Talent management and performance in the public sector: the mediating role of line managerial support

Semaihi, Saeed Obaid; Ahmad, Syed Zamberi; Khalid, Khalizani

doi:10.1108/joepp-09-2022-0274

Cited by 3 publications

References 73 publications

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Talent management in the UAE: study shows managers insignificantly influence individual work performance

2024

HRMID

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Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings A study from the UAE evaluated the link between talent management (TM) and individual work performance (IWP) in public sector organizations by collecting data from 128 respondents. The study found line managers insignificantly influence IWP. They suggest line managers should be relieved of responsibilities for talent management so they can focus on other duties. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Talent management in the UAE: study shows managers insignificantly influence individual work performance

2024

HRMID

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How to measure employees’ interests so as to be a more socially-responsible employer: A proposal of a new scale and its validation

Piwowar-Sulej,

Cierniak-Emerych

2024

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Research background: Many authors emphasize that successful human resource management (HRM) practices align with employees’ needs associated with the construct of employees’ interests. In particular, the importance of considering employees’ interests is emphasized in the process of shaping the architecture of Socially Responsible Human Resource Management (SR-HRM) systems. Purpose of the article: The aim of the article is to contribute to understanding employees’ interests by designing and validating a measure to recognize these interests. Methods: Through the use of literature sources and expert opinions, the authors developed a list of employee interests. Empirical data collected via the survey method in Poland was used to statistically verify the measurement scale. In particular, exploratory factor analysis and exploratory structural equation modelling were applied. Findings & value added: This article shows that it is important to create a comprehensive list of interests, as well as validate the research tool used. The newly developed scale has 22 items and five dimensions: support and development at the level of the enterprise, employee participation, support and development at the departmental level, employment security, working conditions and remuneration. It may be used in a variety of companies, as well as in complex research models, and developed further taking into consideration the context of other countries.

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Leveraging Human Resource (HR) Analytics for Effective Talent Management in Public Sector Organisations

Takawira,

Musaigwa,

Kalitanyi

2024

Advances in Human Resources Management and Organizational Development

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The book chapter explores how HR analytics may improve talent management in the African public sector. Through case studies and theoretical insights, the chapter emphasises the adoption and influence of HR analytics on many aspects of talent management, such as recruiting performance evaluation, employee retention, and leadership development. The chapter explores the advantages and obstacles of adopting HR analytics, including issues like data protection, the need for HR professionals to enhance their analytical skills, and opposition to data-driven methods due to cultural factors. The implications for public sector HR management are significant, indicating a trend towards evidence-based HR approaches that closely align with organisational goals and strategic imperatives. The chapter ends by highlighting the importance of further research in HR analytics to gain a more profound insight into its lasting effects, addressing obstacles to its adoption and ethical concerns, and investigating regional differences in the African setting.

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Talent management and performance in the public sector: the mediating role of line managerial support

Cited by 3 publications

References 73 publications

Talent management in the UAE: study shows managers insignificantly influence individual work performance

Talent management in the UAE: study shows managers insignificantly influence individual work performance

How to measure employees’ interests so as to be a more socially-responsible employer: A proposal of a new scale and its validation

Leveraging Human Resource (HR) Analytics for Effective Talent Management in Public Sector Organisations

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