Attracting and retaining talent: exploring human resources development trends in Australia

Holland, Peter; Sheehan, Cathy; Cieri, Helen De

doi:10.1080/13678860701515158

Cited by 108 publications

(118 citation statements)

References 25 publications

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“…In recent years, TM has emerged as an area of interest and focus for many HRD academics and practitioners; recent literature has begun to use the term talent development (eg Holland et al, 2007). For example, following Scullion and Starkey Talent (1997;Michaels et al, 2001), exposing the "war for talent" as a strategic business challenge and a critical driver of corporate performance.…”

Section: Hrd and Talent Managementmentioning

confidence: 99%

Talent management as a management fashion in HRD: towards a research agenda

Iles

Preece

Chuai³

2010

Human Resource Development International

175

131

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International, 2010, Vol. 13, No. 2, pp.125-145. ABSTRACTHRD practitioners have long shown concerns about the status and legitimacy of the occupation, and, arguably, this has not been unconnected to the range of titles HRD has been given over the years. Has there been an element of "management fashion" about this, or have they reflected some real change at the level of practice? The paper considers whether "Talent Management" (TM), as a recently-emerged area of interest for HRD, can be argued to display features of a management fashion. On the basis of a review of three main perspectives, we conclude that it is too early to say with regard to two of them, given TM"s recent emergence and the paucity of empirical material, but that TM displays features of institutionalism in TM talk in the business and professional literature. A research agenda, based primarily on institutional theory, is developed and a number of research questions outlined.

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Section: Hrd and Talent Managementmentioning

confidence: 99%

Talent management as a management fashion in HRD: towards a research agenda

Iles

Preece

Chuai³

2010

Human Resource Development International

175

131

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“…In this way, they can provide financial support and take care of their family. Therefore, they perceive that life and work should be harmonious [37][38][39].…”

Section: Perceptions Of Female Hotel Employees On Wfbmentioning

confidence: 99%

Do Single and Married Females Have the Same Standard of Work–Family Balance? Case Study of Frontline Employees in Macau

Ha¹,

Ip²,

Lin³

et al. 2018

J Tourism Hospit

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A high-quality work-family balance (WFB) can enhance job satisfaction and superior task performance, as well as reduce absenteeism and turnover rate, thereby enabling organisations to improve the effectiveness and commitment of their employees. This research investigates the features of quality WFB for female employees in a casino hotel in Macau. Many female employees continue to face the double burden of their careers and families. Long working hours, shift duties, demanding customers and stressful environment have become neglected phenomena in the casino business and could lead to an unbalanced WFB. Female employees experience disappointments and frustrations when work prevents them from providing care to their families. Previous studies have determined that male employees have better WFB than female employees. In particular, male employees know how to deal with their emotions, face responsibilities, take action and solve problems. By contrast, females are challenged to achieve WFB.Over the past decades, practitioners in the main hospitality industry have become increasingly interested in the female workforce. The high levels of family responsibility and shift work that females handle may cause them to experience high levels of work-family roles. Compared with male employees, female employees display lower levels of shift work tolerance but report more fatigue and sleepiness whilst working in a risk-exposed environment.This qualitative study involves face-to-face interviews with 30 female casino hotel employees (e.g., dealers, service staff, supervisors and managers) from 8 large major casino hotels. These respondents include single and married female frontline employees. Content analysis is performed to elaborate the female employees' perception of WFB and identify their challenges in achieving such balance. Recommendations are provided for HR practitioners in terms of the appropriate policies and strategies to improve WFB of female casino hotel employees. Therefore, the proper approach will enable casino hotels to retain the best talents and increase the productivity and competitiveness of their organisation.

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“…HRD in the shape of a new anthropology has potential to take leadership to the next level to leverage strategic capabilities (Holland, Sheehan & De Cieri, 2007) since HRD is a combination of structured and unstructured learning and performance based activities which develop individual and organizational capability and their capacity to successfully manage change (Simmonds & Pedersen, 2006). The new environment of globalization, changing economies, new technology, increased competition, new products and services and emerging and interacting disciplines demands new knowledge, worldviews and sensemaking (van der Sluis, 2007).…”

Section: Development and Learning: Integral Keys To Hrmentioning

confidence: 99%

Shifting the Australian Paradigm from the Management to the Development of People

Sofo¹

2012

JBAR

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This paper presents a viewpoint adopting a practice-focused approach. The mind-shift argued here is one from management of people to the development of people in organizations. The new environment of innovation and fluid intelligence is explored where people may prefer not to be managed so much as to develop themselves. The paper examines the applications and relevance of the new anthropology of organizational community-building, and strategies for planned repositioning of European nations to the Australian situation such as enhancing a mobile and responsive workforce, capitalizing on the nano-age and active engagement with emerging economic superpowers. The relevance of changing industries and economic activities such as the nature of goods exchanged and global ways of doing business are explored, as well as business models for enhancing collaborative endeavors. Models and lessons for human resources and organizational leaders are presented that should add value to global business approaches.Keywords: Human resource development, People development, Culture change, Business model, Learning, Adaptive organizations The new anthropologyThe old anthropology was typically focused on functionalism and had its limitations couched in positivism. There are several key dimensions of the new anthropology. The first aspect subsumes functionalism but, like a new ethnography, engages in the philosophy of science's intellectual struggles and postmodernism embracing field work, phenomenology and breakthroughs in sensemaking. Klein and his associates refer to sensemaking as the deliberate effort to understand events, triggered by unexpected changes or other surprises that make people doubt their prior understanding. It is different from situation awareness (a state of knowledge) and situation assessment (making inferences from data). It is the process of constructing data, as well as constructing meaning (Klein, Phillips, Rall & Peluso, 2007, p. 113).This definition is consistent with the classical conception by Weick (1995;2001) in that sensemaking is about creating, interpreting, and discovering meanings to comprehend organizational, community and other contexts. Although making effective decisions is an important outcome of sensemaking, it is not necessarily about generating understanding in order to make rational decisions (Nathan, 2004). Sensemaking is about enabling people to integrate what is known and what is conjectured, to connect what is observed with what is inferred, to explain and to diagnose, to guide action before routines emerge from performing tasks, and to enrich existing routines (Klein et al., 2007). In short, sensemaking helps people identify and understand decision problems. Sensemaking informs whether there are decisions to be made and what those decisions might consist of (Weick, 2001).The second aspect of the new anthropology is a focus as a new science of human development. Thakadipuram (2010) calls for a deeper quest for meaning from different perspectives and wholeness in human resource devel...

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Attracting and retaining talent: exploring human resources development trends in Australia

Cited by 108 publications

References 25 publications

Talent management as a management fashion in HRD: towards a research agenda

Talent management as a management fashion in HRD: towards a research agenda

Do Single and Married Females Have the Same Standard of Work–Family Balance? Case Study of Frontline Employees in Macau

Shifting the Australian Paradigm from the Management to the Development of People

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