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FRAMEWORK FOR GLOBAL TALENT MANAGEMENT: HR ACTIONS FOR DEALING WITH GLOBAL TALENT CHALLENGES

Authors:
Randall S. Schuler at Rutgers, The State University of New Jersey
Randall S. Schuler
Susan E. Jackson at Rutgers, The State University of New Jersey
Susan E. Jackson
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Framework for Global Talent Management HR Actions for Dealing with Global Talent Challeng
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... The current business environment is complex, dynamic, highly competitive and unpredictable as a result of globalization (Schuler et al., 2011). It is widely agreed that employee performance is tightly related to the organizational performance since effective and efficient employee performance will positively influence the organizational performance. ...
THE MODERATING ROLE OF PERFORMANCE APPRAISAL ON THE RELATIONSHIP BETWEEN AFFECTIVE COMMITMENT AND EMPLOYEE PERFORMANCE IN SUPERMARKET CHAINS, IN KERICHO COUNTY
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... g, enticing, and enrolling skilled employees to help the firm achieve its objectives. Only the resource stream is drawn to an organization that is in satisfactory quality and appealing. Successful talent attraction and recruitment typically focuses on attracting the right talent at the right time and in the right place with the required competence (Schuler et. al., 2011). Talent development, or the learning and enhancement of great performers, is a vital component of talent management (Frank et. al., 2004). Keeping talented staff is the most challenging task that all firms confront around the world. Workers' knowledge and skills are valuable weapons in a competitive economy. It is critical for both the ...
Analysis of the connection between talent management and sustainable development
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Industries are actively enhancing their long-term "sustainability", which demands a spotlight on economic, social ecological performance simultaneously. A sustainable firm has a good chance to be substantially more prosperous tomorrow than it is today, and of remaining affluent for decades or generations, rather than simply months or years. Employees, as the most precious asset of a firm, should realize the value of sustainable development in order to increase output without adversely impacting natural resources or societal issues. Connecting the company's sustainability plan with its talent management framework assists the organization in effectively ensuring long-term sustainability. The article's objective is to explore various talent management techniques and assess their impact on achieving the organization's sustainable performance through monetary, ecological, and societal impact. The information was gathered from HR managers at various star hotels in Tamil Nadu. Every aspect of talent management technique has had a substantial impact on the economic, environmental, and social implications of sustainability. Subject Classification: 90-00, 00-XX.
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... g, enticing, and enrolling skilled employees to help the firm achieve its objectives. Only the resource stream is drawn to an organization that is in satisfactory quality and appealing. Successful talent attraction and recruitment typically focuses on attracting the right talent at the right time and in the right place with the required competence (Schuler et. al., 2011). Talent development, or the learning and enhancement of great performers, is a vital component of talent management (Frank et. al., 2004). Keeping talented staff is the most challenging task that all firms confront around the world. Workers' knowledge and skills are valuable weapons in a competitive economy. It is critical for both the ...
Analysis of the connection between talent management and sustainable development
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Industries are actively enhancing their long-term "sustainability", which demands a spotlight on economic, social ecological performance simultaneously. A sustainable firm has a good chance to be substantially more prosperous tomorrow than it is today, and of remaining affluent for decades or generations, rather than simply months or years. Employees, as the most precious asset of a firm, should realize the value of sustainable development in order to increase output without adversely impacting natural resources or societal issues. Connecting the company's sustainability plan with its talent management framework assists the organization in effectively ensuring long-term sustainability. The article's objective is to explore various talent management techniques and assess their impact on achieving the organization's sustainable performance through monetary, ecological, and societal impact. The information was gathered from HR managers at various star hotels in Tamil Nadu. Every aspect of talent management technique has had a substantial impact on the economic, environmental, and social implications of sustainability. Subject Classification: 90-00, 00-XX.
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... The three main motives behind the growing interest in TM are, first, the belief that talents are important in achieving sustainable competitive advantage [13,19]; second, the demographic changes that led to talent supply problems [4,[16][17][18]; and third, the transformative changes in business environments that affect the quantity, quality, and characteristics of the required talent [6,12,[20][21][22][23][24][25][26]. Transition to a knowledge-based economy, but also the 4.0. ...
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Talents are seen as unique strategic resources that are essential to achieving a sustainable competitive advantage. Organizations use TM to source and maintain a high quality and quantity of talents. Despite numerous research and development of practice in this area, insufficient skills of the staff are still underlined, and an unexplored area in this regard is the support for talent development, prior to the employment of employees (i.e., at the stage of their education). There are numerous studies on TM in universities, but they cover all aspects of TM aimed at university staff. There is no research on supporting the talents of students as future employees. Meanwhile, universities “shape” the future staff and from this place employees identified as talented or with great potential are recruited. In connection with the identified gap, the question was asked whether and to what extent universities and educational entities should be involved in discovering and developing talents for the future needs of the economy. The aim of the article was to check how students perceive their future (i.e., their vision of life), how much of it is related to their future job, and how they see universities as an environment to support their talents. The study used the questionnaire-based survey-CAWI (computer assisted web interview) technique. The research was conducted in the Czech Republic, Poland, and Ukraine. The results of the research show that the support of talent development by universities is not sufficient, and the majority of students (despite the fact that the research was conducted in the last semesters of studies) do not have clearly defined goals and methods of achieving them.
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... The percentile criteria can also be used to identify superior performers. Those individuals who exceed certain referenced value can be categorised as superior performance, for example, top 5 or 20% (Schuler et al., 2011;Kwiek, 2018). Furthermore, according to Boyatzis (2009), the definition of superior performance can be developed using nominations and output measurement. ...
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New Trends of Global Influences in Africa Editor: Maurice N. Amutabi
Book
Full-text available
  • Dec 2022
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Thesis
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Soal selidik digunakan untuk mengumpul maklumat dari 302 pekerja sepenuh masa di lima buah bank terbaik dalam industri perbankan Nigeria. Data kemudian dianalisis menggunakan PLS-SEM. Dapatan kajian menunjukkan bahawa tarikan bakat dan pengembangan bakat pekerja mempunyai pengaruh positif terhadap prestasi kerja, gelagat kewarganegaraan organisasi dan gelagat kewarganegaraan individu. Pengekalan bakat didapati tidak mempunyai pengaruh signifikan terhadap prestasi kerja, gelagat kewarganegaraan organisasi dan gelagat kewarganegaraan individu. Hasil kajian membuktikan bahawa penglibatan kerja dan kepuasan kerja berpengaruh positif atas tarikan bakat, pengembangan bakat dan prestasi kerja, gelagat kewarganegaraan organisasi dan gelagat kewarganegaraan individu. Sebaliknya, penglibatan kerja dan kepuasan kerja tidak menjadi angkubah mediasi atas perhubungan antara pengekalan bakat dan prestasi kerja, gelagat kewarganegaraan organisasi dan gelagat kewarganegaraan individu. Tambahan lagi, persepsi sokongan supervisor tidak memoderasi perhubungan antara penglibatan kerja dan prestasi kerja, gelagat kewarganegaraan organisasi dan gelagat kewarganegaraan individu. Walau bagaimanapun, dapatan menunjukkan bahawa persepsi sokongan supervisor memoderasi perhubungan antara kepuasan kerja, prestasi kerja dan gelagat kewarganegaraan organisasi, tetapi tidak memoderasi perhubungan antara kepuasan kerja dan gelagat kewarganegaraan individu. Akhirnya, kajian mendapati bahawa persepsi sokongan supervisor tidak memoderasi hubungan antara penglibatan kerja dan prestasi kerja, gelagat kewarganegaraan organisasi dan gelagat kewarganegaraan individu. Dengan cara yang sama, persepsi sokongan supervisor tidak mempengaruhi perhubungan antara kepuasan kerja dengan gelagat kewarganegaraan organisasi dan gelagat kewarganegaraan individua, tetapi memoderasikan perhubungan antara kepuasan kerja dan prestasi kerja. Oleh itu, untuk bank Nigeria memotivasi pekerja supaya berprestasi tinggi dalam ekonomi digital ini, pengurusan bakat perlu dirancang dengan teliti kerana pengurusan bakat dapat mewujudkan keadaan lebih daya saing. Kesimpulannya, kajian ini akan memanfaatkan industri perbankan Nigeria, pihak berkepentingan dan pembuat dasar dalam memahami peramal prestasi kerja industri perbankan agar prestasi pekerja dapat dipertingkatkan. TALENT MANAGEMENT AND JOB PERFORMANCE IN NIGERIAN BANKING INDUSTRY: THE ROLES OF WORK ENGAGEMENT, JOB SATISFACTION, AND PERCEIVED SUPPORT ABSTRACT The Central Bank of Nigeria aimed to reshape Nigeria’s banking industry. However, despite the various economic policies, most banks continue to perform poorly compared to their counterparts in other parts of the world. Therefore, there is a need to study the Nigerian banking industry, in particular, the predictors of employee job performance. Based on the social exchange theory and human capital theory, this study aims to investigate talent management and job performance of Nigerian banks, using work engagement and job satisfaction as mediators, as well as perceived organizational support (POS) and perceived supervisory support (PSS) as moderators. Questionnaire was used to obtain information from 302 full-time employees of the top five banks in Nigeria. PLS-SEM was used to analyze the data. The results indicated that talent attraction and talent development have a significant and positive influence on task performance, organizational citizenship behavior organization (OCBO), and organizational citizenship behavior individual (OCBI). However, talent retention was found to have no significant effect on employee task performance, OCBO, and OCBI. Work engagement and job satisfaction are found to relate positively to talent attraction, talent development, task performance, OCBO, and OCBI. However, work engagement and job satisfaction do not mediate the relationship between talent retention and task performance, OCBO, and OCBI. Furthermore, it is found that POS does not moderate the relationship between work engagement and task performance, OCBO, and OCBI. However, the finding revealed that POS moderates the relationship between job satisfaction and task performance and OCBO, but does not moderate the relationship between job satisfaction and OCBI. Finally, PSS does not moderate the relationship between work engagement and task performance, OCBO and OCBI. Similarly, PSS does not intervene in the relationship between job satisfaction, OCBO and OCBI, but instead it moderates the relationship between job satisfaction and task performance. Therefore, for the Nigerian banks to motivate high-performing employees in this digital economy, talent management will need to be carefully designed to create the most enduring competitive advantage. This study will benefit the Nigerian banking industry, the stakeholders, and the policy makers to apprehend the predictors of job performance so that the prevalence of poor employee job performance will not occur.
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The contradictions that drive Toyota's success
Article
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