Talent management: managerial sense making in the wake of Omanization

Abstract

We examine how managers in Oman make sense of localization policies (Omanisation) through their use of talent management. Through an institutional logics lens it is possible to examine how organizations confront institutional complexity and understand the interplay between state, market and societal logics. The paper analyses twenty-six interviews with managers in the Petroleum and Banking sector and is the first to examine talent management within the context of Omanisation using a layered, institutional logics perspective. The paper finds that punitive state logics encourage organizations to focus on the societal wellbeing of their TM measures and inspires a sense of corporate social responsibility. Yet, the market logic dictates a stratified and differentiated approach that manages impressions of inclusivity while safeguarding organizational interests.

Talent Management in the Banking Sector: A Systematic Literature Review

“…How managers utilize people management to make sense of localization policies (Omanization) and how leadership style may affect the formation of workplace culture among a global workforce to produce a collaborative, inventive, and high-performing firm are the areas of focus (Glaister et al 2021;Hutt and Gopalakrishnan 2020).…”

“…To assure employee performance, the general approach to TM in the banking sector highlights the need to reform or redesign leadership, TM, employee engagement, employee motivation, and work happiness, for example (Dang et al 2020b;Eliyana and Istyarini 2017;Hayati 2020). Few studies have been conducted to investigate organizational strategies and how leadership style may affect the establishment of workplace culture among a global workforce when building a collaborative, inventive, and high-performing corporation (Chaudhry and Babin Dhas 2020;Glaister et al 2021). The discussion around Islamic banking within countries such as Malaysia, Jordan, and Iran was addressed in some papers.…”

“…In talent management (Chaudhry and Babin Dhas 2020) Is talent management and Shariah a good fit? (Eliyana and Istyarini 2017) Talent management as a tool to localize (Glaister et al 2021) Talent management and succession planning (Iqbal and Kamil 2017) Benchmarking as a tool for improved talent management (Kokila and Ramalingam 2014) Employer branding for service organizations' image and attraction as an employer (Maheshwari et al 2017) The effect of person-organization fit in talent management (Mensah and Bawole 2018) Adjusting talent management strategies from home market to new markets (Ready et al 2008) Talent management in government organizations (Sehatpour et al 2021) Talent strategy as a hedging strategy to manage banking talent risks (Tajuddin et al 2015) As the researchers state, practical implications include information about the organizations that have implemented TM practices and operate across borders, something that requires the organizations to adopt and adapt to cultural differences so that their actions appeal to stakeholders, in both local and worldwide markets (Hutt and Gopalakrishnan 2020;Chaudhry and Babin Dhas 2020;Dang et al 2020b). Scholars have focused on the application of TM in Islamic banking and how Sharia auditors assimilate TM in organizational cultures (Ali and Kasim 2019;Eliyana and Istyarini 2017;Iqbal and Kamil 2017;Kamil et al 2018).…”

Macro talent management: Literature review

“…Кроме того, культурные особенности развивающихся рынков, связанные со слабостью институтов или их коллективистским характером, также создают необходимость соотнесения практик управления талантами с контекстом [Corner, Liu, Bird, 2021]. Например, в Омане такие меры со стороны государства, как требование обязательного найма молодых специалистов и обеспечение набора более 90% персонала среди местных жителей, побуждают организации уделять внимание социальным вопросам, например выделять значительные средства на финансирование образовательных программ вместо следования своим экономическим интересам в виде найма иностранных талантливых специалистов [Glaister, Al Amri, Spicer, 2021]. Наличие серьезной проблемы непотизма и предвзятости по гендерному признаку на рынке труда во многих арабских странах приводит к невозможности для специалистов-женщин полноценно раскрывать свои способности, что в итоге оборачивается недоиспользованием их талантов и негативными последствиями для национального развития [Abalkhail, Allan, 2016].…”

Workforce Localization in the Arab Gulf Countries: How Do Organizations Socialize the Members of a Powerful Minority?

“…WL policy "aims at reducing dependence on expatriate workers and creating job opportunities for nationals in both the public and private sectors" [3]. Over the last 30 years, each of the six member states of the Gulf Cooperation Council (GCC) (Bahrain, Kuwait, Qatar, Oman, Saudi Arabia, and the United Arab Emirates (UAE)) has adopted some form of politically-led WL program to facilitate the recruitment and development of their National Citizens (NCs), which has changed the employment market landscape, and made WL a significant staffing consideration for international businesses operating in this region [4][5][6][7][8][9].…”