Talent management processes and outcomes in a virtual organization

Vecchi, Alessandra; Piana, Bice Della; Feola, Rosangela; Crudele, Chiara

doi:10.1108/bpmj-06-2019-0227

Cited by 27 publications

(8 citation statements)

References 90 publications

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“…Their study also suggests that strategy moderates the association between cloud computing adoption drivers and talent management (Liu and Darbandi, 2022). Sustainable human resource management for firms in all sectors more creatively and sustainably embraces global talent management (Vecchi et al, 2021). Pandita and Ray (2018) claim that the synchronization of talent management practices and employee engagement initiatives improves talent retention.…”

Section: Developing Organizational Performancementioning

confidence: 95%

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Developing organizational performance through talent management practices: employee satisfaction’s mediating role in learning organizations

Shah,

Bano,

Saraih

et al. 2024

BPMJ

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PurposeTalent management research today is increasing as organizational requirements attempt to meet the challenges of effectively managing talent to achieve organizations’ strategic agendas. However, in learning organizations specifically, investigations of talent management practices are limited, with this study exploring the role of talent management practices in employee satisfaction and organizational performance in Pakistan.Design/methodology/approachThe study was conducted in various universities (public and private) in Pakistan using a quantitative approach. Cross-sectional data are collected through a questionnaire, with analysis and conclusions based on completed questionnaires from 403 respondents.FindingsThe study’s findings from the analysis by structural equation modeling (SEM) emphasize the positive and significant effects of most talent management practices (i.e. talent identification, talent development, talent culture and talent retention) on employee satisfaction and organizational performance (talent attraction is the exception). Employee satisfaction positively and significantly affects organizational performance and is found to have a mediating effect, bridging the relationships of most talent management practices (talent identification, talent development, talent culture and talent retention) with organizational performance.Practical implicationsThe study’s findings support human resource professionals, academics and policymakers in managing talent practices to enhance organizational performance. The findings assist in developing core skills and talent-related competencies to achieve organizational goals and success.Originality/valueThe study fills the research gaps by developing a framework of talent management practices for employee satisfaction and organizational performance in learning organizations, which warrants further consideration.

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Section: Developing Organizational Performancementioning

confidence: 95%

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Developing organizational performance through talent management practices: employee satisfaction’s mediating role in learning organizations

Shah,

Bano,

Saraih

et al. 2024

BPMJ

View full text Add to dashboard Cite

show abstract

“…Further, Hamouche (2021) have claimed that the pandemic has highly shaken all organizations and created a challenging and complex environment for HR practitioners and managers. They are forced to explore creative solutions to run the organization with greater flexibility to cope with the extraordinary crisis (Vecchi et al, 2021). Similarly, McKinsey and Company (2021) suggested that organizations need to reimagine innovative talent development and management strategies to manage the employee's radical shifts with digitalization.…”

Section: Theoretical Developmentmentioning

confidence: 99%

Modelling the barriers of talent agility in Indian automobile industry in the era of Industry 4.0

Gouda,

Tiwari

2024

JM2

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Purpose The COVID-19 outbreak disrupted the business environment and severely affected the morale and performance of the employees. Further, the Indian automobile industry witnessed major setbacks and drastically impacted sector in COVID-19. Talent agility is an emerging concept in the field of HRM that will foster innovations and productivity in the automobile industry. Thus, this study aims to explore the barriers to building in-house agile talents in the Indian automobile industry in the new normal. Design/methodology/approach The barriers of talent agility were identified through a literature review and validated through experts’ opinions. This study used a hybrid approach, which combines Interpretive Structural Modelling-Polarity (ISM-P) and decision-making trial and evaluation laboratory (DEMATEL) to develop a hierarchical structural model of the barriers, followed by classification into cause and effect groups. Findings The result of the multi-method approach identified that shortage of skills and competencies, lack of IT infrastructure, lack of ambidextrous leaders, lack of smart HRM technologies and practices, lack of attractive reward system/career management, poor advanced T&D, poor industry, institute interface and financial constraints are the critical barriers. Practical implications It can provide a strategic roadmap for automobile manufacturers to promote talent agility in the current wave of digitalization (Industry 4.0). This study can help the managers to address and overcome the barrier and hurdles in building talent agility. Originality/value This study is unique in that it addresses the contemporary issues related to talent agility in the context of the Indian automobile industry in the current rapidly changing environment. This study developed a holistic integrated ISM(P)-DEMATEL hierarchical framework on the barriers of talent agility indicating inner dependency weights, i.e., the strength of interrelationship between the barriers.

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“…The severe global shortage of nurses [3] poses a risk to many countries' post-COVID recovery, including the United States of America, the United Kingdom [4] and Spain [5]. The scarcity was exacerbated by the COVID-19 pandemic [4][5][6][7][8][9]. In response, wealthy countries recruit migrant nurses from Africa and Asia, contributing to the scarcity in developing countries [8].…”

Section: Introductionmentioning

confidence: 99%

Nursing profession in Africa: A study on work engagement and talent management practices in South Africa

Lerotholi,

Bezuidenhout

2023

Public Health Challenges

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Background The global shortage of nurses, intensified by nurses migrating to richer countries, creates a health crisis in developing countries. This study investigates how strategic talent management practices can improve the work engagement of professional nurses in public hospitals in South Africa. Methods A cross‐sectional, self‐administered survey was conducted among professional nurses employed in three large public hospitals in the Gauteng Province of South Africa. We measured: (1) management commitment, (2) talent review, (3) workforce planning, (4) staffing, (5) talent acquisition, (6) talent development, (7) talent commitment and (8) talent retention. The sub‐dimensions of work engagement that were measured included: (1) vigour, (2) absorption and (3) dedication. Descriptive and inferential (multiple regression) analyses were performed. The gap analysis calculated the difference between the current and desired status means talent management item. Results The gap analysis revealed the biggest discrepancies between the value nurses attach to and the current status of management commitment and the talent review and staffing processes. Multiple regression analyses confirmed that current status‐rating talent acquisition impacts dedication and absorption combined (r = 0.112, p‐value = 0.012 < 0.05) and management commitment impacts absorption and vigour combined (r = 0.26, p‐value = 0.026 < 0.05). The importance‐rating revealed talent development and commitment combined influences dedication and absorption combined (r = 0.092, p‐value = 0.038 < 0.05), and talent review and planning impacts absorption and vigour combined (r = 0.115, p‐value = 0.010 < 0.05). Age and job status had a significant effect on absorption–vigour. Conclusion Hospital managers can improve the engagement of nurses by demonstrating their commitment to talent development, offering a diverse variety of development opportunities and ensuring a pipeline of new nurses by improving the attractiveness of the profession. The study shows how strategic talent management practices can serve to improve work engagement in the healthcare sector.

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Talent management processes and outcomes in a virtual organization

Cited by 27 publications

References 90 publications

Developing organizational performance through talent management practices: employee satisfaction’s mediating role in learning organizations

Developing organizational performance through talent management practices: employee satisfaction’s mediating role in learning organizations

Modelling the barriers of talent agility in Indian automobile industry in the era of Industry 4.0

Nursing profession in Africa: A study on work engagement and talent management practices in South Africa

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