Talent management in clusters

Talent management motives and practices in an emerging market: A comparison between MNEs and local firms

“…Further, Dries (2013a:273) suggests that "scholarly peer-reviewed literature is still lagging behind". Context specific research has recently focused on India and China (Hartmann et al, 2010, Teagarden et al, 2008, Illes et al, 2010, Budhwar, 2012, Cooke et al, 2014, Chadee and Raman, 2012, Oman (Sidani & Al Ariss, 2014), Vietnam (Kim et al, 2012), Spain (Valverde et al, 2013), Poland, (Skuza et al, 2013), France (Chabault et al, 2012) and Germany (Festing et al, 2013). However, despite these numerous studies, there remains a need to examine further the contextual nature of TM and the prevalence of diverse TM practices within organizations (Dries, 2013b, Dries, 2013a, Festing et al, 2013, Illes et al, 2010, Sidani & Al Ariss, 2014, and TM practices in emerging market economies (Cooke et al, 2014, Farndale et al, 2010.…”

“…The practice approach suggests a need for a sophisticated suite of HRM policies and practices that are also capable of developing the skills and competencies of global talent, yet as with the perennial issues connecting HRM and performance, there are issues in defining the bundles of HRM that constitute effective TM (Ortlieb & Sieben, 2011, Meyers & van Woerkom, 2014 and establishing a link between these, broader organizational strategies and institutional and worker contexts (Mellahi & Collings, 2010, Cappelli, 2008, Tarique & Schuler, 2010, Huang & Tansley, 2012 The field of TM and its focus on a differentiated architecture strongly connect TM to the achievement of sustainable competitive advantage . Sparrow et al (2014) consider the subject of TM to be a bridge field -drawing upon ideas from marketing, operations and HRM -each emphasising human capital thinking, where it is assumed that those talented employees will add value to their organization and will generate superior results (Sparrow & Makram, 2015, Collings & Mellahi, 2009) and organizations will seek to develop key people that fit their context and will create a nurturing environment commensurate with their talent objectives (Chabault et al, 2012) TM systems can therefore be underpinned by the resource-based view of the firm in that they are instrumental in identifying and developing resources that are valuable (the resource enables the organization to respond to threats and opportunities), rare (the resource is controlled by a small number of competing firms), inimitable (other firms will face a cost disadvantage in obtaining/developing the resource) and non-substitutable (the advantage cannot be achieved through other means) (Barney, 1991, Barney, 2002. It is important to note that in order to conduct a resource based analysis, Barney (2002) also considers the 'question' of organization i.e.…”

“…Local firms will therefore have indigenous systems that reflect employee expectations (Saini & Budhwar, 2004, Doh et al, 2014 and these enduring social systems will make it hard for MNEs to transfer their TM practices (Cooke et al, 2014). As TM is contingent upon corporate strategy, labour market supply, governmental initiatives and institutional drivers (Chabault et al, 2012, Iles, 2013, Joyce & Slocum, 2012, it is important to consider the idiosyncrasies of Turkey's operating environment.…”

Female human resource professionals’ job embeddedness in relation to commitment foci: An exploratory study

“…Staff retention has become a multidimensional issue faced by most of the organisations in the 21st century world of work. The most complex challenge facing organisations is to attract and retain highly competent human resources, specifically within the exceedingly turbulent business environment that competes for scarce skills in times of global skills shortages (Brundage & Koziel 2010;Burke & Ng 2006:86;Chabault, Hulin & Soparnot 2012;Tladinyane, Coetzee & Masenge 2013:140). Previous studies have shown that current talent management and retention practices are a competitive advantage in today's global economy (Hebenstreit 2008;Reiche 2007;Ruvimbo & Hlanganipai 2016:74).…”

The Reciprocal Relationship Between Human Resource Management Professionalism And A Diverse South African Workplace Context

“…Most of these organisations realise that their competitive advantage lies within their employees (Cascio & Boudreau, 2008;Chabault, Hulin, & Soparnot, 2012;Collings & Mellahi, 2009;Kaye & Smith, 2012). Worldwide socio-economic developments such as globalisation, increasing speed towards a service economy, shorter product life cycles, changes in workforce demographics, a focus on customer loyalty, the increasing 'war for talent, and an emphasis on financial performance challenge the human resources (HR) function in its role of creating added value for the organisation (Mamman & Sumantri, 2014;Schultz, 2010;Srimannarayana, 2010;Story, Barbuto, Luthans, & Bovaid, 2014).…”