Effectiveness of talent management strategies
TLDR
In this paper, the effects of different types of talent management strategies on organisational performance were investigated and four different strategies were introduced and shown how they affect organizational performance, including retaining and developing talent.Abstract:
This paper investigates the effects of different types of talent management strategies on organisational performance. We introduce four different strategies and show how they affect organisational performance. For this purpose, we use a particularly detailed dataset of 138 Swiss companies. We find that talent management focusing on retaining and developing talents has a statistically significant positive impact on human resource outcomes such as job satisfaction, motivation, commitment and trust in leaders. Moreover, talent management practices with a strong focus on corporate strategy have a statistically higher significant impact on organisational outcomes such as company attractiveness, the achievement of business goals, customer satisfaction and, above all, corporate profit, more so than any other areas that talent management focuses upon.read more
Citations
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Talent management decision making
TL;DR: In this paper, the authors review debates around talent management decision making and identify some future research areas that will inform future decision making in talent management, and present a state-of-the-art review of decision marking.
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A review of talent management: ‘infancy or adolescence?’
TL;DR: In this paper, the authors provide a critical review of the academic literature on talent management in search of alternative perspectives, finding three dominant themes: the exploration of the concept of talent (definitions), the intended outcomes or effects of talent management and talent management practices.
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Generational challenges to talent management: A framework for talent retention based on the psychological-contract perspective
Marion Festing,Lynn Schäfer +1 more
TL;DR: In this article, the authors adopt a social exchange theory perspective to explain the impact of talent management (TM) on the psychological contract and its outcomes, and they propose that in contexts where a war for talent prevails, the strong interest of Generations X and Y in training, development and career advancement makes highly engaged and extensive TM activities even more crucial for retaining talented individuals than is the case for the so-called Baby Boomer generation.
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Towards an understanding of talent management as a phenomenon-driven field using bibliometric and content analysis
TL;DR: In this article, a review adopts a phenomenon-driven approach in reviewing the talent management literature, applying methods derived from bibliometrics and content analysis to evaluate the state of the field and derive implications for research and practice unbiased towards a-priori assumptions of which frameworks or methods are most adequate.
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Standing on the shoulders of giants? A critical review of empirical talent management research
TL;DR: In this paper, the authors adopted a systematic review that covers empirical research on TM which has been published between 2006 and 2014 in academic peer-reviewed journals, and a total of 96 articles were included in the review.
References
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An Integrative Model Of Organizational Trust
TL;DR: In this paper, a definition of trust and a model of its antecedents and outcomes are presented, which integrate research from multiple disciplines and differentiate trust from similar constructs, and several research propositions based on the model are presented.
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Work and motivation
TL;DR: In this paper, the authors integrate the work of hundreds of researchers in individual workplace behavior to explain choice of work, job satisfaction, and job performance, including motivation, goal incentive, and attitude.
Posted Content
The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance
TL;DR: In this article, the authors examined the linkages between systems of high performance work practices and firm performance and found that these practices have an economically and statistically significant impact on both intermediate outcomes (turnover and productivity) and short and long-term measures of corporate financial performance.