Purpose This study aims to examine the role of talent management (TM) in improving organizational sustainability (OS). The study also investigates employees’ sustainable behaviour (SB) in achieving three-dimensional sustainability goals (i.e. economic, social and environmental). Design/methodology/approach This study focused on medium and large-scale manufacturing firms, whereas the sample size was 196 firms. Data was collected through close-ended questionnaires using the cluster sampling technique. The partial least square-structural equation modelling was used to estimate the modelled relationships. Findings Results show a significant direct impact of TM on OS. Likewise, the results also show a substantial impact of all three dimensions of TM (acquisition, development and retention) on OS. Results confirm that employees’ SB positively mediates between TM and OS. Research limitations/implications The study focuses on the manufacturing sector of Pakistan. The study’s findings imply that TM strategies are an indispensable source of sustainability to attract, develop and retain talented employees in the situation of talent shortage. Moreover, sustainable employees’ behaviour is also depicted as a positive role between TM and OS because sustainable success is not only required the expertize of employees, but it also needs the dedication of employees. Practical implications This study enhances the understanding of TM’s role in improving the OS. The findings imply that a firm should consider TM as the apex strategy for elevating the performance. Findings also reveal the need to adopt a comprehensive strategy or system to manage the talent of an organization. Originality/value Linking the TM with OS and SB is the novelty of the study.

Human Resource (HR) department is one of the most vital departments in any modern organization. Many research studies until date have concluded that HR department plays an important role in the success of any organization. Amongst the various activities, which an HR department expected to conduct, Recruitment holds special importance, as it is concerned with ‘bringing people into the organization’. This research paper aims at exploring the impact of latest technological developments (especially the concept of E-Recruitment) in the context of recruitment and how it has facilitated the modern day HR managers. Private Sector is one of the largest and fastest growing sectors of Pakistan and it is generally believed that the private companies operative in Pakistan have well established HR departments that tend to utilize modern technology to assist them with the recruitment activities. Thus, it is only logical to assess the effectiveness of this technology through the example of private sector of Pakistan.  This is a causal research. Causal research is conducted in order to identify the extent and nature of cause-and-effect relationships. Causal research is quantitative in nature as well as preplanned and structured in design like descriptive research. Data collected from the HR professionals, like Head of HR, HR mangers, Deputy & Assistant HR managers, HR Executive, and HR coordinators of private companies located in Multan, Lahore, Faisalabad, Quetta and Islamabad through questionnaires. Statistical tests like, descriptive analysis, sample adequacy, normality, reliability   correlations, regression test were used to generate the results of analysis, because the purpose is to find the impact of E-recruitment on effectiveness of HR Departments.The result has proved that E-recruitment has significant impact on effectiveness of HR Department in private sector of Pakistan.

PurposeThe study aims to develop a construct to measure talent management (TM) in an organization.Design/methodology/approachThe study adopts a fourfold approach to develop the construct. Data were collected through close-ended questionnaires by conducting surveys from human resource professionals. Exploratory factor analysis and confirmatory factor analysis techniques were employed to analyze the data and develop the construct.FindingsResults of the study indicate that TM practices are crucial in changing business dynamics. A final 26 items under 5 factors (identification of critical positions, talent acquisition, talent development, talent engagement, and talent retention) were found significant and integrated TM strategies in uncertain economic environments.Practical implicationsThis research focuses on the entire process of the TM cycle and develops an integrated construct of TM; thus, the study will provide an in-depth understanding of TM strategies to practitioners and researchers, facilitate researchers for the effective conduct of empirical research work on TM, whereas, for practitioners, this work will support in designing of TM strategies leading to organizational performance.Originality/valueThis is the first research study that has been done in the context of South Asia. It will help build up TM strategies to the necessity of a business environment.

Improved perceived performance and talent retention are great challenges for most of the organizations in the world, and leading organizations of today are stating that the human is most important resource for them behind their success but beside this, it is tough job for management of organization to manage human in organizational work climate which is combination of different factors towards improve perceived performance and talent retention. The intention of this research was to evaluate the influence of different factors of organizational work climate on improvement of perceived performance leading to talent retention in services sector firms of Pakistan. Five major factors pertain to organizational work climate were taken as independent variables such as role clarity, relevant nature of work, teamwork, rewards and fairness. This research work was limited to conduct quantitative survey through close ended questionnaire from sample size of 201 Manager Operations of commercial banks of Pakistan. Philosophy stance of positivism is used whereas statistical test of correlation, regression and sobel are used to for analysis the relations and impact of variable. The finding indicated that there is significant role of work climate on improvement of perceived performance leading to talent retention. 1. Introduction Employee performance and talent retention are great challenges for most of the firms in the world and successful organizations of today are stating that the human is most important asset for them behind their success. These organizations are constantly improving their work climate towards build a good image of their employment brand to attract existing employees and talent of other firms to survive in global talent war. In past people look for companies who can hire them for work, but now in the age of innovation, the organizations are looking for people. This is a century where work is distinguished by unprecedented stages of talent movements, where employees are want to fulfil their own personal desires, which lead to increasing apprehension among organizations concerning the employees' retention. At its heart, the management of employee performance and talent retention are just issue of job satisfaction, which means it is matter of anticipating the need in favour of human capital and then fixing out a strategy to meet it. These situations emphasized to researchers to review the factors which influence on employees' job satisfaction towards improve the perceived performance and talent retention (Cappelli, 2008). The job satisfaction of employee is complex phenomenon and many research studies have conducted, where scholars have discussed numerous definitions and factors involved in employee job satisfaction such as: compensation, fringe benefits, work climate, job security, retirement benefits, health facilities, career development, trainings, recognition of work, supervisor behavior, work autonomy, team work, size and structure, effective communication, safe working environment, lenient working hours, ins...

The purpose of this study is to understand the importance of Human Resource Development (HRD) in context of economic development of Pakistan and to assess that at what level HRD Policy of the state is effectively aligned with development of country. The qualitative approach is used in this study by applying triangulation method to collect data from different dimensions for same phenomenon by using phenomenology and focus group methodologies to reach in-depth understanding of matter through participants lived experience and opinions. Unstructured interviews were conducted from the representatives of the concerned government organizations and policy experts of Pakistan to collect primary data. The findings of research explain that the HRD Policy of Pakistan is not aligned with its vision of economic development and achieving the objects of the vision is unrealistic and inconsistent. This paper is useful for policy makers, investors and HR specialists to understand the importance of HRD in economic development of country.