Towards a responsible talent management model

Abstract

Purpose This study aims to critically examine talent management practices and strategies from ethical and responsible management perspectives. Design/methodology/approach It achieves its aim through conceptual analysis by theorising through the lenses of talent philosophies, the organisational justice theory, the stakeholder theory and extant literature. Findings A responsible talent management construct and mode to guide the practice of talent management in a socially responsible way is developed. It argues that inclusivity; corporate responsibility; and equity and equal employment opportunity are the key underlying principles of a responsible talent management system. This study further argues that responsible talent management practices promote achievement of multilevel sustainable outcomes such as decent work, employee well-being and organisational well-being. Practical implications Emphasising responsible management and ethical concerns in organisational talent strategies and practices is non-negotiable, given the current level of interest in sustainable work and employment and in the quest to achieve sustainable human and organisational outcomes through management and organisational practices. Originality/value The development of a responsible talent management construct and model is original and novel and is expected to shape thinking and drive new research directions in the field of talent management. It further contributes directly to knowledge and practice by demonstrating how organisations can manage their talents in a responsible way.

Do “decent work” dimensions lead to work engagement? Empirical evidence from higher education institutions in India

“…Linking "decent work" dimensions and work engagement In recent times, nurturing an engaged workforce has been immensely focused by organizations not only because of practical reasons but also for the fulfillment of humanistic purpose (Anlesinya and Amponsah-Tawiah, 2020;May et al, 2004). Highly engaged employees exhibit not only high job performance and creativity (Olugbade and Karatepe, 2018) but also high organizational commitment and lesser intentions to quit (Saks, 2006).…”

“…Such an approach has been found to be significant in enhancing employees' motivation and sustainable employment opportunities (Li, 2020). Moreover, employeecentered sustainable practices have been found to foster employee well-being and help create an overall humanistic workplace climate (Anlesinya and Amponsah-Tawiah, 2020; Higher education institutions Shuck et al, 2011). The following section of the paper briefly discusses literature related to the concept of "work engagement" and "decent work" and linking the dimensions of "decent work" with "work engagement."…”

Transitioning HRM to HSM - Human Self-Management Goes beyond Traditional HR

“…A socially responsible talent management strategy consists of the following values: inclusivity; corporate responsibility; transformation; transparency; autonomy; equity; and equal employment opportunities. Benefits of responsible talent management practices include promoting and achieving multidimensional sustainable outcomes; providing meaningful, purposeful and decent working conditions; enhancing employee and organisational well-being; promoting responsible, ethical management practices; and growing innovative, sustainable work practices with employee wellness as the focus [12].…”

“…Paramount to self-development is self-expression and individual gratification. Work satisfaction, wellness and engagement is expressed by talent in independent and co-creative entrepreneurial projects that appeal to customers worldwide [5,7,9,12].…”

Investigating training effectiveness of public and private banks employees in this digital age: an empirical study

“…Organizations emphasize strategic talent management, learning agility, and planning effective training programs to reduce talent scarcity (Wassell and Bouchard, 2020; Cooke et al , 2021) as scarcity of talent is the greatest challenge for today's competitive business world. Talent scarcity does not necessarily mean a lack of people around the sphere, but rather a lack of people with precise skills, knowledge, and capabilities to solve a problem (Koch, 2016; Anlesinya et al , 2020). With rapid technological advancement and pressure of offering innovative products and services to customers, banks face talent shortage challenges (Verma, 2021; Tlaiss, 2020).…”