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Talent Management in the NHS Managerial Workforce

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... Gadsen et al. (2017) broaden this conceptualization by suggesting that TM may be summed up as the proactive identification and advancement of employees at all organizational levels to help them realize their maximum potential (Gadsen et al., 2017). But, scholars like Powell et al. (2012) have noted the paucity of studies on the construct within the public sector (Powell et al., 2012). ...
... Gadsen et al. (2017) broaden this conceptualization by suggesting that TM may be summed up as the proactive identification and advancement of employees at all organizational levels to help them realize their maximum potential (Gadsen et al., 2017). But, scholars like Powell et al. (2012) have noted the paucity of studies on the construct within the public sector (Powell et al., 2012). ...
... Poocharoen and Lee (2013) suggested that the inclusive approach to TM better aligns with the egalitarian culture that exists in the public sector and which seeks to foster common values among employees (Poocharoen and Lee, 2013). This has prompted some scholars to argue that given concerns about potentially discriminatory practices and the possibility of workforce differentiation among employees, the concept of inclusive talent strategies appears more suited to public sector organizational contexts (Ford et al., 2010;Powell et al., 2012). ...
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Purpose: This paper aims to investigate how talent management is conceptualized and practised within Romanian public sector organizations. Just like their private sector counterparts, public sector organizations need talented employees or high performers to support their operations and enhance public service delivery. However, research on talent management in the public sector, particularly in Eastern European countries, remains limited.Design/Methodology/Approach: The study was conducted through a series of semi-structured interviews with employees in public sector organizations. The results were analysed using thematic analysis.Findings: The study reveals that talent management practices in the public sector are still in a nascent state of development. Furthermore, there appears to be a lack of understanding of talent management among HR practitioners, and implementation efforts have yielded less-than-desirable results.Practical Implications: The results of our study suggest that while talent management practices are widely embraced by a growing number of private sector companies, their conceptualization and implementation in the public sector differ. In the case of Romania, implementation is hindered by the bureaucratic structure of the public sector and the legacy of previous communist regime.Originality/Value: The study represents one of the initial attempts to investigate the impact of talent management practices in the Romanian public sector, leveraging empirical evidence to support its findings.
... As far as context is concerned, there seems to be a strong research and practitioner focus on multinational companies and the private sector in current talent management literature and research (Powell et al., 2012). Furthermore, Collings et al. (2011) reported a rather clear dominance of a US context in talent management literature and related debate, which according to the researchers is a consequence of the adoption of research by US-based scholars and Northern American thinking. ...
... This seems in my view to be a call for talent management, since the right people to (in) the right place at the right time is in the core of what talent management actually is about (e.g. Thunnissen et al., 2013b;Powell et al., 2012;Hills, 2011). The preposition 'to' in the above quotation is to be mentioned, since it describes the actual situation in the humanitarian aid context quite accurately. ...
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Talent management is currently seen as a high-priority issue in organizations worldwide, and a critical determinant of organizational success. Organizations spend a great deal of resources on identifying and developing talent necessary for strategy implementation and to achieve strategic targets. When looking at critical factors for competitive advantage and business success, ‘talent’ is gaining status as an important element, almost equal to financial resources. Furthermore, both management researchers and practitioners have found the identification and development of high potential employees to be one of the major challenges of the current human resource function. Even if talent management has in recent years received much attention in academia, research on different contexts, such as that of non-profit organizations, is limited. This dissertation explores talent management in the context of Non-Governmental Organizations (NGO), and more precisely in humanitarian aid organizations. The focal organization of this study is the International Federation of the Red Cross and Red Crescent Societies.
... The majority of the talent management studies have focused on private sectors and multi-national organizations in developed countries (Vaiman & Collings, 2013), where some of the empirical findings were generated using data from public and private sectors (Kim & Scullion, 2011;Sonnenberg et al., 2014), overlooking the sectoral differences. However, few talent management studies centre on public sectors like health care institutes (Groves, 2011;Powell et al., 2012), or higher education institutions, creating ground for further research to examine talent management in public universities (Van den Brink et al., 2013). Christensen and Lgreid (2007) support the quest for research on talent management in the context of the public sector by following the complex and institutional mechanisms that shape employment relationships and human resource management in public universities (Kehoe & Wright, 2013;Paauwe, 2004;Wright & McMahan, 2011). ...
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The purpose of the study was to examine the mediating effect of employee engagement on the relationship between talent management and employee performance among academic staff of public universities in Uganda. The study used cross-sectional and quantitative research methods. A sample of 536 academic staff was randomly selected from a population of 3,335 academic staff of public universities in Uganda using the Yamane sampling formula with due regard to effect size and statistical power. A closed-ended questionnaire was used to collect data. Process macro version 3.2 and the bootstrapping approach were used to test the research hypotheses. The study outcome revealed a significant positive effect of talent management on employee engagement; a significant positive effect of employee engagement on employee performance; and a significant positive effect of talent management on employee performance. Employee engagement had a significant mediating effect on the relationship between talent management and employee performance among academic staff of public universities in Uganda. The research outcomes provide the basis for the management of public universities in Uganda to integrate the research model as a framework for engaging academic staff to enhance employee performance in the university to achieve the university's goals and objectives. The research is one of the few studies undertaken in public universities in Uganda and makes an important contribution to the literature by bringing out the complementary mediating effect of employee engagement on the relationship between talent management and employee performance among academic staff of public universities in Uganda.
... Sebagian besar publikasi manajemen talenta berfokus pada manajemen talenta di organisasi sektor swasta, perusahaan multinasional, dan organisasi dalam konteks Amerika Serikat (Thunnissen & Buttiens, 2017). Hanya beberapa publikasi yang memberikan perhatian scara eksplisit pada masalah MT di sector nonprofit ataupun organisasi publik, seperti lembaga jaminan kesehatan, lembaga pendidikan tinggi, dan organisasi-organisasi pemerintahan pusat atau daerah (Powell et al., 2015;Thunnissen et al., 2013;Glenn, 2012;Thunnissen & Buttiens, 2017). Padahal, pembahasan mengenai MT di sektor publik sangat penting bagi negara yang bergerak untuk menjadi negara maju seperti Malaysia, yang mana pemerintahannya memberikan perhatian serius untuk meningkatkan SDM melalui pengembangan talenta (Vaiman et al., 2012;Ananthan et al., 2019). ...
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Human resources are a valuable asset for the organization. Talented employees will certainly make a lot of positive contributions to the organization. To manage these talented employees, it is necessary to implement talent management to increase the desire of talented employees to survive. This study aims to answer the problem of implementing talent management in the public sector. The research method uses a literature study. The results show that the implementation of talent management in public sector organizations faces challenges in the form of a lack of talented experts and the difficulty of retaining qualified experts to survive in public sector organizations. Factors such as organizational culture are able to influence the implementation of talent management in public sector organizations.Keywords: human resources, talent management, public sectorAbstrakSumber daya manusia merupakan aset berharga bagi organisasi. Para karyawan yang bertalenta tentunya akan memberikan banyak kontribusi positif bagi organisasi. Untuk mengelola para karyawan yang bertalenta ini, diperlukan penerapan manajemen talenta untuk meningkatkan keinginan para karyawan bertalenta untuk bertahan. Studi ini memiliki tujuan untuk menjawab permasalahan penerapan manajemen talenta di sektor publik. Metode penelitian menggunakan studi literatur. Hasil penelitian menunjukkan bahwa penerapan manajemen talenta di organisasi sektor publik menghadap tantangan berupa kurangnya tenaga ahli bertalenta dan sulitnya mempertahankan tenaga ahli berkualitas untuk bertahan di organisasi sektor publik. Faktor-faktor diantaranya budaya organisasi mampu mempengaruhi penerapan manajemen talenta di organisasi sektor publik.Kata kunci: sumber daya manusia, manajemen talenta, sektor publik
... papers on TM in public administration journals, but these conceptual papers discuss TM in general without linking it to the public sector (e.g., Garrow & Hirsch, 2008;Calo, 2008). All in all, just a handful of publications pay explicit attention to TM issues in non-profit or public organizations, such as health care institutes (e.g., Groves, 2011;Powell et al,. 2012), (higher) education institutes (e.g., Davies & Davies, 2010;Van den Brink et al., 2013;Thunnissen, 2015) or local or central government organizations (e.g., Glenn, 2012;Harrisr & Foster, 2013). In our search for relevant literature we found 20 publications (articles, books and book chapters) that focus specifically on TM in the public ...
... TM is seen as a fuel for the engine of human capital management (HCM) (Iqbal et al., 2013). Hence, its implementation is critical and a challenging factor for success and growth of the employees as well the organization as confirmed by management practitioners, experts, academicians, internet magazines, newspapers articles, and social networking sites (Powell et al., 2012;Stahl et al., 2012;McDonnell, 2011;Guthridge et al., 2008;Michaels et al., 2001). Beside this, TM has become an imperative managerial decision for each organization at all levels (Thunnissen et al., 2013;Schuler et al., 2011;Deloitte, 2010;Guthridge et al., 2008;Paauwe, 2007;Donahue, 2001) to meet the various challenges vis-à-vis, globalization, expansion, diversification, changing demography, and inadequate development. ...
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RESEARCH PAPER ON EXPLORING TALENT MANAGEMENT PRACTICES: ANTECEDENTS AND CONSEQUENCES Meenakshi Sharma Research Scholar, Mody University of Science and Technology, Laxmangarh, Rajasthan, India. Dr. B.S. Rathore, Professor, Mody University of Science and Technology, Laxmangarh, Rajasthan, India. ABSTRACT Talent management (TM) has received lots of attention of academicians, practitioners, researchers, scholars, and competitive firms in recent years, but there are many gaps left for further theoretical and empirical development. One of gap is lack of clarity of definition of TM, and the ongoing debate about whether it is merely repackaging of already existing human resource management (HRM) practices or a new concept. In this context, this paper concludes that TM practices are distinct from the traditional HRM practices. The researcher has consolidated the existing literature on TM for designing an integrated model of TM including its antecedents and consequences. The study calls future research to empirically test the derived propositions. The paper includes various theoretical, economic, managerial, and future research implications. Key words: Talent management practices; strategic philosophy; business strategy; management commitment; employer branding; employee engagement. Cite this Article: Meenakshi Sharma and B.S. Rathore, Research Paper on Exploring Talent Management Practices: Antecedents and Consequences, International Journal of Management, 11(12), 2020, pp. 1332-1363. http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=11&IType=12
... The last and the crucial practice is the retention of talent through providing challenging and meaningful work, performance based pay, and opportunities for career development (Piansoongnern et al., (2011);Lehmann, (2009);Connors et al., (2008) ;Jamrog, (2004)). The implementation of Talent Management strategies is a key factor for the growth and the success of the employees as well the organisation (Powell et al., (2012); Stahl et al., (2012); McDonnell, (2011); Guthridge et al., (2008); Michaels et al., (2001)). Further, at each level of the organization, Talent Management is a crucial managerial decision (Thunnissen et al. (2013);Schuler et al., (2011);Deloitte, (2010); Guthridge et al., (2008) ;Paauwe, (2007) ;Donahue, (2001)). ...
... Dalam era millenium ini institusi kewangan termasuklah Bank milik kerajaan(BMK) menghadapi pertumbuhan yang pesat terutamanya dari segi inovasi produk, persaingan global dari bank-bank Penerbit Akademia Baru luar ,infrastruktur kewangan yang komprehensif serta dari segi peraturan undang-undang serta peraturan global sebagai amalan terbaik [15]. ...
Article
Kajian yang dijalankan ini ialah berkenaan dengan pengurusan bakat yang dijalankan di salah satu bank milik kerajaan. Ia bertujuan untuk mengkaji tentang keberkesanan pengurusan bakat (talent management) dalam meningkatkan prestasi organisasi (organizational performance) di salah satu bank milik kerajaan. Tujuan kajian ini menyelidik keberkesanan pengurusan bakat (PB) dalam meningkatkan organisasi di bank milik kerajaan, dan gaya kepimpinan (GK) sebagai perantara. Kajian ini adalah berbentuk kajian kerangka konseptual (conceptual framework). Amalan PB termasuk tarikan pekerja, pengekalan, pembangunan, motivasi, dan perancangan penggantian. Sementara pemboleh ubah prestasi organisasi merangkumi kadar pertumbuhan jualan, hasilan operasi dan hasilan sumber manusia. Kajian ini juga membabitkan Gaya Kepimpinan (GK) sebagai perantara dalam meningkatkan prestasi organisasi (PO). Dimensi penting, yang merupakan konsep pengurusan bakat, adalah tarikan, pengekalan, motivasi, pembangunan, dan perancangan penggantian. Kajian ini dikuatkan lagi dengan penyataan masalah, persoalan kajian, serta objektif kajian yang dijalankan berdasarkan jurang kajian yang telah dikenalpasti. This paper conceptualises to investigate the effectiveness of talent management (PB) in improving the organisation performance as leadership style (GK) acted as the moderator. It highlighted on related independent variables namely: employee attraction, retention, development, motivation, and succession planning. Dependent variable namely: the growth rate of sales, operating result and product of human resources. Hence, an ability to conceptualise, observe and give due recognition to the possible relation amongst these variables in question by the prospective employees of one of the Malaysian Government-Owned Banks. The conceptual of talent management as the dimension is the attraction, retention, motivation, development, and succession planning. The study is strengthened
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New research into the UK's hospitals has found a clear link between key management practices and a range of quality and financial-performance measures. The study indicates that better target setting, talent management, and business leadership by doctors are correlated with lower rates of infection in hospitals and of readmission, more satisfied patients and more productive staffs, and higher financial margins. Overall, though, the management practices of the UK's National Health Service hospitals lag well behind those of their private-sector counterparts and of UK industrial companies.
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