The effect of talent management and human capital on sustainable business performance: an empirical investigation in Malaysian hospitals

AlQershi, Nagwan; Ramayah, T.; Ali, Gamal Abdualmajed; Abualrejal, Hussein Mohammed; Alganad, Amr Mohammed Nasser; Frhan, Ebrahim

doi:10.1108/ijoes-06-2021-0130

Cited by 22 publications

(9 citation statements)

References 123 publications

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“…Motivating, engaging, and retaining employees are some of the most important aspects of an organization (Mures , an et al 2021;Werner 2021). A few studies on HR have responded to the worldwide COVID-19 crisis (AlQershi et al 2021;Aguinis and Burgi-Tian 2021;Delibasic et al 2021;Hitka et al 2021;Nayal et al 2022;Tamunomiebi and Worgu 2020;Watson 2022). Since most workers are now required to work remotely, the management of distance and boundary has become the primary focus of HR.…”

Section: How Fintech Enterprises Can Motivate Their Employeesmentioning

confidence: 99%

“…There are extant literature reviews on TM (Aguinis and Burgi-Tian 2021). AlQershi et al (2021) examined the relationship between TM and sustainable business performance (SBP) even during COVID-19, as well as the challenges that confronted organizations. The result demonstrated that TM and performance exhibited a significant correlation (Aguinis and Burgi-Tian 2021).…”

Section: How Fintech Enterprises Can Motivate Their Employeesmentioning

confidence: 99%

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Mapping the Sustainable Human-Resource Challenges in Southeast Asia’s FinTech Sector

Kao

2022

JRFM

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The significance of human resources (HRs) has increased with the increasing awareness of sustainability issues and corporate social responsibility. However, the rapidly emerging financial technology (FinTech) sector still presents an HR challenge. Southeast Asia, which accounts for the highest adoption rate of mobile banking, has set new records regarding the number of transactions, as well as funding amount, in recent years. Moreover, borderless financial cooperation, coupled with in-demand tech talents, will rapidly boost the development of the region. Thus, this study explored the new opportunities as well as challenges of a new business model, FinTech, in Southeast Asia’s banking and enterprise sector in the post-COVID-19 era. It also examined how organizations can achieve sustainable development via the interaction of the new operating model with existing ones by developing relevant strategies in the context of the “new normal” working condition. By reviewing the literature on HR management (HRM), we proposed how banking and FinTech companies could supply tech talent with the relevant experience or engage in training projects before recruiting. Additionally, since organizations desire sustainability-minded employees, they offer flexible working arrangements and well-established reward policies that can create remote work performance and retention rates. Being committed to upskilling and reskilling global talent by offering talent mobility opportunities across the organization, as well as by fully embracing the creation of value for cross-cultural talent, companies can support their employees’ long-term career goals and maintain competitive strength. Finally, organizations must focus more on flexible adjustments and cross-domain communication for global talent. Forming strategic alliances with FinTech companies would be an alternative conduit that can ensure that regional laws comply with the local culture and national law, for bias and conflict reduction.

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Section: How Fintech Enterprises Can Motivate Their Employeesmentioning

confidence: 99%

Section: How Fintech Enterprises Can Motivate Their Employeesmentioning

confidence: 99%

Mapping the Sustainable Human-Resource Challenges in Southeast Asia’s FinTech Sector

Kao

2022

JRFM

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“…Good motivation lies mainly in the correct behavior of the manager with employees, remuneration and creating conditions for work (Mulyani et al 2019). Previous research (Knapkova et al 2020;Morkoviciute and Edriulaitiene 2020;Paais and Pattiruhu 2020;AlQershi et al 2022) confirms that sufficiently motivated employees are more productive, more active, make sufficient investment in work, create higher value for work.…”

mentioning

confidence: 92%

Employee motivation during the time of the crisis in agricultural and forestry organizations: Case study

Hitka¹,

Lorincová²,

Gejdoš³

et al. 2022

AGR ECON-CZECH

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The aim of the paper was to define the effect of the pandemic on employee motivation. Following the questionnaires, the level of motivation in agricultural and forestry organizations before the COVID-19 pandemic in the years 2018–2019 and after the crisis in the years 2020–2021 was defined. The hypotheses were tested using the variance analysis with interactions. The analysed field (financial, social, work, and career-related) was presented by the dependent variable. The categorical independent variables were used to describe the age, gender, and the time before or after the COVID-19 pandemic. A reduction in the level of the requirements in all areas of motivation in terms of age and gender is the result of the study. The needs and requirements of the employees of agricultural and forestry organizations are reduced. The order of importance of the groups stays almost the same. The finding that the impact of the COVID-19 pandemic has, besides others, effect on human resource management, especially on employee motivation, is considered the main contribution of the study. The results of the study result in enhancing the knowledge about economic development through human resource management at the time of the health crisis caused by the COVID-19 pandemic.

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“…The next issue is resistance to change, and public service employees may resist changes in their work practices, including changes that result from HR management training programs. Implementing new approaches and techniques can make it challenging (AlQershi et al, 2022).…”

Section: Introductionmentioning

confidence: 99%

“…This will help to ensure that employees receive consistent and effective training programs. Overall, increasing investment in training resources, developing culturally and regionally relevant training programs, fostering a culture of continuous learning and development, raising awareness and understanding of sustainable public service administration, and encouraging collaboration and coordination among public service organizations are critical solutions to address the challenges facing HR management training approaches on sustainable public service administration skills in Indonesia (AlQershi et al, 2022).…”

Section: Introductionmentioning

confidence: 99%

Identification of HR management training approaches on sustainable public service administration skills in Indonesia

Muhani

2023

ijbem

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This research article aimed to identify HR management training approaches that can enhance sustainable public service administration skills in Indonesia. The study reviewed the literature on HR management training approaches, including e-learning, job rotation, cross-functional teams, and performance management. The researcher may conduct a literature review focusing on the study's objectives, such as locating HR management training methods that improve Indonesia's sustainable public service administration skills. The literature review should be comprehensive, including current and pertinent publications. The research also explored the potential barriers to practical HR management training in Indonesia and the role of technology in HR management training. The findings of this study suggest that e-learning can provide cost-effective training opportunities, job rotation can enhance employees' skills and knowledge, cross-functional teams can facilitate knowledge sharing and collaboration, and performance management can set clear performance expectations and provide regular feedback and coaching. The study also highlights the need for further research to evaluate the effectiveness of different HR management training approaches, identify barriers to practical training, and explore the role of technology in HR management training.

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The effect of talent management and human capital on sustainable business performance: an empirical investigation in Malaysian hospitals

Cited by 22 publications

References 123 publications

Mapping the Sustainable Human-Resource Challenges in Southeast Asia’s FinTech Sector

Mapping the Sustainable Human-Resource Challenges in Southeast Asia’s FinTech Sector

Employee motivation during the time of the crisis in agricultural and forestry organizations: Case study

Identification of HR management training approaches on sustainable public service administration skills in Indonesia

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