dan global; pergeseran politik lokal, nasional dan internasional; perubahan nilai sosial dan budaya. Sementara fakor internal antara lain meliputi: kemampuan inovasi desain produk dan layanan baru; kinerja dan attitude kerja yang rendah, memicu desain ulang pekerjaan; penunjukan manajer senior baru atau tim manajemen puncak; keterampilan dan basis pengetahuan yang tidak memadai, adanya program pelatihan; relokasi kantor dan pabrik, lebih dekat dengan pemasok dan pasar; pengakuan masalah, memicu realokasi tanggung jawab; inovasi dalam proses manufaktur; ide-ide baru tentang bagaimana memberikan layanan kepada pelanggan (Beechler and Woodward, 2009). ...
... Hasil dari efektivitas perubahan manajemen organisasi yang berdampak positif, diilustrasikan pada Tabel berikut (Beechler and Woodward, 2009): Berbeda dengan perubahan organisasi, manajemen perubahan organisasi merupakan proses mengenali, membimbing, dan mengelola emosi dan reaksi manusia dengan cara meminimalkan penurunan produktivitas yang tak terhindarkan yang menyertai perubahan (Marković, 2008). Adapun tujuan akhir proses manajemen perubahan organisasi adalah untuk memastikan bahwa strategi dalam menangani reaksi manusia terhadap perubahan sepenuhnya terintegrasi dengan aspek implementasi lainnya untuk mencapai tujuan yang dimaksudkan (Beechler and Woodward, 2009). ...
... Hasil dari efektivitas perubahan manajemen organisasi yang berdampak positif, diilustrasikan pada Tabel berikut (Beechler and Woodward, 2009): Berbeda dengan perubahan organisasi, manajemen perubahan organisasi merupakan proses mengenali, membimbing, dan mengelola emosi dan reaksi manusia dengan cara meminimalkan penurunan produktivitas yang tak terhindarkan yang menyertai perubahan (Marković, 2008). Adapun tujuan akhir proses manajemen perubahan organisasi adalah untuk memastikan bahwa strategi dalam menangani reaksi manusia terhadap perubahan sepenuhnya terintegrasi dengan aspek implementasi lainnya untuk mencapai tujuan yang dimaksudkan (Beechler and Woodward, 2009). ...
Digital transformation causes major and fundamental changes in various aspects of life and organizational behavior. Transformation does not only have an impact on organizational behavior and structure as well as strategic placement, but also has an impact on all levels in the organization such as tasks, activities and office management processes. In addition, digital transformation can increase worker empowerment or employee performance to be more effective and efficient, such as the ability to work anywhere and anytime, improve the communication process, and the ability to share knowledge competently. The main drivers of digital transformation are profitability, customer satisfaction and increased speed in reaching the market. In the context of digital transformation, aspects such as business functions, processes, activities, assets and models are interconnected. Digital transformation demands interdependence and interrelationships between various aspects of the organization.
This book deals with:
Chapter 1 Transformation and Organizational Culture
Chapter 2 Organizational Change in the Digital Age
Chapter 3 Digital Leadership
Chapter 4 Digital Processes, Products and Services
Chapter 5 Organizational Idea, Goals and Vision
Chapter 6 Organizational Transformation and Challenges
Chapter 7 Digital Transformation and Communications
Chapter 8 Organization and Society Era 5.0
Chapter 9 Big Data and Organizational Digital Transformation
Chapter 10 Digitalization and Organizational Structure
Chapter 11 The Role of Digitalization in Business Strategy
Chapter 12 Organizational Learning Theory and Technology
Chapter 13 Virtual Team & Outsourcing
Chapter 14 Innovation of Digital Business Models in Organizations
Chapter 15 Digital Business Models and International Expansion
Chapter 16 Human Relations in Organizations in the Era of Society 5.0
... Le marché de l'emploi se caractérise donc par une pénurie de la « main-d'oeuvre » qualifiée et une raréfaction des ressources humaines capables de créer un avantage compétitif (Liger, 2016). Ce contexte a fait émerger une concurrence accrue au niveau du marché du travail du côté des recruteurs, on parle d'une guerre des talents (Beechler & Woodward, 2009;Chambers et al., 1998;Elving et al., 2012;Somaya & Williamson, 2008). ...
... Il est primordial d'avoir accès aux ressources humaines, les développer et les conserver pour des enjeux de compétitivité de l'entreprise. Beechler & Woodward (2009) ont synthétisé les facteurs qui peuvent impliquer les entreprises dans la guerre des talents, ils ont ainsi classé ces facteurs en quatre catégories : ...
... Meanwhile, Beechler and Woodward (2009) also explained that digital culture could develop in companies but is not necessarily able to affect the sustainability of individuals in it. Applying digital culture in companies can help employees carry out their work effectively and efficiently. ...
... This is supported by research that explains that HR risk and organizational culture have a negative effect on talent development (Becker and Smidt, 2016). According to Beechler and Woodward (2009), there is a negative relationship between digital talent on human resource risk and digital culture. One of the efforts that can be made is applying the correct selection method in the digital talent recruitment process (Eaves, 2016). ...
The digital era is an era that cannot be avoided anymore. This era is characterized by the development of technology and the rapid flow of information. This digital transformation means that employees must have digital skills to adapt to the times. PT Telkom Indonesia Tbk (Telkom), the largest telkom company in Indonesia, also faces challenges in preparing digital talent that suits the company's needs in the future. One of these challenges is the existence of a talent war that results in each company having to be able to compete. The purpose of this study is to identify the characteristics of digital talent and analyze the influence of HR management, digital literacy, HR risk, digital leadership, and digital culture on PT Telkom Indonesia's digital talent. This study uses primary data obtained from 140 respondents of PT Telkom Indonesia employees from 14 work locations of digital talent employees. The method used in this research is Structural Equation Modeling - Partial Least Square (SEM-PLS) analysis. The results of this study indicate that HR management, digital literacy, HR risk, digital leadership, and digital culture affect digital talent. Then, digital culture can mediate HR management, digital literacy, HR risk on digital talent. Meanwhile, digital culture does not successfully mediate digital leadership. The managerial implication of this research is that companies are expected to know the factors that form digital talent so that companies can prepare the right methods in managing digital talent.
... It reflects that the criteria for hiring is talent and expertise, which companies need to value (Herring, 2009). The idea of diversity being a "talent solution" is supported by Beechler & Woodward (2009).The questions that arise with such suggestions are pertinent to the extent of effectiveness of a diverse workforce and whether what diversity brings to the table is even relevant and necessary for facing challenges of digital transformation. Hess & Matt (2018) stated in their research that innovation and value creation cause companies to revamp their entire structures and models, which is also backed by Reis et al. (2016). ...
... While striving to implement the best solutions for problems, combating chaos and uncertainty during the process, availability of diverse solutions to problem is needed in order to allow the company great thoroughness and deep reflection (Beechler & Woodward, 2009). A strong and stable emotional quotient aids the workforce to handle the opposing ideas and the pressure to achieve even greater refinement and perfection within an organization. ...
The 21st century is an era of disruption, vanishing entities lagging behind to transform themselves. Digital transformation therefore has gained much recognition especially in the 21st century, as the technological advancement assists in significantly optimizing business operations, product service and design innovation. Organizations around the world are investing and making constant efforts in digital transformation by updating and upgrading their business processes in order to improve the firm’s performance and achieve competitive advantage. However digital transformation requires the workforce to possess adequate competencies, both for implementation and utilization post implementation, as these technological changes bring intense shifts in the attitude and behaviour of the traditional ways of doing. This paper, therefore, attempts to bridge the gap in literature for the changing needs of today’s workforce competencies that are deemed necessary in the era of digital transformation, by gathering evidences from literature analysis. The paper contributes to the body of literature by directing industry practitioners and researchers to adopt a wider outlook, while undergoing the journey of digital transformation, which encompasses diversity in workforce competencies. The researcher has discussed diversity and digital transformation, with the perspective of what digital transformation needs is what gender diversity offers.
... In 1998, a group of McKinsey consultants coined the term "war for talent" and noted that talent is key to organizational excellence (Michaels et al., 2001). Since then, talent management has been seen as key to organizational success (Beechler and Woodward, 2009) and necessary for the sustenance and sustainability of organizations (Gallardo-Gallardo et al., 2015). ...
... In many studies, we find that talent management involves attracting, identifying, developing, retaining and systematically deploying talent (Scullion et al., 2010). In general, talent management aims to meet the quantitative and qualitative needs of human capital and to contribute to the company's overall performance (Beechler and Woodward, 2009;Cappelli, 2008). It is assumed that each stakeholder in the organization shares this economic and organizational interest. ...
The digital transformation of companies involves a set of substantial changes in all areas of the organization. This study analyses the influence of digital transformation on talent management processes. In an effort to determine whether companies make different investments in each, we analyse talent management by separating the variables that attract and retain talent. The sample under study is made up of 314 Spanish companies who are currently undergoing the process of digital transformation. Company data were obtained through a questionnaire answered by managers of these organizations. The statistical technique used to test the model assumptions was a structural equation model. The results obtained lead us to accept the model hypotheses. The organizational changes brought about by digital transformation are thus seen to influence talent management and to attract and retain talent.
... One of the key characteristics of knowledge-based economies is that a wide range of firms (Czaika and Parsons, 2017;Rajan, 2016) engage in a global 'war for talent' (Beechler and Woodward, 2009). This competition centers on high-skilled migrants who, due to their university education, are believed to substantially contribute to technological progress and productivity, thereby stabilizing or even increasing income and employment opportunities (Faggian et al., 2017;Gindrute and Juste, 2020;OECD, 2008). ...
... As their customers become more diverse, so should their workforce. Most writing on the subject suggests there is one best way to manage workforce diversity in organizations (Karoly, & Panis, (2004), Beechler, Woodward, 2009). As such it is reasonably argued that there is no single best way, but that the organization's approach depends on the degree of pressure for diversity, the type of diversity in question, and managerial attitudes. ...
... Hsiu-Fen (2010) explored this component and came out with this explanation; "knowledge sharing is the act of capturing, organizing, reusing, and transferring experience-based knowledge that reside within the organization by making it available to others in the business". According to Jones et al. (2010), changing employee attitudes determine the promotion of knowledge sharing within an organization. Hsiu-Fen (2010) stated that one of the vital characteristics of knowledge sharing is that it is capable in generating new ideas and developing new business opportunities through socialization and learning process of knowledge workers. ...
... In an everchanging world, adaptability has become a necessity for organisations and flexibility should now be seen as a mandatory characteristic of an organisation (Solke & Singh, 2018). Due to the increasing demand for skilled employees, firms have started to pay attention to their preferences and expectations (Beechler & Woodward, 2009;Ronda et al., 2018). ...
The emergence of the Covid-19 pandemic and the constant changes in the expectations and needs of employees have accelerated the implementation of labour flexibility policies by companies. Currently, there is some uncertainty in the literature about the real benefits of adopting these policies, hence the relevance of this research, which aims to assess whether they represent a source of sustainable competitive advantage. This research used a qualitative approach involving in-depth interviews with human resource managers to analyse the impact of labour flexibility policies on a firm's competitive advantage using the VRIO framework. The study found that while employees view labour flexibility as beneficial to their work-life balance and job satisfaction, from the perspective of firms, these policies may be valuable but do not provide a distinct competitive advantage. Consequently, companies need to consider these policies when developing strategies to maintain their competitiveness and market position.
... However, to other studies, talent is "the sum of a person's abilities, gifts, skills, knowledge, experience, intelligence, judgment, attitude, character, and intrinsic drive." (Beechler & Woodward, 2009). Additionally, the biggest and most renowned management consulting firm in the United States, McKinsey & Company, released their famed study concluding that "better talent is worth fighting for." ...
This study looks for connections between global career development and trends in talent management research. In the context of TM, career development plays an important role. This is because individual careers have significant potential to serve organizational strategic goals. After all, investment in organizational career development is beneficial not only for individuals, but also for organizational performance. For this research, the author processes Scopus index journal data using VOSviewer. This study used VOSviewer to analyze the data and map the most general and well-liked focal topics. 192 research papers in RIS format were used in this study. The Scopus database shows a fluctuation in the amount of research done on talent management and career development over the last few years and a decline in that interest. The VOSviewer analysis map classifies the most prominent nodes so that the most significant influence is the "talent" node so that it can be. The limitation of this study is that the data source was only compiled from prior studies; thus, more analysis would be beneficial to improve the data source and the reliability of the findings.
... Talent Management is an integrated strategy or system designed to develop the recruitment, selection, and development processes of people, as well as to retain those with the required skills, and is frequently explored in the presence of a long-term companywide plan that is closely related to the general business goals of the organizations, and human resources are more valuable (Mohammad Fathi Almaaitah, Yousef Alsafadi, Shadi mohammad Altahat, 2020) (Beechler & Woodward, 2009). The bulk of talent management definitions continue to focus on specific features such as attracting, developing, and retaining essential capabilities (Barkhuizen & De Braine, 2021) (Ansar & Baloch, 2018). ...
This research aims to take a more comprehensive and in-depth look at the articles that have appeared on Talent Management in the last 5 years (2017- 2022). This research method uses the Systematic Literature Review by following the PRISMA stages. There were 40 articles selected in this study from an initial search of 969 articles. Results The findings of this study indicate that the scope of talent management is related to roles, processes, definitions and issues, as well as talent management strategies in an organization and the impact of talent management on employees and organizational performance
... In a context of the "war for talent" (Beechler & Woodward, 2009), human capital is one of the essential resources in all business contexts, if not the utmost important. Thereby, the effectiveness of HR practices has long been demonstrated on employees' productivity, absenteeism and work attitudes and indirectly on the firm's performance (Ichniowski, Shaw, & Prennushi, 1997;Wright, Gardner, Moynihan, & Allen, 2005). ...
This study aims to highlight the patterns of e-HRM practices and to enhance one's understanding of some of their IT (and non-IT) foundations as well as the managerial and organizational motivations behind their adoption and use in SMEs. Our study is based on the importance of HRM to create a competitive advantage and the potential contribution of IT to this end. The research questions are: What are the current e-HRM practices in the context of SMEs in the digital age? What are the antecedents of these practices, and which of them seem the most promising for the performance of SMEs in the digital age? To answer these questions, we mobilized a qualitative research strategy through a multiple comparative case study. Our findings first illustrate that SMEs adopt and use "best" e-HRM practices according to their needs at specific times. In doing so, they underscore that the size of an enterprise is not the only criterion for understanding the conditions under which these practices emerge. To this end, existing IT in other functions also promote HRM development. In the form of a diagnostic tool, our findings also suggest how entrepreneurs and managers can initiate and/or reinforce their efforts for this journey.
... La guerre des talents (Beechler and Woodward 2009 ;Chambers et al. 1998;Charbonniervoirin, Poujol, and Vignolles 2016;Elving et al. 2012;Kolesnicov 2017;Michaels, Handfield-Jones, and Axelrod 2001;Somaya and Williamson 2008), visible dans plusieurs secteurs d'activité, incite de nombreuses organisations à soigner leur marque employeur dans l'enjeu d'être plus attractives et réduire leur taux de turnover en fidélisant les salariés les plus compétents (Charbonnier-Voirin et al., 2014). Selon (Alniacik et al. 2011), une réputation organisationnelle favorable est une ressource stratégique qui offre un avantage concurrentiel significatif à une entreprise. ...
... Regarding macro-contextual factors in a developing country, there are different factors, such as institutional and cultural factors related to each society, [19], a severe talent war, and the mobility of the workforce, [27], [30], [31], [32]. According to [33], talent war and talent attributes can be influenced by four main factors, including 'global demographic and economic trends', 'increasing mobility of people and organizations, 'transformational changes to business environments, skills and cultures', and 'growing levels of workforce diversity'. It is imperative for business executives to thoroughly assess the impact of macro-level factors when formulating TM strategies and aligning them with broader business strategies. ...
There is still limited research studying multilevel factors influencing talent management (TM) practices in general and TM practices in the Vietnamese banking sector, particularly within the Covid pandemic context. Considering this gap, this article has three research objectives: developing a conceptual framework about multilevel contextual factors affecting TM within the studied sector, assessing the framework's suitability and applicability, and proposing a TM model and toolkit for bank leaders to improve TM strategic planning. The study employed the qualitative research method and semi-structured interviews with bank managers from different types of banks. The conceptual framework formulated in this study indicates a progression in examining factors influencing TM practices in developing countries. All the interviewees revealed their interest in studying the framework and their agreement with the arrangement of the relevant factors in the framework. As per the suggestion from the interviewees about the need to develop a TM model or guideline to execute TM practices, this paper also provides a suggested TM model with specific steps and an industry toolkit used for TM strategic planning and decision-making process based on the proposed framework. The model's steps, indicating explicit recommendations for bank managers to enhance TM effectiveness, are arranged in accordance with the process included in the proposed framework's TM flow. Besides, the reflection questions in the toolkit are helpful for managers to improve their critical thinking about their actual TM flow. The transformation from the framework to the toolkit can be viewed as how theoretical contribution can lead to managerial implications. This study contributes to the progress of contemporary TM literature during historical events in unstable business environments. It can be seen as a contribution to the applications of TM literature in practice.
... Talent acquisition is a major challenge among businesses today. The often-quoted term "war for talent" is highly present in the market (Beechler & Woodward, 2009;Williams et al., 2022). ...
Purpose: The aim of this paper is to expand the body of knowledge on employer branding by identifying the dimensions of employer attractiveness for Generation Z and to develop a framework for employee value creation in the specific context of Croatian culture. Methodology: The research was conducted on a sample of 220 key informants using the scale developed by Berthon et al. (2005). Since the purpose of the paper was to identify the various dimensions of employer attractiveness as well as the key factors of attractiveness as the basis for value proposition underlying respondents’ perception of employer attractiveness, exploratory factor analysis was applied to analyze the data, i.e. a total of 25 identified employer attractiveness variables. After performing factor analysis, the average rates of importance were measured using summated rating scales for variables of individual factors. Results: The study identified six organizational attractiveness dimensions relevant to Generation Z. In addition, a value proposition framework was developed. The attractiveness dimensions encompass Organization’s market orientation, Acceptance and good relationships with colleagues, Informal characteristics of the workplace, Potential of the workplace for gaining experience and career advancement, Salary and other material benefits, and Sense of belonging to the organization. The dimensions have changed compared to the original Berthon et al. (2005) scale. These differences can be attributed to the specific needs of young employees and to a specific culture and general current conditions. Conclusion: In the “war for talent”, especially for young employees who enter the labor market for the first time, marketing concepts can be a powerful weapon. In order to attract them, their needs and wants should be deeply understood. Based on the proposed value proposition framework and the identified organizational dimensions, a valuable employer brand can be developed and the possibilities to attract and engage employees can be increased.
... Notably, job interviews serve not only selection, but also recruitment purposes (Rynes, 1989). In the ongoing "war for talent" (Beechler & Woodward, 2009), applicants' reactions to selection procedures are of great importance, and interviewers may assume that applicants prefer less structured interviews (van der Zee et al., 2002). In sum, applicant IM probably affects most, if not all, job interviews to a certain extent. ...
In this chapter, we report on an experimental study which examined how different impression management (IM) tactics used by applicants in job interviews influence interviewer evaluations of the two universal dimensions of social judgment (likeability, competence) and how these fundamental personal evaluations in turn affect perceived hireability. Experimental scenarios presented three fictitious male applicants who used modesty, ingratiation, or self-promotion in a job interview. In addition, the amount of background information about the applicants and raters’ accountability for their potential hiring decisions were experimentally manipulated. A total of 82 experienced job interviewers rated how likeable and competent each applicant appeared to them, and how likely they would be to offer him a job. As expected, modesty induced the most favorable interviewer evaluations: The applicant using modesty was perceived as more likeable than the applicants using ingratiation or self-promotion and, as a consequence, as more hireable. Applicants’ perceived competence proved to be of secondary importance. The benefits of modesty increased further when positive background information about applicants was available and when raters’ accountability was low. The results shed light on both the crucial role of interviewers’ interpersonal affect and the considerable potential of the tactic of modesty for job applicants. This chapter builds on the doctoral dissertation of the first author (Diekmann, Impression Management-Modesty und Karriereentwicklung. Doctoral dissertation, University of Bonn, Germany. Bonndoc. https://nbn-resolving.org/urn:nbn:de:hbz:5-40307, 2015).KeywordsImpression managementJob interviewModestyLikeabilitySocial judgmentHireabilitySelf-promotionScenario studySelection criteriaGermanySelf-presentationSelection interviewInterview ratingsInterview evaluationsAccountabilityInterviewer biasIngratiationCompetenceExperimental research
... In 1998, a group of McKinsey consultants proposed the term 'war for talent' and noted that talent is the key to organisational excellence [16]. Since then, talent management has been seen as key to organisational success [17] and essential to the maintenance and sustainability of organisations [18]. Initially, the focus was mainly on educating and hiring candidates with aboveaverage capabilities. ...
The new challenges in almost all organisations are based on people. It is their competences, knowledge and skills that enable any organisation to grow. Personnel are a resource that must be properly taken care of. Effective talent management is mainly based on planning and building career paths. Talent management is one of the most important business priorities for organisations that care about achieving business goals, knowledge management and managing staff potential. Research shows that entities that identify and manage talent produce 15 per cent higher results for their stakeholders compared to pillars that do not run such programmes.The aim of this article is to present the activities carried out within the framework of TALENT MANAGEMENT ERASMUS+ project nr 2021-2-ES01-KA210-ADU-000048687, which is dedicated to economically active employees over 45 years of age and promotes integration in the labour market.
... Before discussing the talent management, it is required to define ‗‗talent.'' There is no precise agreement on the definitions of talent and there are several definitions in the ‗world of work' (Gallardo et al., 2013;Beechler & Woodward, 2009;Schiemann, 2014). Gallardo et al. (2013) summarized and revealed the composite form of all talent definitions in the academic literature and they encompass the conceptualization of talent through two approaches; Object approach (talent as characteristics of people) and Subject approach (talent as people). ...
... Strategi pengelolaan talenta yang efektif membantu organisasi menciptakan lingkungan yang kondusif untuk mengembangkan dan mempertahankan bakat terbaik (Beechler & Woodward, 2009). Hal ini meliputi identifikasi kebutuhan talenta, rekrutmen, pengembangan, dan retensi talenta dalam organisasi (Collings et al., 2019). ...
Era Industri 4.0 ditandai dengan perkembangan teknologi yang pesat dan perubahan paradigma dalam dunia kerja, sehingga mempengaruhi cara organisasi mengelola sumber daya manusia mereka. Dalam konteks ini, strategi pengelolaan talenta yang efektif menjadi kunci dalam mempertahankan daya saing organisasi. Artikel ini mengeksplorasi strategi-strategi pengelolaan talenta yang dapat diterapkan untuk meningkatkan daya saing organisasi di era Industri 4.0 melalui studi literatur. Beberapa strategi yang diidentifikasi meliputi penggunaan teknologi dalam proses perekrutan, pengembangan kompetensi karyawan, retensi talenta, dan menciptakan budaya kerja yang inklusif. Penelitian ini menyimpulkan bahwa penerapan strategi pengelolaan talenta yang efektif sangat penting untuk menjaga daya saing organisasi di era Industri 4.0, serta menyajikan beberapa rekomendasi untuk meningkatkan pengelolaan talenta dalam organisasi.
... One of the recent important organizational challenges is attracting and retaining young talent with a potential for high development (Cesário and Chambel, 2017;Gallardo-Gallardo, Thunnissen and Scullion, 2020). The competition for talent is so intensive that the situation has been labelled as a "war for talent" (Beechler and Woodward, 2009;Kwon and Jang, 2022). The predictions even suggest that artificial intelligence recruiting tools and other modern developments will intensify the competition for human capital, and the war for talent will become a permanent state (Black and van Esch, 2021). ...
Organizations fight for talent, and talent management has become an integral part of human resource management. Trainee programs are a part of talent management, which allows organizations to attract primarily university graduates with high potential. Trainee programs are highly selective and require high investment. However, much of the talent successfully finishing trainee programs (i.e. trainee program graduates) leave the organization before they can return the investment to the organization. The literature on talent management is centered around the process of attraction and development of talent but stays silent about talent retention. Thus, this research identifies and explores the reasons why trainee program graduates leave organizations. The study draws on a qualitative case study of the largest car producer in the Czech Republic with an established and highly developed trainee program. Data comprises of four sources: First, the interviews with the trainee program graduates, both who remained or left the organization after finishing the trainee program. Second, extensive internal talent management documentation related to the trainee program. Third, the consultations with human resource management specialists. Fourth, field notes from employee's non-participant observation. Grounded theory analysis was used to analyze the data. The findings reveal three overarching factors that determine the turnover of trainee program graduates: the sense of uniqueness, instantaneity, and privilege. These factors represent expectations that are set by the organization but are not achieved by the trainee program graduates. These factors uncover the underlying paradoxical nature of trainee programs, which is highlighted by two trainee program paradoxes: focus paradox and prestige paradox. The research has several theoretical contributions. In the first place, the findings expand talent management literature by identifying critical issues that may lead to talent drainage instead of talent retention. This research also contributes to generational cohort theory. Practical implications provide suggestions on how to integrate trainee programs into human resource management practices to achieve expected and desired benefits of talent management for organizations.
... Human capital is significant for the success of business both nationally and internationally and therefore, scholars and practitioners are significantly focusing on adopting talent management approaches. Beechler & Woodward (2009) in their analysis of "global war of talent" have also argued that talent management is an important sub-set of strategic human resource management. Therefore, human resource function becomes highly significant and meaningful techniques for motivating, attracting, developing selecting and retaining global talent. ...
Purpose: This paper makes a significant contribution towards identifying the talent management challenges and how talent management could be significant for fastest growing companies. This paper also confirms that in coming decade, the number of emerging economies will increase, which would place a significant demand for the skilled and talented employees. Currently very little is known regarding the role of the corporate human resource (HR) function in the multinational organisations in influencing the global talent management (GTM). This research identifies various aspects of significance of HR functions in managing and enhancing talent within organisations. Methodology: This research conducted the closed-ended questionnaire survey of 120 employees working in seven different multinational firms in India. Responses of the questionnaire survey are based on Five point Likert scale. Findings: Findings of this study suggest that for global talent management, organisations are required to enhance their corporate HR functions, because HR has the capability of managing and retaining talented employees. Conclusion: This study concludes that managing global talent is the most significant need for international firms. Without managing talent, organisations could not survive in highly competitive global market. This paper significantly contributes towards the HRM literature and will also provide knowledge for the HR professionals to adopt effective global talent management strategies.
... Improving management methods is now the best strategy to manage a talent shortage. Additionally, the protracted negative impact of talent scarcity could restrict industry expansion, sparking a fierce competition for talent worldwide [14], increasing high mobility turnover, and impairing business performance. The market for IBIs is experiencing a growth in talent need, which has caused the demand for talent to rise quickly. ...
Over the past years, Malaysian Islamic banking has shown promising rapid growth concurrently with global legality, infrastructure, talent, and product development. Islamic financial sector has anchored on the real economy, as Islamic banking services should ultimately improve lives and livelihoods – assisting individuals or businesses in growing their wealth, making payments, owning a home, growing their enterprise, managing financial risks and adverse events, creating high-quality jobs, and other economic outcomes. As a consequence of this, the widespread good development of IBIs has resulted in a talent conflict among the industry players. Each of these institutions needs skilled talent to be occupied within their organisation, and the talent conflict has resulted in a competition for talent. To date, the talent shortage has become more critical compared to previous years, and despite an increase in Islamic banking education and knowledge service providers, talent shortage issues remain unsolved. This paper focused on distinguishing the talent shortage in Malaysian IBIs from the talent demand and supply with the impact of government interventions. A mixed method approach was used to generate a result from 371 respondents and a group focus group discussion from three participants. Both generated results are later triangulated to acquire the ultimate. The result showed that all the variables positively affect talent shortage, with government intervention mediating the result. Finally, the contribution of the data will clear up the root cause of talent shortage among graduates at entry level in Malaysia IBIs.
... Regarding new focused areas of the HR department, [22] noted that HR is strongly related to talent management. Because there exist many forces that shape global talent challenges, many potential HR policies and practices could be applied in managing talent activities [5]. [14] stated that effective strategies played an important role in using tools such as talent acquisition, training, management capability, and organization development to achieve successful talent management. ...
... Многие российские и зарубежные исследователи выделяют выталкивающие и притягивающие факторы, обусловливающие миграцию (англ.: push and pull factors) [Зайончковская, 2004; Леденева, Тюрю ка но ва, 2002; Моисеенко, Чу ди нов ских, 2000; Рязанцев и др., 2018; Baruch, Bud-hwar, Khatri, 2007;Korobkov, Zai onch kovskaia, 2012;Lewin, 1951]. К выталкивающим относят факторы, которые делают страну происхождения менее привлекательной для индивида и, таким образом, определяют решение индивида в пользу миграции: низкая заработная плата, отсутствие возможностей профессионального роста или неясные перспективы развития [Рязанцев и др., 2018;Зай онч ковская, 2004;Dickmann, Doherty, 2010], серь ез ные социально-экономические проблемы в стране (коррупция, бюрократизация научной сферы и гендерная дис крими на ция) [Варшавская, Чу ди нов ских, 2014;Симонян, 2017;Beechler, Woodward, 2009;Korobkov, Zaionchkovskaia, 2012;Ng, Bur ke, 2005; Transparency In ter na tion al, 2016]. Притягивающие факторы характерны для стран-реципиентов, которые привлекают индивидов из других стран для миграции. ...
... However, attracting talent is not enough; there must be a planned strategy for managing talents, supported by processes to retain their commitment and properly use their abilities (McDonnell, 2011;Khandelwal and Shekhawat, 2018). Hence, the interest in talent retention has been a serious concern for managers over the past decade (Beechler and Woodward, 2009;Collings and Mellahi, 2009;Skuza et al., 2013). ...
Introduction
Studies have shown that there is a growing interest in corporate social responsibility (CSR) and talent management, and the identified links between their aspects. Thus, the current study examined the relationship between socially responsible human resource management (SRHRM)–identified as CSR strategies and practices directed at employees to underpin the effectiveness of CSR implementation–and talent retention. In addition, this study employed a mediation-moderation framework with employee attitude (motivation and trust) as a mediating variable and other-regarding value orientation (ORVO) as a moderating variable. Thus, the current study contributes to talent management and CSR current knowledge by analyzing the depth of the relationship by way of exploring the moderating and mediating process. It answers the “how” and “when” questions and explains the mechanism through which an organization can use its socially responsible HRM practices for retaining talented employees.
Methods
A total of 418 people from the Klang Valley area in Malaysia participated in the study. The hypotheses in the study were tested using PLS structural equation modeling.
Results
The results of the study showed that (a) perceived SRHRM was positively related to talent retention, (b) this relationship was partially mediated by the employee’s attitude (motivation and trust), and (c) ORVO did not moderate the relationship between perceived SRHRM and talent retention.
Discussion
Furthermore, the study findings provide concrete and actionable recommendations on how to formulate and implement appropriate SRHRM policies and practices as they are not only essential for the successful implementation of external CSR programs but also essential for retaining talented employees and for improving their motivation and organizational trust.
... Attracting talents, identifying, and designating persons as talents, training, developing and retaining talented staff featured prominently among SMEs' owners and managers as matters of pressing concern for them (Zamcu, 2014;Lizbetinova, 2015;Stokes et al., 2016;Lawless et al., 2019). The war for talent prompted by McKinsey's study has been one of the seminal works in TM studies (Beechler & Woodward, 2009). The essence of this warning is that talents are essential to an organization's competitiveness and organizations should seek to attract and retain the talents who will help them achieve this objective (Ansar & Baloch, 2018). ...
Talent management (TM) is a relatively new management discipline that has generated considerable interest among scholars and practitioners within the past decade. It has been studied extensively among large enterprises and global organizations, but the practices have received limited investigation among Small and Medium Sized Enterprises (SMEs). This research paper uses a systematic review of the existing literature from 55 papers to present some insights into how TM is defined, conceptualized, and practised. An agenda for future research of SMEs TM is presented to spur further study. The paper uses the PRISMA methodology recommended by (Moher et al., (2009) to search the databases of Web of Science, Scopus, and Google Scholar for papers published within the last ten years between 2011-21. The findings confirm that the study of TM in SMEs is a developing field, and while there has been an encouraging increase in the number of publications in the past 10 years, it still lags behind other fields. Thus, there is a need for researchers and academics to accelerate the pace of research.
This article investigates how Germany and the United Kingdom (UK) have governed international student mobility (ISM) over the last two decades. While both are among the most popular destinations for international students and have experienced similar political trajectories during this period, they have pursued divergent education and immigration policies in regulating ISM. Driven by a mix of educational universalism and fear of future labor shortages, Germany offers financial benefits and generous right to stay opportunities. The UK, by contrast, combines high tuition fees with restrictive immigration policies, favoring students who will leave the country upon graduation. Drawing on a variety of parliamentary reports, policy documents, and interviews with politicians and civil servants, I argue that this divergence is rooted primarily in the different politicizability of ISM: international students are discursively treated as students (belonging to the non-politicized field of education) in Germany but as internationals (belonging to the hyperpoliticized field of immigration) in the UK.
Yetenek rekabetçiliğini ölçmek güçlü ve zayıf yönlerin belirlenmesinde etkili bir yoldur. Ülke nüfusunun yeteneklerinin ölçülmesi ile politika yapı- cılar ve karar vericiler kaynakların tahsis edilmesi ve nüfusun belirli yete- neklerde eksik olduğu alanları ele alan politikaları ve programları geliştir- mek için kullanabilir. Bu nedenle bu çalışmada OECD ülkelerinin yetenek rekabetçiliğine ilişkin mevcut performansları kümeleme analizi aracılığı ile incelenerek mevcut durumları ortaya konulmaya ve benzer performans de- ğerlerine sahip OECD ülkeleri gruplandırılmaya çalışılmıştır. Bu bağlamda çalışma kapsamında ilk olarak yetenek rekabetçiliği ele alınarak teorik çer- çeve çizilmiş, ardından literatür taraması yapılarak araştırmacılar tarafından odaklanılan noktalar ve literatürün eksik yönleri ortaya konulmuş, daha son- ra çalışmada benimsenen yöntem genel hatlarıyla açıklanarak OECD ülkele- rinin yetenek rekabetçiliği kümeleme analizi ile irdelenmiştir.
This paper examines the healthcare provisions for migrants in Qatar. Migration and health are intricately entwined in the GCC states, with ramifications for both migrants and their host countries in the Gulf. The GCC states are home to nearly 30 million non-national residents or migrants, constituting the largest concentration of temporary migrants in the world. The provision of healthcare services to such a large migrant population presents a tremendous challenge for most Gulf states. It is worth pointing out that migration to the GCC states is inherently transient in nature, which further compounds the healthcare challenge. This paper explores how the GCC states respond to the rising demand for migrant healthcare by focusing on healthcare infrastructure and healthcare provisions for migrants in Qatar. The study reveals that Qatar has invested heavily in the expansion of healthcare infrastructure in tandem with its growing migrant population. Qatar offers healthcare services to the increasing migrant population through the Hamad health card, which allows its holders to access public healthcare services. This study suggests that there is a need for more expansion of public healthcare facilities to meet the expanding healthcare needs in coming years.
Sumber Daya Manusia (SDM) memiliki peran yang signifikan dalam setiap kegiatan di suatu lembaga termasuk lembaga pendidikan. Sumber daya manusia harus dapat dikelola atau dikelola dengan baik sesuai dengan fungsinya agar sumber daya manusia tersebut dapat berperan sesuai dengan tugas dan fungsinya di lembaga yang ditempatinya. Manajemen Sumber Daya Manusia (MSDM) adalah suatu aspek yang sangat penting dalam proses pendidikan pada umumnya. Oleh karena itu fungsi dalam pengelolaan sumber daya manusia harus dilaksanakan secara optimal agar kebutuhan yang berkaitan dengan tujuan individu, organisasi atau lembaga dapat tercapai. Selain itu, dengan tata cara pengelolaan sumber daya manusia yang baik diharapkan kekurangan dan permasalahan yang dihadapi bangsa Indonesia yang terkait dengan daya saing dapat diatasi.
Atas dasar tersebutlah buku ini hadir. Sebagai sebuah buku yang terkait dengan MSDM pendidikan, buku ini memiliki beberapa keunggulan diantaranya: (1) disusun secara praktis dan aplikatif sesuai dengan implementasi terbaru dalam praktik-praktik pengelolaan sumber daya manusia dalam pendidikan; (2) pendekatan teoritis terkait MSDM pendidikan; dan (3) menggunakan analisis kajian yang mudah dipahami, sehingga buku ini diharapkan akan sangat bermanfaat bagi para pembaca, khususnya akademisi, praktisi, dan mahasiswa dalam bidang MSDM sektor pendidikan.
The aim of this study was to investigate the impact of 7S model, moderating effect of people strategy and strategic human resource management functions on organizational performance and applications in the Sri Lankan insurance companies considering the 7S model as a organizational strategic planning tool which assists and drive organizations. 7S model defines organizational factors which are separating excellent businesses from other aspects .The success of a business depends on interrelated seven factors. The distinctive argument of the 7S model is that the process of strategic planning is made up of creating strategies and considering the other factors expressed in the model. Thus, it is claimed that business succeeds with the coherent corporation of the strategy factor and below explained factors. The 7S model focuses on key SHRM dimensions which are critical to any organization namely, Strategy, Structure, Systems, Staff, Shared Values and Style. The researcher focuses on the study how these seven elements and Statistics, measurement driven tools impact on organizational performance with moderating effect of people strategy. The study sample consisted (29 ) Licensed Insurance Companies (LIC,s) individual employees of leadership and supervisory functions in insurance companies operating in Sri Lanka, where the questionnaire was developed to gauge the views of the respondents consisting of (576) employees. After a process of data analysis and hypothesis testing using SPSS package and AMOS, the study found the importance and benefits and the possibility of relying on the 7S strategic planning tool in strengthening the application of strategic human management functions. The study recommends that design of appropriate organizational SHRM functions, which are pushing for more performance of insurance companies and application of new knowledge as a prerequisite for higher firm’s performance.
The purpose of this study was to determine the significant antecedents to shared leadership and
the role of shared leadership as a mediating effect on task performance. This research applied the
Big Five personality traits and five control variables to assess the impact of personality on the
emergence of shared leadership within teams. The results demonstrated that the Big Five
personality traits have direct effects on the emergence of shared leadership within teams and that
shared leadership mediates the effects of the Big Five personality traits on task performance. The
results provide new knowledge for coaches, business executives, and others responsible for team
composition or performance assessment, allowing them to identify high-performing teams in
advance of work tasks. The findings of this study could help in the development of team leadership
and contribute to the field of shared leadership.
This work examined the effect of talent management on employee productivity in selected banks in Anambra State. The study reviewed relevant conceptual, theoretical and empirical literatures. It was anchored on management process approach and human capital theory. Talent Retention, performance management systems, training and development and talent attraction were employed as the explanatory variables while employee productivity was the dependent variable. The study adopted survey research design. The population of the study comprised 353 staff of the selected banks in Anambra State. The sample size was 353(using the entire population). Questionnaire was employed as the main instrument of data collection. The data generated were analyzed using frequency, percentage analysis, descriptive statistics, correlation analysis and multiple regression analysis. The study found that talent retention had a significant influence on employee productivity. Performance management systems had a significant effect on employee productivity. Training and development had a significant influence on employee productivity and talent attraction had a significant effect on employee productivity. The study concluded that talent management had a significant effect on employee productivity. The study therefore recommended that management should establish talent retention strategies and make them known to all employees. Management and employees should be involved in the entire process of performance appraisal. To enhance employee productivity, it is imperative that the organization focuses on training and development programs that are not only essential but enhance employees‟ competitiveness. Programs should be designed by both managers and employees. Talent attraction such as competitive salary packages and rewards should be established as a policy in every organization.
Work-Life balance is an evolving aspect in global economy. Over the past two decades the issue work-family and work-life balance have received enormous attention from employers and employees mainly in IT industry. There are about 18 million Indian expatriates working in the UK, UAE and the US and the number is projected to increase year by year. This creates a need to explore work-life balance among expatriates. In this study, qualitative research method was used, and the data was collected using interview method as the instrument. Actual data was collected from five IT expatriates. The data was analyzed using content analysis. The findings revealed that workload and family support are main contributors to work-life conflict among expatriates while receiving better salaries, meeting new people and experiencing culture are the work-life enrichment factors. Expatriates use general adjustment and interaction to adjust better with their new environment. Hence, it is recommended for organizations to support expatriates through relevant activities to assist them to achieve work-life balance in a foreign country.
Purpose
This study aimed to develop a model for identifying talented faculties in regional universities.
Design/methodology/approach
In this study, the systematic grounded theory (GT) approach has been used. The research population consisted of academic and scientific experts of higher education system who had more knowledge about the subject of the research. They were identified and selected using a non-probability and purposeful sampling method.
Findings
The paper introduces a talent-based model for identifying faculties in regional universities. Findings show that in regional universities, talent management (TM) theory is rarely used to identify scientific talents. Therefore, to attract capable faculty members, using a comprehensive model based on this concept can be effective and efficient. To achieve the above goal, it is suggested that universities and higher education centers should pay special attention to the components of education, research and counseling when identifying faculty.
Originality/value
This article develops the knowledge about TM in higher education. Given the gap between theory and practice regarding the theory of TM in higher education, this study, with a look at the identity and nature of universities, offers recommendations for attracting faculty members. Implementing the desired model in regional universities gives them the assurance that by attracting capable people, it will be possible to achieve the university development plan.
Understandings of innovation usually encompass multiple overlapping aspects, putting innovation terminology at risk of vagueness and overuse. However, innovation concepts are expected to remain powerful and useful in healthcare beyond the pandemic and into the future, so clarity will be helpful for effective leadership. To disentangle and disambiguate meanings within innovation, we offer a framework that captures and simplifies foundational substance within innovation concepts. Our method is an overview review of innovation literature from the 5 years preceding COVID-19. 51 sources were sampled and analysed for explicit definitions of healthcare innovation. Drawing on broad themes suggested from previous reviews, and gathering specific themes emergent from this literary dataset, we focused on categorising the nature of innovations (the what) and reasons given for them (the why). We identified 4 categories of what (ideas, artefacts, practice/process and structure) and 10 categories of why (economic value, practical value, experience, resource use, equity/accessibility, sustainability, behaviour change, specific-problem solving, self-justifying renewal and improved health). These categories reflect contrasting priorities and values, but do not substantially interfere or occlude each other. They can freely be additively combined to create composite definitions. This conceptual scheme affords insight and clarity for creating precise meanings, and making critical sense of imprecision, around innovation. Improved communication and clear shared understandings around innovative intentions, policies and practices cannot but improve the chances of enhanced outcomes. The all-inclusive character of this scheme leaves space for considering the limits of innovation, and notwithstanding well-established critiques, provides a basis for clarity in ongoing usage.
With in-depth efforts in the national strategy of innovation-driven development, the demand for talent in cities is burgeoning. Cities in China have released a large number of preferential policies to attract talent as these cities look to gain an edge in increasing talent competition. This study empirically studied the effect of talent competition on urban innovation using a panel data set of 298 prefectural-level cities in China from 2010 to 2019 based on the difference-in-difference model and an event study method. The results show that there are heterogeneous effects of talent competitions on urban innovation, which may widen the gap between urban innovation in different cities. The effect of talent competition in different cities showed a significant positive correlation with the level of urban development, and there is a “head effect” of talent competition on urban innovation. Moreover, the results of the mechanism analysis indicate that the effect of talent competition on urban innovation is mainly through talent flow. These findings can help policymakers formulate scientific and reasonable talent policies to promote the strategy of innovation-driven development.
Purpose-Retaining critical knowledge is relevant for all organizations, knowledge-intensive ones in particular. Failure to do so can, in the worst case, lead to an organization being unable to act. Acknowledging the role of context in this regard, the purpose of this paper is to examine knowledge retention (KR) in the banking sector of a developing country. A particular focus is placed on exploring various contextual factors that influence the retention of critical knowledge taking into consideration the setting. Design/methodology/approach-Following a qualitative research design, semi-structured interviews were conducted with senior managers from private and public banks in Pakistan. Thematic analysis was used to analyze the data. Findings-The findings suggest that the existence of a collectivist society, gender differences, few job opportunities, power distance and the late IT Boom are vital factors to be considered regarding KR in the setting studied. The findings are summarized in a conceptual framework that highlights critical factors of KR to be studied in a broader context and which are viewed as relevant for informing future research in this underdeveloped area of knowledge management (KM). Research limitations/implications-The data were collected from a small number of individuals working in different banks in only one country. Future studies should consider research designs across multiple organizations involving more people representing different roles, functions and age groups. Originality/value-Existing KM research has emphasized the role of context while research on KR is underdeveloped in this regard. By exploring different contextual factors this study advances current understanding in the KM domain.
The present study aimed to identify effective factors in talent management in the Ministry of Sports and Youth of the Islamic Republic of Iran. The research method was mixed (qualitative-quantitative) according to type of data used. In the qualitative section, the qualitative content analysis method was used with an inductive approach and in the quantitative section, the descriptive-survey method was used. The statistical population in the qualitative section were sports management experts and specialists, and in the quantitative section it included the staff of the Ministry of Sports and Youth. The sampling method in the qualitative section was purposive (n=15), and in the quantitative section, a simple random sampling was used which 297 people were selected as a statistical sample for the study. The data collection tool was a semi-structured interview in the qualitative section and in the quantitative section was a researcher-made questionnaire. The validity and reliability of research data collection tools were confirmed; data analysis was performed through heuristic factor analysis in SPSS20 software. The results showed that the factors affecting talent management include conceptual, strategic, cultural, discovery and absorption, evaluation, training and development, retention, structural, political, information and communication, functional factors. So it is suggested to managers consider this results in the talent management process.
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.
The role of human resource experts keep changing as new trends emerge due to globalisation; over the years human resource sole focus was on payroll, hiring and employees benefits until the strategic human resource was introduced. With, human resource departments started getting involved in the organisation's business strategy which includes organisational development, training and talent management. This study examined talent management and employee retention among selected manufacturing firms in Ogun State, Nigeria. The study was underpinned by resource-based view theory and social exchange theory. Population of the study was three hundred and seventy one (371) and a sample size of one hundred and seventy five (175) was drawn. Primary data were obtained from one hundred and fifty eight (158) respondents through multi-stage sampling techniques. Findings presented that competency mapping significantly affect employee retention with (β=.946, p=.000), employee engagement significantly affect employee retention with (β=.951, p=.000), a positive and significant relationship exists between performance management and employee retention with (r=0.983, p-value<0.05) and career development have significant connection with employee retention with(r=0.874, p-value<0.05). The study concluded that incorporating talent management strategy and effectively communicating the same to concerned parties is the foundation for talent management. It also helps employees understand that the organisations are thinking about their future and so it improves retention. Thus, management of the selected firms must ensure that process for managing talent is engraved in the business strategy by regularly analysing talent and communicating the talent management strategies to employees.
This article summarizes the practical and theoretical implications of 85 years of research in personnel selection. On the basis of meta-analytic findings, this article presents the validity of 19 selection procedures for predicting job performance and training performance and the validity of paired combinations of general mental ability (GMA) and the 18 other selection procedures. Overall, the 3 combinations with the highest multivariate validity and utility for job performance were GMA plus a work sample test (mean validity of .63), GMA plus an integrity test (mean validity of .65), and GMA plus a structured interview (mean validity of .63). A further advantage of the latter 2 combinations is that they can be used for both entry level selection and selection of experienced employees. The practical utility implications of these summary findings are substantial. The implications of these research findings for the development of theories of job performance are discussed.
To deal with change, organizations need to find and nurture those who are most facile in dealing with it. Identifying those who can learn to behave in new ways requires a different measurement strategy from those often employed, one that looks at the characteristics of the learning agile. In this article, we explain some initial steps toward identifying the women and men with the most potential to lead, regardless of what the future may hold for them. As indicated by a measure of learning from experience, those with the highest potential tend to be interested in first-time challenges, are eager to learn, and can get results under tough conditions. © 2000 John Wiley & Sons Inc.
Purpose
This article advocates for evidenced‐based management and aims to demonstrate how it works.
Design/methodology/approach
The article identifies seven implementation principles to help people and companies that are committed to doing what it takes to profit from evidence‐based management.
Findings
The seven principles are: treat your organization as an unfinished prototype; no brag, just facts; see yourself and your organization as outsiders do; evidence‐based management is not just for senior executives; like everything else, you still need to sell evidenced‐based management; if all else fails, slow the spread of bad practices; and the best diagnostic question: what happens when people fail?
Research limitations/implications
A follow‐up article needs to show results when firms institute evidence‐based management.
Practical implications
A key underpinning of evidence‐based management are three truths: that most so‐called breakthrough ideas are either old, wrong, or both; that effective companies and leaders are more interested in what is true than what is new; and that those that do simple, obvious, and even seemingly trivial things well will dominate competitors who search for silver bullets and instant magic.
Originality/value
The article explains why the implementation of evidenced‐based management promotes competitive advantage.
Drawing from self-categorization theory, we tested hypotheses on the effects of an organization's demographic composition and cultural emphasis on work processes and outcomes. Using an organizational simulation, we found that the extent to which an organization emphasized individualistic or collectivistic values interacted with demographic composition to influence social interaction, conflict, productivity, and perceptions of creativity among 258 MBA students. Our findings suggest that the purported benefits of demographic diversity are more likely to emerge in organizations that, through their culture, make organizational membership salient and encourage people to categorize one another as having the organization's interests in common, rather than those that emphasize individualism and distinctiveness among members.(.)
This article reviews the established understanding of the concept of expatriate failure, discusses its associated problems and presents a more sophisticated and comprehensive understanding of the concept. The article argues that it might well be time to abandon the concept of expatriate failure altogether and instead draw on the general human resource literature to analyse problems related to turnover and performance management in an expatriate context..
This article summarizes the practical and theoretical implications of 85 years of research in personnel selection. On the basis of meta-analytic findings, this article presents the validity of 19 selection procedures for predicting job performance and training performance and the validity of paired combinations of general mental ability (GMA) and the 18 other selection procedures. Overall, the 3 combinations with the highest multivariate validity and utility for job performance were GMA plus a work sample test (mean validity of .63), GMA plus an integrity test (mean validity of .65), and GMA plus a structured interview (mean validity of .63). A further advantage of the latter 2 combinations is that they can be used for both entry level selection and selection of experienced employees. The practical utility implications of these summary findings are substantial. The implications of these research findings for the development of theories of job performance are discussed. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Organizational culture can be a powerful force that clarifies what's important and coordinates the work of employees without the costs and inefficiencies of close supervision. Culture also identifies an organization's distinctive competence to external constituencies. In order to effectively employ culture as a leadership tool, managers must recruit and select employees who fit the firm's culture, socialize and train employees to share the firm's values, and reward employees whose efforts reflect and reinforce the firm's culture. In addition, managers must both act and be perceived as acting in ways that are consistent with the values they want employees to share.
As we enter the new millennium and face the entrance of another generation of workers into the changing world of work, managers are encouraged to deal with the generational differences that appear to exist among workers. This paper revisits the issue of generational differences and the causes of those differences. Data were obtained from more than 350 individuals across the country who responded to a request to complete a survey. Current generational differences in worker values are analysed and the results are compared to a similar study conducted in 1974. Results suggest that generational work values do differ. To a lesser degree, the results suggest that work values also change as workers grow older. Finally, the results indicate an increasing desire among American workers to balance work and personal goals. This change in attitude was reflected even within the same cohort group. Copyright © 2002 John Wiley & Sons, Ltd.
A number of studies have been released in recent years from prestigious think-tanks, such as the Hudson Institute, and leading consulting firms, such as Wyatt and McKinsey, predicting severe labor market shortages for the U.S. economy in the decades ahead. Some go as far as to suggest that the U.S. economy will experience widespread job vacancies that cannot be filled because of a shortfall of workers. In these arguments, the shortfall is typically blamed on the small size of the "baby bust" cohort, the generation that has followed the baby boomers into the labor market.
Today's multinational enterprises are headed for trouble unless their top-level executives manage to pay the appropriate amount of 'attention' to what is happening in the farther corners of the business world. With trillions of internal company documents circulating in corporate offices everyday, it's easy to lose sight of priorities by concentrating on the wrong signals. Drawing from compelling research, Bouquet describes the attention practices of 136 global firms, thereby shedding new light on the relationship between global mindsets and overall company performance.
Although effective in improving socialization, development, and retention in the US domestic context, mentoring would likely benefit expatriates and their firms, but it remains theoretically underdeveloped in the international context. We develop a theory of international mentoring by integrating current perspectives on protean and boundaryless careers with the literature on mentoring and expatriates. Expatriates need multiple mentors to assist their adjustment and development during the pre-departure, expatriation, and repatriation stages of international assignments. We discuss both hierarchical and peer, and formal and informal, mentoring relationships to delineate which relationships best address specific expatriate needs. International mentoring may improve expatriate adjustment, development, and retention, and thus may affect outcomes of international strategy. We conclude by discussing implications and avenues for future research.
In the past, emerging countries like India and China relied on cheap labor to compete at the bottom of the pyramid. Not any longer. Their competitiveness is already reaching the high end, including knowledge-intensive sectors like biotechnology and information sciences. As a result, U.S. and Western European companies are finding it increasingly difficult to attract the best global talent, especially at the senior-executive level. Nevertheless, the author contends that organizations can improve their ability to hire and retain top global talent by doing three fundamental things. First, they need to adopt a new mind-set. Specifically, they need to be aware of the realities of the hottest emerging markets and the aggressive talent practices that are already taking place there. For example, Tata Consultancy Services Ltd. in India has begun to make blanket offers to every individual in the graduating class of certain colleges. Second, companies need to cut the red tape. In the old world of low hiring needs and abundant candidates, businesses used to focus almost exclusively on making sure that they would not hire the wrong person. Now, because the best candidates are in very low supply and the demand for them is extremely high, they need to expedite their hiring processes. Third, companies need to implement best practices, particularly in the area of recruiting. Unfortunately, making people decisions is still one of the weakest of all key organizational processes. Already, a number of multinational corporations like SAP and Nokia have begun to make the transition to competing for talent on a global basis. Given the numerous challenges, the edge will go to those companies that are proactive in mastering their people decisions so they can hire, develop and deploy the best talent on a worldwide basis. In the future, such organizations will be able to adapt faster and not only survive but prosper in this new environment of increased globalization.
Global leadership has been frequently heralded by writers and executives as the key to sustained competitive advantage on the part of organizations. In addition, it is clear that the possession of leadership qualities and the display of leader behavior are requirements for individuals attempting to progress in their careers. It is important for aspiring managers to learn about the nature of effective global leadership and how they can develop their own competencies in this area. This textbook provides an important overview of this key emerging area within business and management.
Nearly half the U.S. workforce will be over age 45 by 2010. The aging workforce has led to questions regarding management of older workers. It is necessary to understand emotions, motivation, cognitive skills, and attitudes of older workers to determine what is required to accommodate the aging workforce. This article reviews literature describing psychological changes between young and older adulthood and identifies how research findings can impact changes in the workplace to accommodate developmental needs of the aging workforce.
Section 1. Not the Beginning 1. Culture, Passion, and Play Section 2. Framing the Culture Concept: What is Culture / How can we Characterize it? 2. Are we the Same or are we Different? - A Social Psychological Perspective of Culture 3. What is Culture and Why Does it Matter? - Current Conceptualizations from Anthropology 4. One's Many Cultures: A multiple Cultures Perspective 5. Learning about Our and Other Selves: Multiple Identities and Their Sources Section 3. Culture Scanning and Sense-Making: How do we 'Learn' and Characterize Culture? 6. Context / Culture Interaction: Teaching Thick Descriptions of Culture 7. Cultural Scanning: An Integrated Cultural Frameworks Approach 8. Teaching Cultural Sensemaking 9. Examining Culture Change Through 'Fiddler on the Roof' Section 4. The Experience of Crossing Cultures 10. Using the Hero's Journey: A Framework for Making Sense of the Transformational Expatriate Experience 11. Apples and Oranges: An Experimental Exercise in Crossing Cultures 12. Building Transpatriate Skills: The Star Trek Case 13. Cultural Transitions: A Biophysical Model for Cultural Adaption, Section 5. Going Deeper: Developing a Global Mindset 14. Turning Frogs into Interculturalists: A Student Centered Developmental Approach to Teaching Intercultural Competence 15. Shaping the Global Mindset: Designing Educational Experiences for Effective Global Thinking and Action 16. Limitations of the Culture Perspective in Teaching International Management: The Case of Transitional Economies 17. Reflective Silence: Developing the Capacity for Meaningful Global Leadership Section 6. The Cultural Context of Work: Collaborative Relationships Today 18. Building Multinational Teams: Learning to Manage the Challenges of Homogeneity and Heterogeneity 19. Teaching Culture 'On the Fly' and 'Learning in Working' with Global Teams 20. Teaching Mindful Intercultural Conflict Management 21 Effective Cross-Cultural Leadership: Tips and Techniques for Developing Capacity Section 7. The Cultural Context of Work: Impacts on Functional Performance 22. Global Ethics 23. Negotiating Culture 24 Conceptualizing and Designing a Course in International Human Resource Management 25. Incorporating Culture in Joint Venture and Alliance Instruction: The Alliance Culture Exercise 26. Teaching Culture in the Capstone Strategy Course Section 8. Not the End 27. As We Go Forward
Executive Overview
The economic landscape of the world is changing rapidly and becoming increasingly global. For virtually every medium-sized to large company in developed as well as developing economies, market opportunities, critical resources, cutting-edge ideas, and competitors lurk not just around the corner in the home market but increasingly in distant and often little-understood regions of the world as well. How successful a company is at exploiting emerging opportunities and tackling their accompanying challenges depends crucially on how intelligent it is at observing and interpreting the dynamic world in which it operates. Creating a global mindset is one of the central ingredients required for building such intelligence. In this article, we address the following issues: why mindset matters, what a global mindset is, the value of a global mindset, and finally, what companies can do to cultivate a global mindset.
This study explores organizational growth in technology-based ventures. We relate characteristics of the founding top-management team, strategy, and environment to the sales growth of newly founded U.S. semiconductor firms. The results indicate significant main and interaction effects for the founding top-management team and market stage on firm growth. In contrast, the technical innovation of firm strategy and marketplace competition were not significant. Finally, the founding top-management team and market-stage effects were increasingly large over time. Overall, these results indicate that both environmental determinism and strategic choice operate on young firms. These findings also suggest chaos-theory linkages to positive-feedback models and sensitive dependence of organizational growth on founding conditions.
The continued influx of foreign investment into China and the growing desire by indigenous Chinese companies to invest abroad have created an unprecedented demand for people who possess competencies to compete successfully in a global economy. Without this pool of human talent, China's economic growth will slow and its outward foreign direct investment aspirations will be thwarted. This paper presents two inter-related studies that can shed light on China's ability to meet this human resource challenge in the years ahead. The first study pertains to the intention of a sample of Chinese university students in Canada to return to work in China upon graduation. Most Chinese students were receptive to the idea of returning to China. The second study examines the willingness of non-Chinese university students to work for Chinese firms overseas or in China. In general, non-Chinese students were more willing to work in the North American operations of Chinese companies and less so in relocating to China. These two surveys are supplemented by in-depth interviews with Chinese who have returned to work in China and those who chose to remain overseas. The implications of these findings, both theoretical and practical, are discussed.
This paper develops theory about the conditions under which cultural diversity enhances or detracts from work group functioning. From qualitative research in three culturally diverse organizations, we identified three different perspectives on workforce diversity: the integration-and-learning perspective, the access-and-legitimacy perspective, and the discrimination-and-fairness perspective. The perspective on diversity a work group held influenced how people expressed and managed tensions related to diversity, whether those who had been traditionally underrepresented in the organization felt respected and valued by their colleagues, and how people interpreted the meaning of their racial identity at work. These, in turn, had implications for how well the work group and its members functioned. All three perspectives on diversity had been successful in motivating managers to diversify their staffs, but only the integration-and-learning perspective provided the rationale and guidance needed to achieve sustained benefits from diversity. By identifying the conditions that intervene between the demographic composition of a work group and its functioning, our research helps to explain mixed results on the relationship between cultural diversity and work group outcomes.
While there is strong agreement that globalization is spreading rapidly, there is no agreement on what globalization actually means and how it is measured. Giddens (1999) defines globalization as “the worldwide interconnection at the cultural, political, and economic level resulting from the elimination of communication and trade barriers.” He further defines it as “…a process of convergence of cultural, political, and economic aspects of life” (reported in Inkpen & Ramaswamy, 2006, p. 13). Govindarajan and Gupta (2001) define globalization as “growing economic interdependence among countries as reflected in increasing cross-border flows of three types of entities: goods and services, capital, and know-how” (p. 4).
Global business today requires leaders to be like explorers, guiding their organizations through unfamiliar and turbulent environments. With markets, suppliers, competitors, technology, and customers around the world constantly shifting, traditional leadership models no longer work. The authors' three-year study across Europe, North America, and Asia indicates that companies seek more global leaders and desire future global leaders of higher caliber and quality. To achieve these goals, organizations must understand the characteristics of global leaders and what they can do to develop these leaders, The research results reveal that every global leader needs certain core qualities: exhibiting character or the capacity to build relationships with people from different backgrounds and to act with high ethical standards; embracing duality, or knowing when and whether to act and initiate change, depending on country or region; and demonstrating savvy, or recognizing worldwide marker opportunities and understanding firm capabilities. Underlying each of these characteristics must be inquisitiveness - a Sense of adventure and a desire to experience new things. The authors' research further shows that global readers are born and then made. Four strategies are particularly effective in developing global leaders. foreign travel, with immersion in the country's way of life, the formation of teams in which individuals with diverse backgrounds and perspectives work together closely; training that involves classroom and action learning projects; and overseas assignments, which serve to broaden the outlook of future global leaders.
To fuel further growth and development, many countries in Central and East Europe that have made the transition from socialist to market economies are anxious to reverse the brain drain by attracting their nationals who have studied and/or worked abroad to return. This study seeks to examine the experiences and challenges encountered by nationals upon their return home, after having lived abroad for an extensive period of time. These people are referred to as ‘ex-host country nationals’ (EHCNs). The findings of this exploratory study of 86 EHCNs, all recipients of prestigious scholarships to study abroad, have important implications, both theoretical and practical, for international human resource management, including governmental attempts to curb or reverse brain drain from their respective countries.
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This research examines how integrative methods of open communications, involvement, and conflict resolution in implementing an organizational change initiative moderate the relationship between cognitive diversity among employees and organization performance. In this longitudinal study of 37 medical clinics, we find that the interaction of integrative methods and diversity of models for organizing among employees has a significant positive effect on clinic revenue, productivity, and patient satisfaction. An important practical implication of these findings is that instead of seeking consensus on a singular vision of a strategic change initiative, managers are more likely to improve organization performance by focusing their interventions on creating integrative methods for encouraging and learning from diverse and opposing views of an organizational change initiative. Copyright © 2007 John Wiley & Sons, Ltd.
A strong culture benefits a company in many ways, but today's instability and speed of business, along with geographical dispersion of staff, make it difficult to instill and maintain the company's basic mission.
Most companies spend much more time and money on talking to their customers than to their staff. Yet, if a company cannot communicate its values to its employees, how can it expect to sell them to its customers?
One answer is to create a corporate culture, not from the top, but among overlapping, small units to which people can feel they belong. With the proper links among such communities—and appropriately using technology to maintain them—a corporate culture can become a real competitive advantage. © 2002 Harvard Business School Publishing Corporation.
'Brain drain' is a phenomenon in which people of a high level of skills, qualifications, and competence, leave their countries and emigrate. One major case of the brain drain happens when students from developing countries studying in the developed countries decide not to return home after their studies. We examined the reasons for international students' inclination to stay in their host countries in a sample of 949 management students who came to study in the United Kingdom and the United States. The results support a three-fold model of factors that influenced this inclination. Students' perceptions of ethnic differences and labor markets, their adjustment process to the host country, and their family ties in host and home countries all affect their intention to stay.
Talent flow is a process whereby economically valuable individuals migrate between countries, and is arguably a more important global career influence than international flows of personnel within global organizations. In this article, we reject the term brain drain as too restrictive and focus on the psychology of migration, specifically the economic, political, cultural, family, and career forces motivating it. Boundaryless global careers are presented as individual phenomena combining into macro-level international effects. These talent flow concepts have HR policy implications at both national and organizational levels. In support of our arguments, we provide a case study of New Zealand, along with preliminary data from a large sample of New Zealand expatriates.
There is increasing evidence that large scale globalization is rendering traditional ways of doing business largely irrelevant. There is a growing need for managers to become global managers with a global perspective. We suggest that a global perspective consists of a global mindset supported by appropriate skills and knowledge. Managers have a number of mindsets that range from the domestically-oriented defender, and continuing on to the explorer, the controller, and the globally-oriented integrator. For global managers to be effective, they need to develop the global mindset of an integrator. A global mindset allows meaningful global strategizing that requires managers to effectively integrate the three global forces of (1) global business, (2) regional/country pressures, and (3) worldwide functions. A global mindset and a holistic global strategy should create conditions to build the worldwide organization characterized by specialization, interdependency, and coordination. A global outlook is a process of moving an organization’s structure, process, people, and culture from a set of highly autonomous business units to one that becomes an integrated and effective global network.