TMpractices (1) 24
TMpractices (1) 24
TMpractices (1) 24
net/publication/336564767
CITATIONS READS
0 565
All content following this page was uploaded by Md. Shamimul Islam on 07 June 2020.
Abstract:
Talent management(TM) has been a focal point of discussion among academics, researchers, practitioners, and agile
enterprises in recent times due to its significant strategic implications and relevance in today’s hyper-competitive,
constantly changing, and increasingly complex global knowledge-based economy. In spite of that, there exist many gaps
to fill in regarding the theoretical and empirical issues of TM practices. Given this backdrop, this study aims to identify
the antecedents and outcomes of TM practices in an organization. Essentially secondary data has been used by reviewing
relevant literatures to develop a conceptual model of TM practices including its antecedents and outcomes. Findings of
this study will offer an opportunity to managers and policy makers of an organization to ponder on how to effectively use
TM interventions as a weapon for attaining competitive advantages over rival firms by knowing what constitute TM
practices and how organization can benefit out of it. At the end, the paper therefore, proposes some suggestions and
future research directions based on the findings of this study.
Keywords: Talent, talent management practices, employer branding, employee engagement, succession planning
1. Introduction
Despite persistent claims of conceptual ambiguity (Lewis and Heckman, 2006; Meyers et al., 2013) talent
management (TM) has been a matter of increasing academic interest (De Boeck et al., 2018; McDonnellet al., 2017).
Similarly, TM got much importance to business leaders who believe that by recruiting, developing, and retaining top
employees they can maximise their business performance and attain strategic business goals of the organization (Tung,
2016).
If the talented and committed employees are managed strategically, other employees become inspired to exhibit
their potential capabilities for growth of the organization as a whole (Cappelli, 2008a), which enables the organization to
outperform its rivals. Thus, increasing attention towards TM motivate me to think over how to effectively implement TM
practices so that organization can generate positive outcomes out of it. Although there exist considerable debate regarding
the factors affecting TM practices, much of existing research on TM has been on the structural aspects of TM strategies
(Makela et al., 2010) and only at organizational level.
Therefore, this paper aims at linking the aforementioned research gap by providing a conceptual model of TM
including its potential antecedents and financial and non-financial outcomes at organizational as well as employee level
which can be used by HR managers for managing talented employees in the organization effectively and efficiently and
thereby ensures success through gaining sustainable competitive advantages.The significance of this study lies in its
contribution to theory and practice. From a theoretical perspective, this study is expected to advance and provide new
insights into the TM literatures and from a practical perspective; this study will be helpful for the HR managers to
effectively manage their talented pool of employees by knowing the nuances of TM practices more precisely.
4. Review of Literature
paper employer branding, business strategy, management commitment and talent engagement have been considered as
the prime antecedents of TM practices and here is a brief description of each of them.
4.5.2. Talent Management Practices and Non-Financial Performance (At Organisation Level)
TM practices are drivers of organisational performance, which positively affect the non-financial outcomes (Bano
et al., 2010). It enhances employees’ capability, which in turn positively affects organisation effectiveness vis-à-vis,
employee morale and organisational commitment (Mucha, 2004). Further, talent development positively affects company
attractiveness and reduces the time of replacement.
The same has been highlighted by Kontoghiorghes and Frangou (2009), who established a strong association
between talent retention and organisational performance. They viewed that talent retention improves co-workers’ quality
of performance, provides the best value to the customer, increases the ratio of technology adaptation, which has a positive
impact on organisational performance (Gberevbie, 2010).
Additionally, when the organisations pay special attention to the development of the best talent, it automatically
improves firm’s performance. In this regard, Kaplan and Norton (1996) said that the success of the organisation depends
mainly on people. If they have knowledge and skills, as well as opportunities for development, they will be able to work
efficiently and exhibit superior performance.
4.5.3. Talent Management Practices and Non- Financial Performance (At Employee Level)
TM is considered as beneficial not only for organisations, but also for individual employees (Janardhanam et al.,
2011) as talent planning and development balances the needs of the organisation with the needs of the individual). For
instance, the effective TM practices in the organisation increases the commitment level of the employees, enhances their
effectiveness, increases their productivity, and places them according to their suitability, aptitude, and interest (Julia and
Rog, 2008).
It delivers skills, abilities, and capacities, which enhance the employee performance in an organisation (White,
2009). By quality identification of talent, employees are placed in appropriate positions for better utilisation of their
potential, which significantly affect employee performance (Collings and Mellahi, 2009). In fine, Bethke-Langenegger et al.
(2011); Kontoghiorghes and Frangou (2009) revealed that talent identification, retention, development, and succession
planning have positive impact on individually focussed TM strategies such as job satisfaction, motivation, commitment,
work quality, qualification, trust on leaders.
Further, Farashah et al. (2011) also viewed that succession planning positively affects career attitudes; it creates
perception about career success and satisfaction of promotion process among employees. From a non-financial view,
succession planning yields a return in the form of internal operational efficiency in variables like greater job satisfaction
and higher individual and departmental performance (Garman and Glaw, 2004). So, there is strong evidence of the positive
impact of TM on employee-related outcomes. Based on the extensive literature review the following conceptual
framework of TM practices has been formulated.
8. References
i. Lewis, R. and R. Heckman, 2006, “Talent management: A critical review”. Human Resource Management Review,
16:139–154.
ii. Meyers, C., M. van Woerkom and N. Dries, 2013, “Talent – innate or acquired? Theoretical considerations and
their implications for talent management”. Human Resource Management Review, 23: 305–321.
iii. De Boeck, G., Meyers, M. C. and N. Dries, 2018, “Employee reactions to talent management: Assumptions versus
evidence”. Journal of Organizational Behaviour, 39: 199–213 https://doi.org/10.1002/job.2254 [Online First].
iv. McDonnell, A., D. Collings, K. Mellahi and R. Schuler, 2017, Talent management: A systematic review and future
prospects”. European Journal of International Management, 11: 86–128.
v. Tung, R., 2016, “New perspectives on human resource management in a global context”. Journal of World
Business, 51: 142–152.
vi. Cappelli, P. (2008a) ‘Talent management for the twenty-first century’, Harvard Business Review, Vol. 86, No. 3,
pp.74–81.
vii. Makela, K., Bjorkman, I. and Ehrnooth, M. (2010) ‘How do MNCs establish their talent pools? Influences on
individuals’ likelihood of being labeled as talent’, Journal of World Business, Vol. 45, No. 2, pp.134–142.
viii. Schiemann, W. A. (2014). From talent management to talent optimization. Journal of World Business, 49(2), 281–
288.
ix. Jyoti, J., & Rani, R. (2014). Exploring talent management practices: Antecedents and consequences. International
Journal of Management Concepts and Philosophy, 8(4), 220-248
x. Nijs, S., Gallardo-Gallardo, E., Dries, N., & Sels, N. (2014). A multidisciplinary review into the definition,
operationalization, and measurement of talent. Journal of World Business, 49(2), 180–191.
xi. Vinkenburg, C., & Pepermans, R. (2005). Top Potentials in Organisaties – Een Inleiding (Top Potentials in
Organizations – An Introduction), in Top Potentials in Organisaties: Identificeren, Ontwikkelen, Binden (Top
86 Vol 7 Issue 9 DOI No.: 10.24940/theijbm/2019/v7/i9/BM1909-032 September, 2019
THE INTERNATIONAL JOURNAL OF BUSINESS & MANAGEMENT ISSN 2321–8916 www.theijbm.com
Potentials in Organizations: Identification, Development, Engagement), eds. The Netherlands: van Gorcum, pp. 3–
16.
xii. Zhang, S., & Bright, D. (2012). Talent definition and talent management recognition in Chinese private‐owned
enterprises. Journal of Chinese Entrepreneurship, 4(2), 26‐45.
xiii. Glen, C, (2007). Fostering talent opportunity: getting past first-base ‖ Emerald Group Publishing Limited,
Strategic Direction, Vol. 23, pp.3 - 5.
xiv. Thunnissen, M., Boselie, P. and Fruytie, B. (2013) ‘A review of talent management: Infancy or adolescence?’, The
International Journal of Human Resource Management, Vol. 24, No. 9, pp.1744–1761.
xv. Valverde, M., Scullion, H. and Ryan, G. (2013) ‘Talent management in Spanish medium-sized organizations’, The
International Journal of Human Resource Management, Vol. 24, No. 9, pp.1832–1852
xvi. Garrow, V. and Hirsh, W. (2008) ‘Talent management: issues of focus and fit’, Public Personnel Management, Vol.
37, No. 4, pp.389–402.
xvii. Figliolini, A.J., Hofmann, A. and Kanjirath, T. (2008) Growth in the Middle East and HR Capabilities, Center for
Advancement of Human Resource Studies, Dubai
xviii. Abbasi, M., Sohail, M., Cheema, F., Syed, N. (2013) Talent Management as Success Factor for Organizational
Performance: A Case of Pharmaceutical Industry in Pakistan .Journal of Management and Social Sciences. Vol. 9,
No. 1.
xix. Mangusho, T. S., Murei, R. K., & Nelima, E. (2015). Evaluation of talent management on employees performance in
Beverage industry: A case of Delmonte Kenya Limited. International Journal of Humanities and Social Science,
5(8), 191-199.
xx. Seth, S., Malhotra, D., & Narang, M. (2014). Talent management – A study on Indian it sector. Indian Streams
Research Journal, 3(12), 1-11.
xxi. Bethke-Langenegger, P., Mahler, P., & Staffelbach, B. (2011). Effectiveness of talent management strategies.
European Journal of International Management, 5(5), 524–539.
xxii. Hartmann, E., Feisel, E., & Schober, H. (2010). Talent management of western MNCs in Chain: Balancing global
integration and local responsiveness. Journal of World Business, 45(2), 169-178
xxiii. Grobler, P. A., & Diedericks, H. (2009). Talent management: An empirical study of selected South African hotel
groups. Southern African Business Review, 13(3), 1-27.
xxiv. Kumar, C. R., & Chakravarthy, K. K. (2015). Talent management: Retention perspective. International Journal of
Development Research, 5(8), 5407-5409.
xxv. Powell, M., & Lubitsh, G. (2007). Courage in the face of extraordinary talent: Why talent management has become
a leadership issue. Strategic HR Review, 6(2), 24-27.
xxvi. Glen, C. (2006). Key skills retention and motivation: The war for talent still rages and retention is the high
ground. Industrial and Commercial Training, 38(1), 37-45.
xxvii. Jiang, T. T., & Iles, P. (2011). Employer-brand equity, organizational attractiveness and talent management in the
Zhejiang private sector, China. Journal of Technology Management, 6(1), 97-110.
xxviii. Hartmann, E., Feisel, E., & Schober, H. (2010). Talent management of western MNCs in Chain: Balancing global
integration and local responsiveness. Journal of World Business, 45(2), 169-178.
xxix. Agrawal, S. (2010). Talent management model for business schools: Factor analysis. The Indian Journal of
Industrial Relations, 45(3), 481-491.
xxx. Lehmann, S. (2009). Motivating talents in Thai and Malaysian service firms. Human Resource Development
International, 12(2), 155–169.
xxxi. Mellahi, K., & Collings, D. G. (2010). The barriers to effective global talent management: The example of corporate
elites in MNCs. Journal of World Business, 45(2), 143–149
xxxii. Horvathova, P., & Durdova, I. (2010). The level of talent management usage at human resources management in
organizations of the Moravian-Silesian Region. Business and Economic Horizons, 3(3), 58-67.
xxxiii. Bhatnagar, J. (2007). Talent management strategy of employee engagement in Indian ITES employees: Key to
retention. Employee Relations, 29(6), 640-663.
xxxiv. Stahl, G., Bjorkman, I., Farndale, E., Morris, S., Paauwe, J., Stiles, P., Trevor, J., & Wright, P. (2007). Global talent
management: how leading multinationals build and sustain their talent pipeline. INSEAD Working Paper Series.
xxxv. Jyoti, J., & Rani, R. (2014). Exploring talent management practices: Antecedents and consequences. International
Journal of Management Concepts and Philosophy, 8(4), 220-248.
xxxvi. Krishnakumar, T. (2011). Tools of succession strategy for all types of talent search. Kegees Journal of Social
Science, 3(2), 401-402.
xxxvii. Connors, L., Graft, L., Joosten, T., Lowe, M., & Stone, P. (2008). Driving sustainable growth through talent at
beneficial financial group. People and Strategy, 31(3), 25-29.
xxxviii. Greer, C. R., & Virick, M. (2008). Diverse succession planning: Lessons from the industry Leaders. Human
Resource Management, 47(2), 351–367.
xxxix. Lockwood, N. R. (2006). Talent management: Driver for organisational success. The Society for Human Resource
Management Research Quarterly, 2-11.
xl. Dubrin, A. J. (2010). Leadership—research findings, practice and skills. Mason: South-Western Cengage Learning
xli. Heinen, J. S., & O'Neill, C. (2004). Managing talent to maximise performance. Employment Relations Today, 31(2),
67-82.
xlii. Garavan, T. N., Carbery, R., & Rock, A. (2012). Mapping talent development: Definition, scope and architecture.
European Journal of Training and Development, 36(1), 5-24.
xliii. Puvitayaphan, A. (2008). Talent management practices in selected companies listed on the stock exchange of
Thailand. Educational Journal of Thailand, 2(1), 1-9.
xliv. Yarnall, J. (2011). Maximizing the effectiveness of talent pools: A review of case study literature. Leadership and
Organization Development Journal, 32(5), 510-526.
xlv. Farashah, A. D., Nasehifar, V., & Karahrudi, A. S. (2011). Succession planning and its effects on employee career
attitudes: Study of Iranian governmental organisations. African Journal of Business Management, 5(9), 3605-3613.
xlvi. Kontoghiorghes, C., & Frangou, K. (2009). The association between talent retention, antecedent factors, and
consequent organisational performance. SAM Advanced Management Journal, 74(1), 29–58.
xlvii. Raeespoor, A., Ebrahimi, M., Poyrmahdavi, M., Salehi, M., Amiri, M., & Rahnavard, M. (2015). Survey in effective
factors on job satisfaction (Case study in nurses of Mem Khomini Hospital). Advances in Environmental Biology,
9(2), 851-855
xlviii. Davis, T., Maggie, C., & Neil, F. (2007). Talent assessment, a new strategy for talent management. Gower, United
States.
xlix. Chhabra, N. L., & Mishra, A. (2008). Talent management and employer branding: Retention battle strategies.
ICFAI Journal of Management Research, 7(11), 50-61
l. Gehrels, S. A., & Looij, J. D. (2011). Employer branding a new approach for the hospitality industry. Research in
Hospitality Management, 1(1), 43-52.
li. Lockwood, N. R. (2010). Employer brand in India: A strategic HR tool. The Society for Human Resource
Management Research Quarterly, 2-13.
lii. Mucha, R. T. (2004). The art and science of talent management. Organisation Development Journal, 22(4), 96-100.
liii. Onyango, W. P. (2015). Effects of transformational leadership styles on talent management: A case of micro, small
and medium size enterprises in Migori County, Kenya. Journal of Poverty, Investment and Development, 10, 51-59.
liv. Betchoo, N. K. (2014). The need for effective leadership in talent management in Mauritius. International Letters
of Social and Humanistic Sciences, 16(1), 39-48.
lv. Jamrog, J. (2004). The perfect storm: The future of retention and engagement. Human Resource Planning, 27(3),
26-33.
lvi. Wahjosoedibjo, A. S. (2009). The role of senior leadership in human capital and talent management. Presented at
the 36th ARTDO International Conference Penang, Malaysia, 4th- 6th October. Available at
www.penconsuting.com
lvii. Rani, K., & Kumar, S. (2014). Factors affecting talent management practises–A review. Paripex - Indian Journal of
Research, 3(11), 20-22.
lviii. Mochorwa, M., & Mwangi, C. (2013). Factors influencing effective talent management strategy in organizations: A
case study of corrugated iron sheets limited-Mombasa Kenya. European Journal of Business and Management,
5(24), 18-23.
lix. Lakshmi, M. S., Srinivas, K., & Krishna, K. V. R. (2010). Employee engagement for talent retention with reference
to the academicians. Review of Business Research, 10(3), 137-142.
lx. Keller, K. L. (2003). Strategic Brand Management, Building, Measuring and Managing Brand Equity, New Jersey:
Pearson Education Inc.
lxi. Lievens, F., van Hoye, G., & Anseel, F. (2007). Organizational Identity and Employer Image: Towards a Unifying
Framework. British Journal of Management, 18(1), 45-59.
lxii. Gomes, D. R., & Neves, J. (2010). Employer branding constrains applicants‟ job seeking behaviour? Journal of
work and Organisational Psychology, 26(3), 223-234.
lxiii. Davies, G. (2008). Employer branding and its influence on managers. European Journal of Marketing, 42(5/6),
667-81.
lxiv. Henderson, B. D. (1989). The origin of strategy. Harvard Business Review, 67(6), 139-143.
lxv. Olson, E. M., Slater, S. F., & Hult, G. T. M. (2005). The performance implications of fit among business strategy,
marketing organisation structure, and strategic behaviour. Journal of Marketing, 69(3), 49-65.
lxvi. Heinen, J. S., & O'Neill, C. (2004). Managing talent to maximise performance. Employment Relations Today, 31(2),
67-82.
lxvii. Handfield-Jones, H., Michaels, E., & Axelrod, B. (2001). Talent management: A critical part of every leader‟s job.
Ivey Business Journal, 66(2), 53-58.
lxviii. Grobler, P. A., & Diedericks, H. (2009). Talent management: An empirical study of selected South African hotel
groups. Southern African Business Review, 13(3), 1-27.
lxix. Morgan, H.J. (2008) ‘Keeping your talent identifying and retaining your star keys’, StrategicDirection, Vol. 24, No.
9, pp.6–8.
lxx. Lockwood, D. and Ansari, A. (1999) ‘Recruiting and retaining scarce information technology talent: a focus group
study’, Industrial Management and Data Systems, Vol. 99, No. 6,pp.251–256.
lxxi. Bhatnagar, J. (2007). Talent management strategy of employee engagement in Indian ITES employees: Key to
retention. Employee Relations, 29(6), 640-663.
lxxii. Ram, P. and Prabhakar, G.V. (2011) ‘The role of employee engagement in work-related outcomes’,
Interdisciplinary Journal of Research in Business, Vol. 1, No. 3, pp.47–61
lxxiii. Lockwood, N.R. (2007) ‘Leveraging employee engagement for competitive advantage: HR’s strategic role’, The
Society for Human Resource Management Research Quarterly, pp.2–11.
lxxiv. Schaufeli, W.B. and Bakker, A.B. (2004) ‘Job demands, job resources, and their relationship with burnout and
engagement: a multi-sample study’, Journal of Organizational Behavior, Vol. 25, No. 3, pp.293–315.
lxxv. Kontoghiorghes, C., & Frangou, K. (2009). The association between talent retention, antecedent factors, and
consequent organisational performance. SAM Advanced Management Journal, 74(1), 29–58.
lxxvi. DiRomualdo, T., Joyce, S. and Bression, N. (2009) Key Findings from Hackett’s Performance Study on Talent
Management Maturity, Hackett Group, Palo Alto.
lxxvii. Joyce, W.F. and Slocum, J.W. (2012) ‘Top management talent, strategic capabilities, and firm performance’,
Organizational Dynamics, Vol. 41, pp.183–193.
lxxviii. Huselid, M.A. and Becker, B.E. (1998) High Performance Work Systems, Intellectual Capital, and The Creation of
Shareholder Wealth, Rutgers University, New Jersey
lxxix. Guthridge, M., Komm, A.B. and Lawson, E. (2008) ‘Making talent a strategic priority’, McKinsey Quarterly, Vol. 1,
pp.48–59.
lxxx. Puvitayaphan, A. (2008). Talent management practices in selected companies listed on the stock exchange of
Thailand. Educational Journal of Thailand, 2(1), 1-9.
lxxxi. Berger, L. and Berger, D. (2010) The Talent Management Handbook: Creating a Sustainable Competitive Advantage
by Selecting, Developing, and Promoting the Best People, 2nd ed., McGraw-Hill Professional, ISBN:978-007-
173905-4.
lxxxii. Janardhanam, K., Nirmala, M., & Pandey, P. (2011). Talent management practices in IT sector. International
Journal of Research in Commerce, IT & Management, 1(2), 36-40.
lxxxiii. Ringo, T., Schweyer, A., DeMarco, M., Jones, R. and Lesser, E. (2008) Integrated Talent Management: Part 3 –
Turning Talent Management into a Competitive Advantage, IBM Corporation, Somers, NY
lxxxiv. Steinweg, S. (2009) Systematisches Talent Management: Kompetenzen Strategisch Einsetzen, Schäffer-Poeschel,
Stuttgart
lxxxv. Tansley, C., Turner, P.A., Foster, C., Harris, L.M., Stewart, J., & Sempik, A., (2007). Talent: Strategy, management,
measurement. Plymouth: Chartered Institute of Personal & Development
lxxxvi. Batt, R. (2002) ‘Managing customer services: human resource practices, quit rates, and sales growth’, Academy of
Management Journal, Vol. 45, pp.587–597.
lxxxvii. Bano, S., Khan, M. A., Rehman, Q. H. U., & Humayoun, A. A. (2010). Schematising talent management: A core
business issue. Far East Journal of Psychology and Business, 2(1), 4-16.
lxxxviii. Mucha, R. T. (2004). The art and science of talent management. Organisation Development Journal, 22(4), 96-100.
lxxxix. Kontoghiorghes, C., & Frangou, K. (2009). The association between talent retention, antecedent factors, and
consequent organisational performance. SAM Advanced Management Journal, 74(1), 29–58.
xc. Gberevbie, D.E. (2010) ‘Organizational retention strategies and employee performance of Zenith Bank in Nigeria’,
African Journal of Economic and Management Studies, Vol. 1, No. 1, pp.61–74
xci. Kaplan, R.S. and Norton, D.P. (1996) Translating Strategy into Action the Balanced Scorecard,Harvard Business
School Press, Boston, MA
xcii. Julia, C.H. and Rog, E. (2008) ‘Talent management: a strategy for improving employee recruitment, retention and
engagement within hospitality organizations’, International Journal of Contemporary Hospitality Management,
Vol. 20, No. 7, pp.743–757.
xciii. White, H.L. (2009) ‘Talent development and management: optimizing human performance in the public sector’,
Presented at the International Conference on Administrative Development: Towards Excellence in Public Sector
Performance, King Faisal Hall for Conferences, Riyadh, Kingdom of Saudi Arabia, 1–4 November, Available at
Xa.yimg.com
xciv. Garman, A.N. and Glawe, J. (2004) ‘Succession planning’, Consulting Psychology Journal, Vol. 56, pp.119–128.
xcv. Roomi Rani (2017) Antecedents and consequences of talent management practices in banking sector, post
graduate department of commerce, University of Jammu, Jammu-180006 (J&K), 2017.