Relationship Between Talent Management and Organizational Commitment in Midwives Working in Iran University of Medical Sciences

Talent Management (T.M.) constitutes a modern and emerging research area in Human Resources Management (HRM). Using a systematic literature approach, we searched in Talent Management literature in the healthcare sector context. We conclude that the number of related studies is minimal. The benefits of implementing Talent Management strategies in healthcare organizations are essential for the organization’s sustainable development and the talented staff and healthcare services patients. Our goal is to undertake a systematic literature review to identify these factors related to talent management practices suitable for healthcare organizations and professionals. We have conducted, according to PRISMA guidelines, a systematic literature review (2010–2020) in the electronic databases PubMed, CINAHL, Cochrane Database of Systematic Reviews, Health Source/Nursing Academic Edition. Search terms related to T.M. were (“Talent Management” AND “Talent Healthcare”). Strict inclusion and exclusion criteria were set for observational studies, while grey and unpublished literature, uncontrolled studies, protocols, commentaries, and conference proceedings were excluded. All included items were assessed for their quality according to set criteria. Six hundred and eighty-four studies were identified, of which 24 met the requirements. The resulting Talent Management Factors were grouped into nine categories: Programming, Attraction, Development, Preservation, Performance Assessment, Work Climate, Culture, Succession Planning, and Leadership. Based on these factors, we provide a holistic picture of the referred domain’s leading developments. The paper determines the Talent Management factors and explains what happens in practice. In this way, we contribute to building a theoretical framework for T.M. in terms of the organizational context.

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“…The development factor's significance to T.M. was verified by four studies [42,45]. Furthermore, organizations should implement broadened T.M.…”

Section: Developmentmentioning

confidence: 89%

“…dimensions, which is also proven by the total number of studies supporting its significance. More specifically, several studies [43,45] argued that attraction constitutes a significant factor for T.M.…”

Section: Attractionmentioning

confidence: 99%

Talent Management in Healthcare: A Systematic Qualitative Review

2021

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“…There are not many types of research that study the relationship between talent management and organizational learning. However, one of them is the research that is conducted by Kheirkhah et al (2016). According to the result of the research, there is a significant relationship between talent management and organizational learning.…”

Section: Hypotheses Developmentmentioning

confidence: 99%

Talent Management and Financial Performance: Does Organization Learning Mediate That Relationship?

Tarigan

Ferdian

Hatane

et al. 2018

APMBA

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This research has a purpose to identify the impact of talent management through organization learning towards the financial performance of the listed consumer goods sector in Indonesia. Indonesia costumer goods sector has faced significant growth during the recent year, the companies are enforced to establish a competitive strategy to maintain their position in the market. Talent management should be paid attention more since it helps the company to attract, acquire, and retain the best employees that may help to maintain their position in the market as well as enhancing the performance. Based on the hypothesis test, it is true that talent management influences organization learning and financial performance. The results also reveal that some companies still need to improve the attraction activities and system to capture learning which is the first indicator of talent management and the fourth indicator of organizational learning. In addition, it was found that organizational learning as a mediator can strengthen the relationship between talent management and financial performance.

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“…Generally speaking, poor service delivery in private and public sectors results from poor talent management (Kheirkhah, Akbarpouran, & Haqhani, 2016;Mohammed, Baig, & Gururajan, 2019;Whysall, Owtram, & Brittain, 2019). This negatively affects employees' satisfaction, engagement, innovative work behaviour and career orientation.…”

Section: Introductionmentioning

confidence: 99%

Model of talent management for registered nurses in Malawian public hospitals

Dzimbiri

Molefi

2022

SA Journal of Industrial Psychology

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Research purpose: This research aims to investigate the relationship between talent management and job satisfaction, innovative work behaviour, work engagement and career orientation amongst registered nurses in public hospitals of Malawi. Motivation of the study:The development of a structured model will contribute to new knowledge in human resources management because no relationship of this kind exists. The model illustrates the interactive relationship between talent management, job satisfaction, innovative work behaviour, work engagement and career orientation.Research approach/design and method: A quantitative research (cross-sectional) was conducted in public hospitals of Malawi by administering the adapted Human Capital Index Questionnaire, Minnesota Job Satisfaction Questionnaire (MSQ), the Innovative Work Behaviour Scale (IBS), the Utrecht Work Engagement Scale (UWES) and the Career Orientation Inventory (COI). The Spearman's rank correlation (r) was used to determine the connection between the study variables. Main findings:The results demonstrated a strong positive relationship between talent management and job satisfaction (r = 0.501, p < 0.001) but a weaker relationship with innovative behaviour (r = 0.408, p < 0.001), dimensions of work engagement (vigour, dedication and absorption) and career orientation (r = 0.488, p < 0.001). Furthermore, the results showed that job satisfaction was strongly positively associated with innovative behaviour (r = 0.567, p < 0.001), career orientation (r = 0.599, p < 0.001) and work engagement. There was a constructive relationship between innovative work behaviour, work engagement (r = 0.631, p < 0.001) and career orientation (r = 0.633, p < 0.001). Career orientation was strongly associated with work engagement (r = 0.696, p < 0.001).Practical/managerial implications: Talent management impacts skill demands placed on the workforce for the kind of hired staff and how they are trained, assessed and rewarded. It also stimulates employees' job satisfaction, innovative work behaviour, work engagement and career orientation. This study highlights the need for hospital management to give proper attention to the effective implementation of talent management practices and strives to resolve the challenges of implementing those practices. Contribution/value-add:This study offers the opportunity for health sector leaders to reflect on how they manage talent in hospitals, giving them the best practices of implementing talent management practices. Furthermore, there exists a lack of research illustrating the relationship between talent management and job satisfaction, innovative work behaviour, work engagement and career orientation. This explains the significance of this study.

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Relationship Between Talent Management and Organizational Commitment in Midwives Working in Iran University of Medical Sciences

Cited by 7 publications

References 5 publications

Talent Management in Healthcare: A Systematic Qualitative Review

Talent Management in Healthcare: A Systematic Qualitative Review

Talent Management and Financial Performance: Does Organization Learning Mediate That Relationship?

Model of talent management for registered nurses in Malawian public hospitals

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