A Proposed Talent Management Model for Leader-Managers in State-Owned Enterprises in China

Abstract

Due to the continued reform of state-owned enterprises (SOEs) in China, SOE leaders face many challenges competing in a rapidly changing global marketplace. Not only are leaders tasked to manage change, but they must also deliver results and increase revenue through human capital. The need for stronger human capital and human resources (HR) must play a stronger role in SOEs by adopting new strategies for talent management.The purpose of this study explores the experiences and perceptions of leader-managers as it relates to talent management in SOEs in China. Upon conducting phenomenological interviews with 11 state-owned companies and 17 leader-manager participants, analysis was completed to determine themes related to leadership-management selection, development, and practices in SOEs in China.Themes emerged from the data analysis including organizational structure and its influence on leader-manager selection; an overview of the leadership pipeline present in SOEs including the recruitment and selection process and succession planning strategies; HR's role within the recruitment and selection process; leadership-management development through experience and other development strategies; influence of Chinese and Western culture and on talent management and leader-manager practices.The findings were synthesized to introduce a proposed talent management model for SOEs in China. The proposed model provides HR practitioners a framework to manage talent within their organizations, in particular in the areas of recruiting, developing, and retaining successful leader-managers within SOEs in China.

Exploratory Factor Analysis of The Underlying Structure of Talent Management Practices Among Universities in Uganda

“…To obtain the reliability estimates for each of the subconstructs and the entire structure of talent management from the data, Cronbach's alpha coefficient value was used with emphasis on the threshold 0.05 requirement for social science research as indicated in the table 2. In conclusion, the findings of the study generated a reliable four multidimensions structure of talent management and supported the findings of the earlier studies for (Alnaqbi, 2011;Barkhuizen, Mogwere & Schutte, 2014b;Brown, 2014;Campbell & Smith, 2014;Darabi, Maleki & Hajinabi, 2014;Frederick, 2014). These factors further provided the practical evidence in support of Al-Awamleh (2006), Ámundadóttir (2013Ámundadóttir ( ), Frederick (2014, Muhammad (2014), andStans (2012) who stated that talent management is a key tool towards organization efficient and effective performance.…”

Successful Talent Management Through Positive CSR-Driven Transactions

“…• Recruitment and selection, development and training, performance management, retention, compensation and rewards, talent review (Stahl et al, 2012). • Workforce planning, talent acquisition, performance management, training and development, retention and engagement, succession planning and knowledge transfer (Brown, 2014).…”

“…• Organization's values, competencies (Christensen, 1997;Phillips and Roper, 2009). • Leader-manager competencies: interpersonal, political, operational, developmental, strategic (Brown, 2014).…”

“…• National culture, political system, social responsibility, performance driven, foreign influence, philosophy and religion (Brown, 2014).…”

“…Ashton and Morton, 2005) or long-range development plans (e.g. Christensen, 1997;Stahl et al, 2012;Brown, 2014), so we can guess that talent management process is focused on young and dynamic employees, because it is difficult to relate mentioned elements to older people. We also observed that many authors of TM models, unfortunately, ignore the problem of talents departures.…”