Talent Culture’s Role in Talent Development among Academics: Insights from Malaysian Government Linked Universities

Dass, Mohan; Muthaly, Siva; Annakis, John

doi:10.7790/cibg.v21i1.27

Cited by 14 publications

(20 citation statements)

References 12 publications

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“…In a perfect business world, because of strong competition, organisations should develop their talented employees to enable them to become productive more rapidly (Malmgren McGee and Hedström, 2016). Hence, the talent development process needs to be embedded within staffing progress, and be regarded as a successful measure for organisations to improve the skills of their highly qualified individual staff members (Chuai, 2008;Moayedi and Vaseghi, 2016;Mohan et al, 2015;Wu et al, 2016). Talent development is considered a critical resource of differentiation and sustainable competitive advantage (Beardwell and Thompson, 2014;Mohan et al, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Hence, the talent development process needs to be embedded within staffing progress, and be regarded as a successful measure for organisations to improve the skills of their highly qualified individual staff members (Chuai, 2008;Moayedi and Vaseghi, 2016;Mohan et al, 2015;Wu et al, 2016). Talent development is considered a critical resource of differentiation and sustainable competitive advantage (Beardwell and Thompson, 2014;Mohan et al, 2015). It is strategically important for an organisation's success (Bhatia, 2015;Mohan et al, 2015;Mwangi et al, 2014).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Talent development is considered a critical resource of differentiation and sustainable competitive advantage (Beardwell and Thompson, 2014;Mohan et al, 2015). It is strategically important for an organisation's success (Bhatia, 2015;Mohan et al, 2015;Mwangi et al, 2014). For instance, the development of talent working within higher education organisations also assists in retaining talented employees (Mohan et al, 2015), which in turn assists in increasing university rankings and profits (Hazelkorn, 2017;Lynch, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

“…It is strategically important for an organisation's success (Bhatia, 2015;Mohan et al, 2015;Mwangi et al, 2014). For instance, the development of talent working within higher education organisations also assists in retaining talented employees (Mohan et al, 2015), which in turn assists in increasing university rankings and profits (Hazelkorn, 2017;Lynch, 2015). University rankings are aligned with the talent of high-performing employees, and these talented individuals contribute significantly to a university's performance by recruiting new students, conducting professional teaching, conducting high-level research and securing research funding (Bradley, 2016;Hazelkorn, 2017;Horseman, 2018;Lynch, 2015;Refozar et al, 2017).…”

Section: Literature Reviewmentioning

confidence: 99%

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A qualitative research to explore practices that are utilised for managing talent development in the higher education environment

Mohammed

Hafeez‐Baig

Gururajan

2019

JIUC

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Purpose The purpose of this paper is to investigate generated themes associated with talent development in the Australian higher education sector. This is because there are pragmatic advantages for universities that are focused on developing talents. For example, talent is a primary source of competitive advantage for educational institutions. Design/methodology/approach This study depends on the individual interview method as the main tool for data collection. The sample consisted of six participants who are talented. High-level individual interviews were transcribed and thematically analysed using NVivo 11. Findings Individual interviews have identified four key themes of talent development: performance management, coaching talent, leadership development and talent acquisition. Research limitations This study only targeted one country (Australia), and one sector (higher education). Hence, the generalisability of these results is limited to the Australian university sector in Queensland. Practical implications This study collects rich and original qualitative data regarding talent development in the higher education domain. Therefore, for instance, the research findings validate what was already found but are significant because practical data rather than theoretical were gathered through a discussion with experts in talent management. This study has a high quality because of strengthening the effect of an in-depth case study. Originality/value The study offers a value added to talent management theory through investigating themes of talent development for the higher education sector. This would assist researchers in this field to provide a deeper understanding and develop a theoretical foundation for their further studies. This implication is unique to the advancement of talent management theory.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

See 2 more Smart Citations

A qualitative research to explore practices that are utilised for managing talent development in the higher education environment

Mohammed

Hafeez‐Baig

Gururajan

2019

JIUC

View full text Add to dashboard Cite

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“…Some factors fuelling the talent shortage include poor workforce planning, inadequate performance management and total rewards programmes and neglected talent retention strategies (Diseko 2015;Tshukudu 2020). According to Mohan, Muthaly and Annakis (2015), an institutional culture that enhances the skills, performance ratings and equitable rewards for talented employees can result in a higher retention rate for quality staff in local government. Mokgojwa (2019) found that a talent management culture should consist of management support, strategic direction, physical workspace and resources, safety and security and diversity management to support occupational talent management.…”

Section: Introductionmentioning

confidence: 99%

Exploring the determinants of an organisational talent culture for a Botswanan local government institution

2021

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Orientation: Talented employees are essential for the service performance of local government institutions. Conducive organisational talent cultures can enable talent to deliver value-based services that meet public expectations.Research purpose: To explore the determinants of an organisational talent culture for a Botswanan local government institution.Motivation for the study: Research on organisational talent culture determinants in Botswana local government institutions is lacking.Research design, approach and method: This research adopted a quantitative, cross-sectional research design. A self-developed questionnaire was used to measure the organisational talent culture determinants of a Botswana government institution (N = 405). The data was analysed using SPSS Statistics software. Descriptive statistics, exploratory factor analyses, linear regression analyses and multivariate analysis of variances (MANOVAs) were applied to the data.Main findings: The factor analyses provided support for six organisational talent culture determinants: leadership talent mindset, success orientation and strategic intent, institutional values, dynamic operational capabilities, administrative governance and general people management practices. The results showed a weak application of all the organisational talent culture determinants. Leadership talent mindset was a significant predictor of organisational talent culture determinants. Significant differences exist between selected organisational culture dimensions based on the demographic characteristics of the participants.Practical/managerial implications: The vital role of public sector leadership in enabling a conducive organisational talent culture is emphasised.Contribution/value-add: This research contributed to the limited empirical knowledge on organisational talent culture determinants in public sector institutions.

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References

2017

Talent Management in Practice

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Talent Culture’s Role in Talent Development among Academics: Insights from Malaysian Government Linked Universities

Cited by 14 publications

References 12 publications

A qualitative research to explore practices that are utilised for managing talent development in the higher education environment

A qualitative research to explore practices that are utilised for managing talent development in the higher education environment

Exploring the determinants of an organisational talent culture for a Botswanan local government institution

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