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Talent management: Current theories and future research directions

Profile image of Phuong Do

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Human Resource Management Review

Nicky Dries

research proposal on talent management pdf

International Journal of Multidisciplinary Studies and Innovative Research

Elizabeth Sackey

Human resources are in high demand in today's fast-paced economies. The Resource-Based View (RBV) theory emphasises the importance of effective resource management for organizations to gain a competitive advantage. Talent is regarded as the main driving force behind any organisation, and finding the right persons and placing them in the right positions becomes a necessity. Talent Management (TM) has become a buzzword for how businesses can attract, identify, develop, and retain people with the right attitude and abilities to meet current and future organisational needs. Even though TM is considered important for organisations, there is a lack of understanding and how it can be most effectively implemented. There is no agreement on the definition and theoretical foundations of TM. Even though several authors have conducted research in this area, there are theoretical because they do not provide organizations with a vision and direction in the area of talent management. As a resul...

Vlad Vaiman

jeevan Jyoti

Talent management (TM) has received lots of attention of academics, practitioners, researchers, scholars, and competitive firms in recent years, but there are many gaps left for further theoretical and empirical development. One of gap is lack of clarity of definition of TM, and the ongoing debate about whether it is merely repackaging of already existing human resource management (HRM) practices or a new concept. In this context, this paper concludes that TM practices are distinct from the traditional HRM practices. The authors have consolidated the existing literature on TM for designing an integrated model of TM including its antecedents and consequences. The study calls future research to empirically test the derived propositions. The paper includes various theoretical, economic, managerial, and future research implications.

IAEME PUBLICATION

IAEME Publication

Talent management (TM) has received lots of attention of academicians, practitioners, researchers, scholars, and competitive firms in recent years, but there are many gaps left for further theoretical and empirical development. One of gap is lack of clarity of definition of TM, and the ongoing debate about whether it is merely repackaging of already existing human resource management (HRM) practices or a new concept. In this context, this paper concludes that TM practices are distinct from the traditional HRM practices. The researcher has consolidated the existing literature on TM for designing an integrated model of TM including its antecedents and consequences. The study calls future research to empirically test the derived propositions. The paper includes various theoretical, economic, managerial, and future research implications

Journal of World Business

Marianne Van Woerkom

revenio jalagat

In today’s business environment, stiff competition has urged companies to compete with creativity and innovation in order to define and achieve the organization goals, objectives and strategies. Currently, organizations strive to attain efficiency, effectiveness and total quality in its operational processes that can be addressed through successful management, retention and utilization of the best talents that are available in the marketplace. Getting the right people with the job in the right place and the right time is very important as an ingredient to organizational success and performance through conducting survey of the labor market. Results from critical evaluation of the literatures suggest that talent management proved to be a source of competitive advantage, leaders and managers are instrumental in promoting talent management and views talent management as maximizing the talent’s potential for effective functioning of the organization as well as its human resource departme...

Effective Talent Management Strategies for Organizational Success

Nana Oppong

Although companies around the world have made talent management a top priority, most human resource professionals and senior executives believe their organizations have not fully resolved the talent management puzzle. The chapter investigates if there are any indicators that suggest that talent management is a puzzle. Applying mainly review of academic and popular literature, the assessment is done under five headings including talent and talent management definitions; the need for talent management; the root of talent management; talent management strategies and processes, and talent management-diversity integration. It is revealed that albeit being differentiator between organizations that succeed and those that do not, talent management is saddled with uncertainties, lack of clarity, and misunderstanding, which are hurdles that need to be cleared to pave way for more effective talent programs. To overcome these, organizations should avoid one common blueprint to all talent situat...

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Anna Mazurkiewicz

European Management Review

Carole Tansley

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IMAGES

  1. (PDF) Proposal of a guide for talent evaluation and management based on

    research proposal on talent management pdf

  2. (PDF) DETERMINANTS OF EFFECTIVE TALENT MANAGEMENT

    research proposal on talent management pdf

  3. (PDF) WHY TALENT MANAGEMENT?

    research proposal on talent management pdf

  4. Research Proposal

    research proposal on talent management pdf

  5. (PDF) Talent Management: A Review of Theoretical Perspectives and a

    research proposal on talent management pdf

  6. (PDF) Talent Management, Employee Recognition and Performance in the

    research proposal on talent management pdf

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  5. Talent Acquisition & Management

  6. Employee Development & Talent Management December 2023 assignment

COMMENTS

  1. (PDF) Talent management: Current theories and future research

    The individual many multinational enterprises’ (MNEs’) global talent manage- dynamic comprises the subjective experience of the individual. For ment systems, the two areas of practice have largely been example, this includes the perceptions of managers and employees decoupled in research and practice.