Talent Management Literature Review

AARMSS INTERNATIONAL JOURNAL OF MANAGEMENT AND SOCIAL SCIENCES RESEARCH
ISSN No: 2455-1422, Volume III, Issue 2, June 2017
REVIEW OF LITERATURE ON “TALENT MANAGEMENT”

*Ashwini Yarnal **Dr. Annapoorna M S
Research scholar Program Manager, MTA & Professor
Department of Management, Rani Channamma University, Management Studies, AIMS INSTITUTES
Belagavi. ashwini@bldeaspcc.ac.in Bangalore
ABSTRACT
Literature survey is a process of highlighting an insight into both the conceptual and research based studies available on the area
and the topic chosen. The objective of such a review is to understand the importance of the topic and find out research gaps, if any,
in the selected area. Thus, the review of literature in the present study consists of published research and conceptual based studies
available in India as well as abroad.
Talent management practices start with attracting and retaining the highly skilled employees, developing and mobilizing has per
the requirement of an organization. Analysis of the Talent Management Practices in the field of IT industry has attracted many of
the researchers and management practitioners around the globe. To study the talent management practices in IT industry various
research has been taken up in the fields like employee retention, performance management, employee commitment, compensation,
training and development, recruitment, organization culture and climate.
KEYWORDS: Talent identification, talent acquisition, talent development, talent mobilization, talent retention and maintenance.
OBJECTIVES OF LITERATURE REVIEW:

1. The literature is reviewed from a total number of Journal 69, 2 books and 34Doctoral dissertations, Articles 19, and
Conference 3 for the existing review.
2. The present review tries to explore the various models and practices in talent management. The different areas where,
gaps are identified in terms of scope for further model development and sectorial application.
3. The review is presented in four section
1. Understanding the importance of Talent management.
2. Review of Talent Management and Model.
3. Identify the research Gaps.
METHODOLOGY OF LITERATURE REVIEW:

The articles are collected from database of EBSCO, Inflibnet, Emerald, available from Library and other resources like Conference
proceedings, Text books and Indian Journals. A details graph and table is presented below to show the various sources of literature
review.
Sl. Source of Literature Number

No of Papers
.
1 Journal of Talent 69
Management
2 Articles 19
3 Thesis 34
4 Books 02
5 Conferences 03
Total 127
REVIEW OF LITERATURE:
1. The word war of talent was first coined in the 1998 by Mckinsey. Since McKinsey’s proclamation of the War for Talent
in 1998 (Chambers, Foulon, Handfield- Jones, Hankin, & Michaels, 1998) the study of talent management has come a
long way today.
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2. In the 1998 competency became a popular word in corporate, it was defined by Everts. (Everts, 1998) He defined
competency as an underlying characteristic of a manager which causally relates to his/her superior performance in the
job.
3. (Jacobs, 1989) feels that it is an observable 33 skill or ability to complete a managerial task successfully. (Hornby and
Thomas, 1989) defined it as the ability to perform effectively the functions associated with management in a work
situation.
4. As a result, most companies continue with subjective estimates when assessing the effectiveness of their HR practices
(Becker, Huselid, & Ulrich, 2001).
5. Businesses must have the ability to identify the most talented individuals, provide them with the necessary training and
experience, and retain valuable employees on a long term basis (McCauley & Wakefield, 2006). Managing talent cannot
be completed within a quarter or a year, because it involves integrated planning and is not merely the responsibility of
the Human Resources Department, but other factors are included in managing talent (Heinen & O‘Neill, 2004).
6. Robert E. Lewis (June 2006) “Talent management: A critical review” What is talent management and what basis
does it have in scientific principles of human resources and management? This paper addressed this question by reviewing
problems with the definition of talent management and the lack of data supporting many practitioner claims. Then outline
research that supports a systems-oriented definition of talent management that focuses on the strategic management of
talent. Then outline future avenues of research to further develop the field of talent management and tie it more closely
to the large volume of work in strategic human resources management.
7. Peter Hollanda, Cathy Sheehana & Helen De Cieri (2007) “Attracting and retaining talent: exploring human
resources development trends in Australia” The argument developed in the paper is that in an environment
characterized by increasing levels of skilled labour shortages organisations need to design employment systems that
prioritize human resource development to enable competitive advantage. A research question is then framed to capture
the HR priorities of Australian organisations. It examine responses from 1372 Australian human resources (HR)
professionals who participated in an online survey of a national HR professional association and results are interpreted
with respect to HR efforts to attract, develop and retain talent.
Findings suggest that employers are addressing issues related to attraction - recruitment and selection. However, in critical
HR development areas associated with retention such as training, job design, skill development, careers management and
team building, results indicate a lower level of resource allocation.
8. Erik Beulen (2008) “The enabling role of information technology in the global war for talent: Accenture's
industrialized approach”. The globalization of information technology (IT), in which developing countries play a major
role, has caused a “war for talent.” To meet challenging growth targets, service providers find that recruitment and
retention are of key importance. Specifically, the paper focuses on Accenture's human resources management (HRM)
processes and the suite of applications implemented to support them. Accenture's industrialized approach makes effective
and efficient HRM processes possible. The conclusion is that the HRM applications now working in parallel will
ultimately converge into a fully integrated application suite. As a result, the exchange of employees between the
company's branches would be still better supported, as would the collaboration between those employees.
9. Nigel Thrift(2008) “A Perfect Innovation Engine: The Rise of the Talent World” This paper is intended to be a
synoptic account of the current trajectory of capitalism. Such an account demands a focus on the cultural technology that
has been constructed around the sigil of ‘talent’. The paper is in two main parts. The first part considers the sphere of
production and how talent is being mobilised there. The second part considers the sphere of consumption and the various
means of maximising inventive capacity that are able to be found there as well. The conclusion to the paper considers
the politics of this situation: an important one given that the goal of talent is ontological.
10. Chuai, X. (2008) “Is talent management just ‘old wine in new bottles’? -----the case of Multinational Corporations
in Beijing ,”Talent Management (TM), as a new managerial concept with regard to Human Resource Management
(HRM), has increasingly gained concern and attention from the academic as well as business world, but there are many
gaps and omissions left for further theoretical development and empirical study. Understanding the differences between
TM and HRM becomes necessary. The aim of the present study is to gain a thorough understanding of TM among
Multinational Corporations (MNCs) in Beijing, to explore to what extent this managerial idea represents anything new,
and to find out why organisations adopt TM.
11. Arporn Puvitayaphan (December 2008) Talent Management Practices In Selected Companies Listed On The
Stock Exchange Of Thailand (Set)The purposes of the study were to examine the rationales for implementing talent
management practice; to investigate the key functions of the talent management practices and to identify the key success
factors of talent management practices among six SET-listed companies. The key participants were the 12 heads of
human resources (HR) function, especially human resources development (HRD), in six SET-listed companies. The
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participants were selected by using both purposive and snowball sampling, focusing on the case study method by using
a qualitative approach. The talent management processes are the key issues of this study which found that there are four
functions of talent management practices: 1) talent identification, 2) talent development, 3) talent motivation, and 4)
talent compensation. The talented people in the organization were identified as not more than 10% of the total employees
of an organization or department.
12. Ara Ballesteros Rodríguez (2009) “Talents: the Key for Successful Organizations” To achieve a sustainable
competitive advantage in companies, through talented people using talent management strategies. Here is included all
theoretical framework where it will explain understanding of talent management, talented people and the creativity as a
talent. This framework gives the tools needed to be able to analyse a real talent management strategy. During the analysis
discover that a talent management strategy has to be fitted with the corporate strategy and with the corporate culture and
also, that there are infinite ways to develop the talent management activities, it depends on the organization which
develops it. For instance they have studied two companies, Zero grey and Google, which are very different between them
but both of them have a talent management strategy.
13. Katherine Roper,(May 2009) “The relationship between employees’ perceptions of talent management practices
and levels of engagement: A Botswana organisation case study” The research report provides an empirical based
research study. The novelty of the study stems from its focus on the relationship between employee engagement and
employee perceptions of talent management practices within a NGO. NGOs are underutilized in research contexts within
the current literature. The sample for this study is from an NGO in Botswana that focuses on the mobilization of HIV
testing services and has the vision of no new HIV infections in 2016.Pearson correlation coefficients were calculated to
examine the association between the main constructs. There was insufficient evidence to support a relationship, but the
sample used in the study had high levels of employee engagement, as well as positive perceptions of the talent
management practices within their organization. Significant relationships were found ii between employee’s perceptions
of talent management and the overall number of years that employees had been working (p = .05), and between employee
engagement and employee’s tenure within the organisation (p > .01). The study’s results are discussed in light of the
existing literature, and recommendations are made from the study’s findings. One important recommendation is for the
participating organisation to consider implementing a strategy that focuses on enhancing the organisation’s counsellors’
perceptions of organisational practices and their employee engagement.
14. David G. Collings, Kamel Mellahi (2009) “Strategic talent management: A review and research agenda”Despite a
significant degree of academic and practitioner interest the topic of talent management remains underdeveloped. A key
limitation is the fact that talent management lacks a consistent definition and clear conceptual boundaries. Developing a
clear and concise definition of strategic talent management. It also develops a theoretical model of strategic talent
management. In so doing drawing sights from a number of discreet literature bases. Thus, the paper should aid future
research in the area of talent management through (1) helping researchers to clarify the conceptual boundaries of talent
management and (2) providing a theoretical framework that could help researchers in framing their research efforts in
the area.
15. Kambabazi Jackline Bahizi (2009)Talent management, organisation culture and employee engagement: the case
of national water and sewerage corporation The study was to find the relationship between Talent Management,
Organisation Culture and Employee Engagement. The research was carried out in selected Branches of National Water
and Sewerage Corporation. The researcher used convenient sampling method to select a sample of 163respondents.
Questionnaires were administered to them, were collected after 1 month and were analysed using SPSS software. The
results indicated that there is a significant relationship among the study variables (Talent Management and Employee
Engagement: r = 0.61, p ≤ .01; Organisation Culture and Employee Engagement: r = 0.67, p ≤ .01) Regression analysis
showed that 50% of the variance in engagement can be attributed to Talent Management and Organisation Culture. The
researcher recommended that organisations should implement talent management practices and have a culture based on
shared values and beliefs. A comparative study on the same variables be carried out in other organisations and the same
variables should be studied over a period of time to test validity. The researcher concluded that organisations should be
committed and support a curiosity to learn among the employees.
16. Paul Iles, Xin Chua, David Preece(2009) Talent Management and HRM in Multinational companies in Beijing:
Definitions, differences and drivers TM is merely a re-packaging of what already exists, not being distinct from
traditional HRM practices or disciplines. Six of the companies had adopted ‘exclusive’ perspectives, seeing TM as
‘integrated, selective’ HRM. For some, this involved an ‘exclusive-people’ focus on certain groups of ‘high-performing’
or ‘high-potential’ people; whilst for others it meant an ‘exclusive-position’ focus on certain ‘key’ positions in the
organization. Just one organization had adopted an ‘inclusive-people’ approach. Two of the companies emphasized
‘organizationally focused competence development’, concentrating upon smooth talent flows and development, and
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moving towards a ‘social capital’ perspective which took cognizance of networks, contexts and relationships as well as
human capital.
17. Rola Chami Malaeb, (2010) “Talent Management DNA”, Talent management "DNA" includes first the talent
definition, then talent management definitions, its components regarding the people and roles involved in the process.
The paper is a literature review that has three main components: (1) talent definition; (2) talent management illustrating
all the perspectives and streams distinguished heretofore; (3) the implications to global mobility and human resource
development (HRD). Therefore, TM is not another fad but rather academic research shows several steams of applying
talent management. These streams are grouped into two main categories, inclusive and exclusive. Inclusive approaches
where (i) relabelled the human resource management (HRM), (ii)applied a generic management of talented people and
labelling them into "A","B", and ''C" performers. Exclusive approach where (iii) identification of talent pools for
succession planning purpose and leadership development, (iv) identification of pivotal talent positions followed by
identification of talent pools governed by a differentiated HR architecture.
18. Pamela Bethke-Langenegger, Philippe Mahler (August 2010) “Effectiveness of Talent Management Strategies in
Swiss Companies”. A survey of 138 organisations to investigate how talent management strategies affect organisational
performance in Swiss companies. It appears that the choice of talent management strategy massively affects
organisational performance. Analysing the sample from financial and nonfinancial perspectives, identified higher
corporate profit and increased corporate attractiveness as statistically highly significant main effects of pursuing a talent
management strategy. Also highlight the motivational character and impact on talent’s trust in leaders of talent
management practices in Switzerland. Talent management practices with a strong focus on business strategy have a
statistically highly significant impact on corporate profit, more than any other focus of talent management has. Cultural
elements may have a distinctive impact on the success of talent management activities.
19. Evi Hartmann, Edda Feisel (April 2010) “Talent management of western MNCs in China: Balancing global
integration and local responsiveness” Since the beginning of its market economy and open-door policy in 1978, China
has extensively promoted foreign direct investment. Consequently, many western MNCs have entered the country in
search of new business opportunities. Today, one of the greatest challenges facing these organizations is finding talented
people who are needed to run their businesses. Although the strategic importance of talent management has been
acknowledged in recent years, few studies analyse the talent management of western MNCs in China. Building on
qualitative data from seven case studies, this paper therefore seeks to explore how western MNCs in China identify,
develop and retain their talented employees. The paper shows that MNCs transfer their talent management practices to
China without many changes, focusing specifically on the development of talented employees and the creation of an
organizational culture. Nevertheless, the results also indicate that integrated and strategic talent management strategies
have not yet been fully implemented.
20. Ibraiz Tarique, Randall S. Schuler (April 2010) “Global talent management: Literature review, integrative
framework, and suggestions for further research” The environment for most organizations today is global, complex,
dynamic, highly competitive, and extremely volatile, and is likely to remain for so many years to come. In addition to
these external conditions, most organizations are also facing several global challenges including those related to: talent
flow; the managing of two generations of employees, viz., older or mature workers and younger workers; and a shortage
of needed competencies. Academics are also showing a strong interest as evidenced by their work in the new area referred
to as “global talent management”. In this article review that academic work and attempt to organize that literature by
creating an integrative framework for understanding and advancing further research in global talent management. To
guide this research framework highlights several selected challenges in global talent management, and several drivers of
those challenges. It also highlights the potential role of IHRM activities in addressing those selected challenges.
21. Kamel Mellahi, David G. Collings(April 2010) “The barriers to effective global talent management: The example
of corporate élites in MNEs”This paper focuses on talent management failure by multinational enterprises (MNEs). It
examines barriers to corporate advancement of talents located in subsidiaries and more specifically on promotion of talent
already employed by the MNE to be part of the upper echelon management team at its centre. Theunderlying causes of
talent management failure in MNEs. At the subsidiary level, draw on agency theory to delineate self-serving mechanisms
displayed by subsidiary managers that might hinder effective talent management systems throughout the MNE. At the
headquarter level, used bounded rationality to explain how decision-making processes, and information top management
teams use to make decisions about talent management results in overlooking talents at subsidiary level.
22. Paul Iles , Xin Chuai , David Preece(April 2010) “Talent Management and HRM in Multinational companies in
Beijing: Definitions, differences and drivers” Talent Management (TM) has attracted increasing attention from
academics and practitioners in recent years, but there are many gaps and omissions left for further theoretical and
empirical development. The paper has three main components: (i) a review of how ‘Talent’ and TM has been
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conceptualized in the literature and the outline of a framework we have derived therefrom which identifies four main
perspectives on TM: exclusive-people; exclusive-position; inclusive-people; social capital; (ii) the presentation and
analysis of our research findings relating to TM perspectives and practices in seven multinational corporations (MNCs)
in Beijing; (iii) a concluding discussion which compares and contrasts our findings with the extant literature and our
framework. Six of the companies had adopted ‘exclusive’ perspectives, seeing TM as ‘integrated, selective’ HRM. For
some, this involved an ‘exclusive-people’ focus on certain groups of ‘high-performing’ or ‘high-potential’ people, whilst
for others it meant an ‘exclusive-position’ focus on certain ‘key’ positions in the organization. Just one organization had
adopted an ‘inclusive-people’ approach. Two of the companies emphasized ‘organizationally focussed competence
development’, concentrating upon smooth talent flows and development, and moving towards a ‘social capital’
perspective which took cognizance of networks, contexts and relationships as well as human capital.
23. Paul Iles, David Preece & Xin Chuai(2010)“Talent management as a management fashion in HRD: towards a
research agenda”This paper considers whether ‘talent management’ (TM), as a recently-emerged area of interest for
HRD, can be argued to display features of a management fashion. On the basis of a review of three main perspectives,
we conclude that it is too early to say with regard to two of them, given TM's recent emergence and the paucity of
empirical material, but that TM displays features of institutionalism in TM talk in the business and professional literature.
A research agenda, based primarily on institutional theory, is developed and a number of research questions outlined.
24. Preeti Khatri, Shikha Gupta, Kapil Gulati, Santosh Chauhan (Dec 2010) “Talent Management in HR” The current
business and economic environment is exposing a host of weaknesses in the talent management practices of many
organizations, as well as the lack of a comprehensive understanding of skills, capabilities, key workforces and top talent.
Talent strategy is, in fact, as important as any other part of an organization’s overall strategy, regardless of the business
conditions. The harsh glare of the downturn has exposed the fact that the talent planning and management capabilities of
many organizations are not equal to the challenges that lie ahead. Effective talent management is not simply a matter of
exhortation or charisma. Close, comprehensive and scientific analysis of the capabilities needed to achieve high
performance is vital. Talent management is a process that emerged in the 1990s and continues to be adopted, as more
companies come to realize that their employees’ talents and skills drive their business success. These companies develop
plans and processes to track and manage their employee talent, including, attracting and recruiting qualified candidates
with competitive backgrounds, managing and defining competitive salaries, training and development opportunities,
performance management processes retention programs, promotion and transitioning.
25. Muhammad Umair Abbasi, Muhammad Sohail, Farooq-E-Azam Cheema, Nadeem A. Syed(Fall 2010) “Talent
Management as Success Factor for Organizational Performance: A Case of Pharmaceutical Industry in Pakistan”
study is to illuminate the importance of Talent Management Practices for the Pharmaceutical Industry in Pakistan and to
impose the organizations for the development and implementation of TM mechanism in the industry that provide tools
for achieving sustainable competitive advantages in today's highly competitive environment. Methodology/Sample - Data
from the targeted pharmaceutical organizations were mostly obtained personally by researchers through survey
questionnaire and structured interviews. Findings - The main findings from this research are that talent management
practices will definitely increases the performance of the organization. To be successful and gain sustainable edge
recommended that organizations must keep eye on their people and take care of them in all manners. Practical
Implications - The essential features to compete and survival in the highly competitive environment the talent plays a
vital role in the achievement of an organization's overall strategic objectives and visibly illustrates that the TM practices
fully understands and supports the direction in which the organization is moving.
26. Asad Afzal Humayoun (January 2011) SCHEMATIZING TALENT MANAGEMENT, A CORE BUSINESS
ISSUE (Study of the factors those impacts on talent management in the corporate sector of Islamabad, Pakistan)
To integrate research on talent management with employee attitudinal outcomes and organizational effectiveness. It will
play a distinctive role in conceptualizing talent management endeavours and their impacts on employee work
engagement, turnover avoidance, and value addition. The paper is based on a thorough literature review focusing on
concept of talent management, employee work engagement, turnover avoidance, and value addition. The paper
conceptualizes talent management and its effectiveness for organizations in present competitive business environments.
The study reveals that talent management has positive significant influence on employee attitudinal outcomes and
organizational effectiveness e.g. employee work engagement, turnover avoidance, and value addition. We conclude that
organizations, which are enthusiastic for gaining competitive advantage over their business rivals, need to manage their
talent in vigilant and effective ways. This paper substantiates that the previous research on talent management imparts in
understanding the concept and its enhancement. Furthermore it human resource light upon its impacts with some addition
in existing knowledge.
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27. Chitalu Bridget Kabwe (June, 2011) “The Conceptualisation And Operationalisation Of Talent Management: The
Case Of European Internationally Operating Businesses” The overarching aim of this thesis is to contribute to an
overdue reassessment of TM within the international context by redressing the empirical and theoretical deficiencies,
which are a direct hindrance to development of the field. The philosophy adopted was interpretivist, involving qualitative
methods, that is, semi-structured interviews and documentary analysis were employed in data collection from 17
informant companies based in several European countries. The study makes highly significant contributions in four major
ways. Firstly, the empirical contribution is made through employing two phases of primary research. Phase one was an
exploration of TM practices in 14 internationally operating organisations representing eight industries. Out of Phase One
arose the notion of expectations as a key influence shaping TM in practice as well as indicating managerial and individual
dimensions. Thus Phase Two explored the conceptualisation and operationalization of TM from the perspective of
management, on the one hand and talented employees, on the other. Thirdly, the conceptual contribution arose from (i)
contrasting and distilling the essence of many lax definitions of talent and TM; (ii) identifying the visible and invisible
elements of TM in the domain of practice and(iii) employing a dual theoretical framework which integrated human capital
theory and expectancy theory. Lastly, by dint of the dual theoretical framework the study adds to the understanding of
TM a new lens through which senior managers (and researchers) can clearly identify the gap between managerial
intentions and the practical reality.
28. Sarmad Iqbal, Tahir Masood Qureshi*, M. Aslam Khan and Syed Tahir Hijazi (October, 2011) “Talent
management is not an old wine in a new bottle” The purpose of this empirical investigation is to clarify the relationship
between different talent management activities and traditional human resource management practices. The study
examines the relationship between employee’s emotional stability and talent management practices and the impact of
these practices on organizations’ performance. The results show that talent management practices have positive impact
on performance of organizations, and employee’s emotional stability mediates relationship between talent management
practices and performance of organizations. This research article consists of two focal components: (1) what is talent
management and how it can be distinguished from the earlier HR practices and (2) the analysis of research findings on
talent management practices attained through survey questionnaire from the 150 management employees working in 25
listed companies in Pakistan.
29. Randall S. Schuler, Susan E. Jackson, Ibraiz Tarique (October 2011) “Global talent management and global talent
challenges: Strategic opportunities for IHRM”. The opportunity began to develop in the late 1990s with the advent of
the challenge of “global talent management.” During the past few years this opportunity has expanded to include
challenges dealing with talent shortages, talent surpluses, locating and relocating talent, and compensation levels of talent.
Together, these conditions are all “global talent challenges”. In this article we describe these several global talent
challenges and the strategic opportunities they present to firms and propose the implications of these for firms and for
the field of international human resource management.
30. Jenni Uusi(2011) “Talent pool process: An interview-based study in a single company - The effect of talent pool
inclusion and development program participation on talent engagement and organisational commitment,
Organization and Management” To explore the talent management process of forming talent pools in the context of a
single company. The research question is related to finding out if talent pool inclusion and participation in a talent
development program can affect the work engagement and organisational commitment of talents. Research targeted at
investigating the process of forming talent pools is scarce, and the aim of this study has been to address a gap in this
research. This research takes a qualitative approach to the research question. Semi-structured interviews were conducted
with employees who have been included in the talent pool of the company. As the main finding of this study, it shows
that talent pool inclusion and participation in the talent development program can have a positive effect on organisational
commitment of those employees who have been included in the talent pool. Findings related to work engagement are
two-fold. Talent pool inclusion shows to have a positive effect on the overall engagement, but at the same time its impact
on daily work is limited.
31. David Burkus, Bramwell Osula(2011) “Faulty Intel in the War for Talent: Replacing the Assumptions of Talent
Management with Evidence based Strategies” Despite a raging “war for talent,” the field of talent management suffers
from a lack of empirically developed definitions, goals or models. Lacking these, organizational leaders have relied on
commonly accepted HR practices that have been rebranded as “talent management.” This article reviews the research,
challenging many of the foundational assumptions of these HR practices. The implications of this research are reviewed
and “evidence-based strategies” for talent management proposed with examples provided of each strategy.
32. Dr. Ms. Zartaj kasmi (november2011) Talent a critical driver of corporate performance and competitive
advantage Recruitment alone is no longer sufficient. There is no alternative but to develop and grow talent within the
organization. The ability to attract, develop and retain talent determines the strategic capability of organization. It has
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been realized that “Talent drives performance”. To study importance of talent management, to identify its relationship
with employee work engagement, employee value addition and discuss strategies for effective talent management.
33. Lamyaa E. Elsalanty (Dec2011) The Mediating Methods of Leadership Development in theRelationship between
Talent Management and Job PerformanceThe greatest challenges facing these organizations is finding talented people
who are needed to run their businesses. A total of 25 Faculty in Mansoura University and Damietta Branch are used in
this paper using survey, where up to 17 colleges in Mansoura and 8colleges in Damietta, which numbered 619 single
(467 single colleges Mansoura, 152 Single colleges Damietta), has been taking a random sample of 124 single. Results
reveal that there is a direct correlation between Talent Management and methods of Leadership development and Job
Performance. Results also support that Talent Management has obviously positive influence on methods of Leadership
development and Job Performance; methods of Leadership development has obviously positive influence on Job
Performance. Finally, Talent Management has direct and indirect influences on Job Performance through methods of
Leadership development.
34. Tan Siao Ping (2011) Impact of talent management practices towards organizational commitment Productivity
becomes low and employees are not focused to serve towards the goals of the organizations. Organizations need to
identify the initiatives that can be taken to keep their employees. Therefore, the objective of this research is to examine
the impact of talent management practices towards organizational commitment. The 5 talent management practices
identified are attracting talent, selecting talent, engaging talent, developing talent and retaining talent. These talent
management practices are tested against 3 components of organizational commitment, namely affective commitment,
continuance commitment and normative commitment. Responses are collected from questionnaires distributed through
emails. Results are generated using regression analysis to test the hypothesis developed. Talent management practices
are found to be positively related to organizational commitment. The 5 talent management practices identified for this
research are significant to organizational commitment. Future studies can focus on engaging talent and developing talent
which are the significant talent management practices to organizational commitment. In conclusion, talent management
practices play an important role towards organizational commitment
35. Dr Marian Carcary (January 2012), “Managing Your People Assets – A Focus on the IT Talent Pool” the IT
function holds a strategically important role in many organizations today. The IT function not only supports day-to-day
operations and business continuity, but due to technology’s evolution from roles of automate to informate to
transformate, the IT function also playsan important part in how ICT can enable and facilitate radicalorganizational
change. Therefore, the people assets of the ITfunction are a key resource that needs to be effectively managed.The
principles of Talent Management, which recognizes thedifferential impact of employees in delivering value to
theorganization, are examined in this white paper. Key talent sourcesfor the IT functionneed to be identified and recruited;
rewarded inline with their performance contributions; developed throughappropriate training programmes/schemes, and
retained. Increased maturitywould improve practices surrounding the identification andmanagement of key talent
sources.
36. Malikeh Beheshtifar, Mojtaba Ziaadini(Jan 2012) To Promote Job Involvement via Talent Management Talent
management is a relatively new area for both public and private sector organizations. Studies show that talent
management has positive outcomes. One of them is to promote job involvement among employees. Job involvement led
to theoretical attentions among researchers in the area of organizational behaviour. For talent management initiatives to
be effective, organizations need formal processes, with many people involved and with strong links between leadership
and talent to translate into specific organizational value-based behaviours. The study is recommended the managers
succinctly improve talent management in workforce by different ways for promote job involvement, because they have
the mission to contribute to the achievement of organizational goals.
37. Malak & Abunar (March 2012) The Attitude Of Decision Makers Towards The Process Of Talent Identification
To increase and sustain global competitive advantage, organizations must identify and manage their workforces
effectively. The aim of this study is to examine the essential factors that influence the decision makers when identifying
and evaluating internal talents in MNCs across KSA and the UK. To date, there is some factors have been largely
separately examined in the literature. Author attempts to investigate these factors collectively and how they are differing
across countries to develop a comprehensive conceptual framework. This framework will address the nature of the
decision making process concerning talent identification across culture.
38. Spring 2012, “Talent Management and the Cultural Influences on Human Resource Management Processes, A
comparison on HRM practices between companies from Sweden and Romania” The purpose of the present paper is
to identify if there are any differences or Similarities in talent management practices in companies from Sweden and
Romania. The research is based on a survey conducted on four international Swedish companies and four Romanian ones
where data was collected through a self-completion questionnaire. It has been confirmed that companies from both
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countries are familiar with talent management on the three main processes of human resource management (recruitment,
selection and retention), but some differences and similarities in their practices were found. Though, it seems that
companies from Romania have not developed human resource management so far as have the Swedish firms. However,
the companies investigated have different approaches on this matter. A talent management mind set is also perceived as
being more common in the Swedish companies than in the Romanian ones. Unfortunately, the sample size was not large
enough in order to tag this situation as generally valid for these countries.
39. Eva Wuellner Surrey (JULY, 2012) “TheImpact of Globalisation on Talent Management in theSpecific Case
oftheGrand Duchy ofLuxemburg-Thephenomenonof frontierworkers.” The topic under research appears in the
framework of Talent Management and is dealing with the phenomenon of frontier workers in Luxembourg. Luxembourg
is, with the exception of Malta, the smallest of 27 members of the European Union. As one of the leading investment and
financial centres worldwide, employing 142 different nationalities, it is by far the richest country in the European Union
in terms of GDP per capita. Luxembourg stands for attractive fiscal policy, good working environment, low taxes and
high social security and is seen as an excellent choice for a career move. More than 45% of workplaces in Luxembourg
are occupied by frontier workers, commuting every day from the border countries Germany,
40. Madhuri Gupta; Kavita Aggarwal (September2012) Talent Management Strategy: A Study of Private Banks In
India Younger generations have different needs and are renegotiating the psychological contracts with their employer.
Retaining and developing key people in the organization will be a critical success factor in the next 5 years. One of the
problems organizations have is finding a clear definition of talent management. To progress these debates, this research
has been set out. The summary version of the paper details the overarching framework for defining and understanding
talent management strategies that was used and developed by this research on private banks in India. This research
explores areas of best practice and issues that organizations are struggling with, in order to gain an understanding of the
reality of talent management strategies. The survey 25 HR professionals from Axis Bank and ICICI Bank-30 Employees
from Axis Bank and ICICI Bank); finding the right measure of return on investment is important and should stem from
the perspective that is driving the talent management strategy.
41. P. Kumari & P.C. Bahuguna(sep 2012) Measuring the impact of talent management on employee behaviour: an
emperical study of oil and gas industry in india The oil and gas companies in India are finding it very challenging to
locate and attract the right skills. The challenge for them is to develop rigorous talent management system which will
ensure the availability of the right people for the industry and thus enhance productivity and profitability. The present
paper has been divided into four sections. In the first part, the changes occurring in the business environment and in
particular the challenges faced by the oil and gas industry have been discussed. The second section explores the concept
and reviews the available literature on talent management (TM). The third section research framework and research
methodology finds mention. The fourth section is about results and discussions.
42. Preeti Jayachandran Nair (November 2012) Is talent management accentuated by competency mapping? : with
special reference to educational sector the linkage between talent and an organization’s business challenges and
strategies is that effective strategy execution requires sufficient numbers of the right people with the right skills and
knowledge, in the right roles. Competency mapping tailored to one’s organization is necessary to train, define and retain
talent in a company. The research paper made an attempt to identify whether competency mapping can be beneficial for
talent acquisition, talent development and retention of faculties in higher education sector. The research also examined
the factors affecting the recruitment and selection process in the educational sector. The paper has also tried to highlight
the advantages of using competency mapping for talent management in educational system. Descriptive research design
was used for a population consisting of faculties of higher educational institutions in Baroda city. Statistical techniques
like Weighted Mean Value and Ranking method were used for data analysis. The study revealed that Competency
mapping can be a talent management strategy for effective recruitment and selection, training, career development and
succession planning and organizational development.
43. Sajjad Waheed, Abdülhalim Zaim, Halil Zaim (2012), Talent Management In Four Stages 'Talent' are categorized
as valuable, rare, hard to imitate and difficult to find. Any organization that wants to defeat others in business should
emphasize on talent management. One of the ways to face the current situation is by talent management through an
internal ‘talent pool’ within the organization. This paper proposes and discusses a four-stage model that covers probable
research aspect of the ‘Talent Management’ and the subsequent ‘Career Planning’.
44. Marco Guerci & Luca Solari (2012) “Talent management practices in Italy – implications for human resource
development“ This article reports the results from case studies on four Italian companies, focusing the managerial
practices they implemented for managing talent. The results show that, in the Italian context, talent is managed for very
different organizational objectives, with the general aim to foster a segmented approach to the workforce and to commit
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top and line managers to HRD activities. The results are compared with existing literature, and both implications for
HRD practice and HRD theory are highlighted.
45. Fraser Macfarlane, Joanne Duberley, Chris Fewtrell & Martin Powell (2012) “Talent management for NHS
managers: human resources or resourceful humans?” This article examines the evolution of processes used for
managing talent and developing leaders in the UK's National Health Service (NHS) by applying human resource
management theory to an empirical case study. Our aim was to provide a constructive, but critical, analysis of the current
role of managerial talent management and to comment on the suitability of the adopted approach in the NHS. Over the
past three decades the NHS has come to adopt an increasingly ‘hard’ approach to talent management, i.e. rationalistic,
managerial and narrowly focused on leadership competencies and senior management roles.
46. Christopher Rhodes (2012) “Should leadership talent management in schools also include the management of self-
belief?”This article offers an analysis which strongly suggests a relationship between the management of self-belief and
the goals of talent management expressed via socialisation, belonging, perseverance, and the facilitation of identity
transformation and the enactment of leadership. The article concludes that self-belief is an important component of talent
management and warrants further exploration if human potential is not to be lost, wasted or misplaced within schools.
47. Yanhong Shia & Robert (2012)“Talent management issues for multinational logistics companies in China”the
rapid business expansion in China, multinational logistics companies are desperately in need of local management
personnel to staff new offices and routes. This has been a major challenge for multinational logistics enterprises, as
finding qualified candidates, recruiting them, and retaining them in China have proven to be harder than expected. First,
there is a shortage of qualified graduates from universities for open roles in logistics enterprises partly due to the nascent
logistics higher education in China. Second, multinational logistics enterprise roles are often less appealing to talented
Chinese job candidates who have multiple options for logistics career opportunities. Third, there is a gap between the
expectations of Chinese employees and the perceived reality of foreign managers relative to what constitutes competitive
salary, benefits, and job satisfaction conditions. Researcher identify several approaches to close the gap that exists today,
including (a) creating training opportunities for HR managers on Chinese culture and social contexts, (b) establishing fair
incentives internally, and (c) seeking deeper and broader relationships with Chinese universities to attract talent.
48. N. Venkateswaran(2012)“Strategies for Adopting Talent Management Issues in Software Companies” People are
the most important resource of Software Company. Software companies especially have always had to compete for the
best and brightest. Facing growing competition for the talent they need, they work harder and longer at keeping their
best, developing skills internally, and always on the lookout to attract the best and brightest. The purpose of this paper is
to provide an in-depth look into where retailers are succeeding on the talent front –and where they are coming up short.
The research design used in this study is descriptive and conceptual framework of this research is based on theoretical
and design principles. This paper draws on a survey of 112 organizations to investigate how talent management strategies
affect organizational performance in software companies. The findings from this study are talent management practices
with a strong focus on business strategy and its alignment with overall business goals. This research paper suggested that
the management and individuals need to establish metrics and communicate the impact of the organization’s talent
management efforts.
49. Mahan Poorhosseinzadeh and Indra Devi Subramaniam, J.(2012)“Determinants of Successful Talent
Management in MNCs in Malaysia”As human capital has been known as the most critical element of competitive advantage, most
organizations around the world have grasped the importance of talent management. Talent management does not have one face, so various
organizations implement it with their unique strategy. In the current economic downturn, not only there is a high demand for talents but
also it is very tough to attract, deploy, develop and retain talents in the organizations as well as implementing an effective
succession plan . The main purpose of this study is to investigate the determinants of successful talent management in the MNCs in Malaysia. The
independent variables are attracting talents, deploying talents, developing talents, retaining talents and succession planning. The
dependent variable is successful talent management. A quantitative approach is used in this study. A cross-sectional
correlation research design and survey method is used to collect data. A research model and five hypotheses were developed. Regression
analysis was used to test the hypotheses. The study found that only 67.3% of the MNCs studied had implement talent management
in their organizations. All of the variables were significantly related to the success of talent management in MNCs in Malaysia.
However, developing talents was found to be the most significant predictor of successful talent management in MNCs in Malaysia.
50. Randall S. Schuler, Susan E. Jackson (2012) Global Talent Management And Global Talent Challenges: Strategic
Opportunities For IHRM For international human resource management this has meant many strategic opportunities
to international human resource management. An excellent example of such an opportunity is that which exists regarding
the management of talent. This opportunity began to develop in the late 1990s with the advent of the challenge of “global
talent management.” During the past few years this opportunity has expanded to include challenges dealing with talent
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shortages, talent surpluses, locating and relocating talent, and compensation levels of talent. Together, these conditions
are all “global talent challenges”.
51. James Sunday Kehinde (2012) Talent Management: Effect on Organizational Performance The impact of talent
management on organizational performance is a problem especially where only strategic staffs is treated as talents of the
firm. The purpose of the study is to examine the effect of talent management on organizational performance. The
questionnaire was used as the survey method of collecting primary data for the study. Correlation coefficient, t- student
distribution and the descriptive analyses were the methods used to analyse the data gathered. The analyses revealed that
talent management has positive impact on the organizational overall performance The study therefore recommends that
talent management scheme should be used for all categories of staff within the firm that have special talent and that firms
should separate between their talent management scheme and the total human recourses management style of the firm.
52. Dewi Tajuddin & Roselina Ahmad Saufi (2012) A preliminary study on the validity of talent management
practices, talent brand strategy and employee value proposition in the Malaysian banking industry The objective
of this study is to examine and validate the practice of Talent Management, Talent Brand Strategy and Employee Value
Proposition in the Malaysian Banking Industry. The authors are motivated to conduct this study due to the absence of
reliable implementation and effectiveness of Talent Management Practices, Talent Brand Strategy and Employee Value
Proposition among banking companies in Malaysia. 150 respondents participated from 16 banks’ branches in Sabah,
Malaysia, in which the sample list was drawn from the directory of Banking Industry in Malaysia. The preliminary results
show that the Reliability Coefficients of the scales for Talent Management Practices (0.786), Talent Brand Strategy,
(0.678) and Employee Value Proposition (0.707).
53. Mutambara S. and Mutambara J (2012) Talent Management In Humanitarian Organisations In Zimbabwe The
study analyses the challenges of talent management in Non-Governmental Organisations (NGOs) in developing countries
showing the link between level of talent management and employee commitment or engagement. Sixty employees from
the two NGOs participated in this study through questionnaires, 32 through Focus Group Discussions and 18 were
interviewed (including 10 former employees who were interviewed through the telephone).The results of the study
showed that organisations were not embracing ideal talent management as they lacked effective orientation practices,
mentoring and training programs, succession planning for key personnel and staff retention strategies. Managers were
not spending enough quality time on talent management and were not benchmarking their talent management practices
with other NGOs operating in the same areas; neither was they conducting periodic staff surveys to assess staff
satisfaction and engagement. Workers identified poor labour relations and poorly administered rewards systems as major
causes of disengagement and staff turnover.The research implications are that NGOs should facilitate a learning
organisational environment where employees feel valued and receive the necessary support and respect to realise their
potential and improve workers’ commitment. The value of the research is that no known study has been carried out to
study talent management in the non-profit sector in Zimbabwe. This study, by filling this gap in the academic/reading
community, offers an empirically based framework for successful talent management in the humanitarian sector and
improves their chances of meeting their mission goals.
54. Anupam Rani, Dr. Upasna Joshi2012 A Study of Talent Management as a Strategic Tool for the Organization in
Selected Indian IT Companies article addresses how recruitment and selection, a traditional function of HRM needs to
be managed in an organizational context that has a focus on talent management. Expressed from a strategic business
perspective, "Talent management may be defined as a core sub-system of an organization's strategic management system,
to develop a human resource asset base that is capable to support current and future organizational growth directions and
objectives". Talent management may be described as comprising three key components:-
 Talent Identification
 Talent Development -Internal and external talent development
 Talent Engagement, motivation and retention
55. Wael H. Ramadan(2012) The Influence of Talent Management on Sustainable Competitive Advantage of Small
and Medium Sized EstablishmentsThe research provides empirical evidence on the links between talent management
and competitive advantage. The evidence presented in this research recommends that firms consider business models that
invest in talent management. Proportional odds ordered logistic regression models are used to test hypotheses on the
influence of talent management on objective measures of the outcomes of a firm's sustainable competitive advantage.
The results are both statistically significant and strong.
56. Naif Fawzi Al Ruwaili, David Bright, Abdullah Alhameed(February 2013) “To What Extent Talent Management
in Saudi Arabian Banks”The main purpose of this study is to assess the application of talent management in Saudi
banks. This assessment comes in response to the transformation of many organisations from traditional practices of
human resource management (HRM) to talent management and the increased competition at the local and global levels
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as one of the consequences of globalisation. The population of this study comprises Saudi banks operating in the city of
Riyadh and the sample consists of two national and two foreign‐owned banks. The data collection process involves semi‐
structured interviews conducted with 18 HRM officials at the four banks. The research objectives and the wider purpose
of this research are to identify the awareness and the state of talent management in Saudi banks.
57. Dr. Siddarth Singh Bist ** Ms. Nidhi Srivastava (April 2013) Talent Management Scenario in the Banking
Industry To explore the talent management scenario in the banking industry. The study explores the thrust and
initiative on talent management in selected private and public sector banks. Key findings suggest that talent management
initiatives are well developed in private sector banks compared to public sector banks in terms of rewards, remuneration
and selection procedures. Public sector banks compensates in terms of job stability due to life time employment with
post-employment pension.
58. Stockholm, Sweden (2013) “Talent management – Retaining and managing technical specialists in a technical
career” The purpose of thesis is to investigate talent management and how companies should work with talent
management in order to retain and manage technical specialists in a technical career. Talent management is found to be
important for modern organizations because of the advent of the knowledge economy, new generations entering the
workforce and the need for businesses to become more strategic and competitive, which implies new ways of managing
human capital. Furthermore, talent management is motivated by the fact that it has been found to lead to higher corporate
profits when it is connected to the corporate strategy. The research method in this thesis is qualitative, and based on a
case study of an organization in Norway active in the oil and gas industry, where qualitative semi-structured interviews
have been performed. Moreover, the findings are compared to a set of industrial companies located in Sweden, which
are similar in size to the case company and have similar needs for technical competence. The analysis of the empirical
material in conjunction with the literature leads to our suggestions that there is a need for connecting the HRM practices
with the corporate strategy, that the career concept needs to be redefined, and that talent management needs to integrate
HR practices.
59. Fatemeh Khalvandi1, Abbas Abbaspour (2013) “Optimizing Talent Management Process;A Case Study in PONE
Company” in order to optimize the current talent management process in PONE Company. Research methodology is
mixed method (quantitative - qualitative) that took place in two phases. In the quantitative phase, the survey, using a
questionnaire and a random sampling method and sample size of 267 cases among all employees using Cochran formula,
the gap between the current state and desired state of talent management process was investigated. In the qualitative
phase, semi-structured interviews with 24 of the managers whom were selected via purposive sampling were analysed
by means of content analysis for the purposes of explanation and interpretation of the gaps in talent management aspects.
The results of the quantitative data revealed that there were significant gaps between all the components of talent
management in the company including identification, development, assessment and retention and talent management
process, as a whole, with an optimal state. Findings of qualitative content analysis revealed the dimensions of the gaps
in each component of talent management process. Based on the revealed the gaps and barriers in each component, in
order to optimize the company's current talent management system and to remove these gaps and barriers, appropriate
strategic recommendations have been proposed.
60. Marian Thunnissen, Paul Boselie & Ben Fruytier(2013)“A review of talent management: ‘infancy or
adolescence?” The aim is to provide a critical review of the academic literature on talent management in search of
alternative perspectives. Found three dominant themes: the exploration of the concept of talent (definitions), the intended
outcomes or effects of talent management and talent management practices. Main finding was that the current talent
management literature has a too narrow and one-dimensional approach. It can be characterized as managerialist and
unitarist and has a limited view of the practices and activities of human resources. To broaden this view to a more
balanced or pluralistic approach to talent management. The new perspectives are not only valuable for the development
of the field of talent management in general but also essential for a broader theoretical framework for talent management
in different contexts.
61. Yvonne Downs & Stephen Swailes (2013) “A capability approach to organizational talent management” article
takes a fresh and radical look at organizational talent management strategies. It offers a critique of some of the prevalent
assumptions underpinning certain talent management practices, particularly those fuelled by the narratives of scarcity
and metaphors of war. Article argues that talent management programmes based on these assumptions ignore important
social and ethical dimensions, to the detriment of both organizations and individuals. Offer instead a set of principles
proceeding from, and informed by, Sen's ‘capability approach’ (CA). Based on the idea of freedoms not resources, the
CA circumvents discourses of scarcity and restores vital social and ethical considerations to ideas about talent
management.
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62. Mireia Valverdea*, Hugh Scullionb& Gerard Ryan(2013)“Talent management in Spanish medium-sized
organisations”The study aims to contribute by studying the concept and practices of TM in MSOs in Spain. A multiple
case study methodology was used in order to analyse TM perceptions, definitions and practices. The results show very
little awareness of the term and rhetoric of TM even when TM principles and practices are applied. To conclude that TM
must go beyond specific practices in order to represent a truly strategic approach to effectively deploying human talent,
especially as some typical human resource policies associated with TM in large companies do not necessarily apply to
MSOs.
63. Ora-orn Poocharoena& Celia Lee(2013)“Talent Management in the Public Sector: A comparative study of
Singapore, Malaysia, and Thailand”article investigates public sector talent management schemes in Thailand,
Malaysia, and Singapore.The three countries are found to have comparable names of talent management schemes. They
are such as scholarship schemes, training schemes for high-potential officers, and special pay scale for those identified
as a talent. Identifysome key factors that can possibly explain the variations. They are such as: the differing definitions
of talent, the structure and scope of authority of the responsible agencies, the level of flexibility of incentive systems, and
the differing performance appraisal systems in each country. At the end, this article offers a spectrum of exclusive and
inclusive approaches to talent management that governments can use as guidance.
64. Marion Festinga, Lynn Schäfera & Hugh Scullion(2013)“Talent management in medium-sized German
companies: an explorative study and agenda for future research” the nature of talent management (TM) in German
small and medium-sized enterprises (SMEs), an under-researched area in the field. The findings are based on data
collected from 700 SMEs in Germany. Three distinct clusters of TM intensity profiles are identified (highly engaged
talent managers, reactive talent managers and retention-based talent managers), which vary according to annual sales
volumes, industry affiliations, cooperative behavior with respect to human resource (HR) and TM networks, the long-
term focus of TM and future HR and TM budgets. In summary, most of the investigated companies place a high
importance on TM reflecting a developmental approach which fits well with the German business system. One key
finding of the study was the preference of most German SMEs to choose a more inclusive approach to TM and target all
or most employees, in contrast to large multinational enterprises where a more elitist approach is favored. Another major
finding was that TM cooperation with other firms and institutions was used as a strategy to cope with the war for talent
in a country, which despite the Global Financial Crisis is characterized by strong economic growth and important
demographic challenges.
65. Pak Tee (2013)“The global war for talent: responses and challenges in the Singapore higher education system”
article examines the responses and challenges of the Singapore higher education system against the backdrop of the
global talent war. It first describes the higher education system in Singapore and analyses the system's response to the
talent war. Then, it examines the issues and challenges in attracting world class universities and top academics and in
attracting talented foreign university students. In particular, although Singapore has been successful in some regards, the
challenges are the growth of this education hub in a government-controlled approach, cultural differences between locals
and foreign talents and local sentiments to foreign talent.
66. Dana Minbaevaa*& David G. Collings2013) “Seven myths of global talent management” The challenges associated
with managing talent on a global scale are greater than those faced by organisations operating on a domestic scale. Believe
that the former relate to the fact that a number of key myths regarding talent management may undermine talent
management's contribution to multinational corporation effectiveness and retard the development of management
practice in this regard. Aim is to unpack some of those myths and offer some suggestions for advancing the practice of
talent management on the basis of insights from both practice and academic thinking in this area.
67. Alan R. Nankervis(2013) “‘Building for the future?’ Government and industry responses to the challenges of
talent management in China” China industries face enormous human resource management (HRM) challenges
associated with the country's rapid economic growth. Principal amongst these HRM challenges is the need to attract and
retain crucial talent. It is likely that if Chinese industry is unsuccessful in these endeavours, the future economic growth
of China may be stalled, resulting in more serious long-term outcomes. This paper explores these challenges together
with some possible solutions and future research directions.
68. Paul Sparrowa*, Elaine Farndalebc & Hugh Scullion (2013)“An empirical study of the role of the corporate HR
function in global talent management in professional and financial service firms in the global financial crisis”
study presents an empirical exploration of a theory-driven framework of corporate human resource (CHR) roles in global
talent management (GTM). Specifically, it expands our knowledge of the process of GTM in two sectors: financial and
professional services. The different business contexts are, however, critical to understanding the findings; in particular,
the study demonstrates how CHR roles in GTM are affected by the approach to international business strategy and GTM,
extent of corporate centralisation, and the business context, particularly the impact of the 2008 global financial services
34
crisis. The study also shows the importance of a micro-component approach to the study of the global integration–local
responsiveness balance in GTM. GTM strategy is found to be highly embedded in the broader business structure and
shifts in the direction of globalisation within the sector, entailing epochs and episodes of internationalisation.
69. Abdul Majeed(November 2013)“Application of Business ProcessThrough Talent Management: An Empirical
Study” Business process reengineering (BPR) and talent management are the strategic decisions that create impact on
organization performance. When an organization is in a position to reorganize its existing business process, the
organization develops its talent pool including the talent management. These talents benefit for achieving the desired
result of reengineering. This paper focuses on developing empirical relationship in which talent management mediate
between business process reengineering and organization performance. 100sample sizes of 25 major organizations in
Lahore were selected with response rate of 70%. Results show that business process reengineering and talent pool has a
positive significant impact (∆R2=41%,β=31%, P=0%), (∆R2 =41%, β=45%, P=3%) on organization performance. Talent
management mediates relationship between business process reengineering, talent pool development and organization
performance. (∆R2 =45%, β=45%, P=1%). Suggestion for future research is to delve into conceptual boundary and
comprehensive implementation of effective talent management system in the organization.
70. Rita Kagwiria lyria (December 2013)“Role of Talent Management on Organızatıon Performance in Companıes
Lısted in Naıbobı Securıty Exchange in Kenya” Talent management involves positioning the right people in the right
jobs. This ensures that the employees maximize their talent for optimal success of the organization. As talent management
is a relatively new area for both public and private sector organizations, most organizations have prioritized it to ensure
they acquire, develop and retain the right staff. This study aims to review literature related to the role of talent
management on organization performance with the view to establish gaps for further studies on the topic.
71. Doren Chadee, Revti Raman, Banjo Roxas(Dec 2013) The Role of Talent Management in Enhancing B2B
Relationships in Offshoring Organisations: Evidence from Indian IT Services Sector This paper argue that for firms
which are already global in nature, talent management (TM) serves as the mechanism for leveraging the organisations
global mind-set (GM) in improving its relationship quality (RQ) with client firms. Using a sample of 68 offshore service
providers (OSPs) in the IT sector in India, the paper investigates how to enhance their RQ–through GM and TM. The
findings suggest that the GM of top management teams and TM enhance the RQ and that TM significantly mediates the
association between the GM and RQ of OSPs. The key implications of the study include the need to develop GM of top
managers and TM as essential capabilities for OSPs.
72. Mahan Poorhosseinzadeh and Indra Devi Subramaniam (2013) “Talent Management Literature Review” The
concept of talent management has attracted most of the researchers’ attention in recent years. While most of the
organizations implement talent management in their organization but there are a lot of unknown issues that need to be
investigated. The aim of this study is to examine the talent management process in organizations. This is a descriptive
study. Data is obtained by analysing journal articles on the topic. Therefore the study essentially uses secondary data.
73. Mohammad Othman El nakhala(2013)The Availability Of Talent Management Components From Employees
Perspectives (Al aqsa voice Radio Station Case Study) study aims at exploring the availability of talent management
component at al aqsa voice radio station from its employees perspectives .the study depends on a comprehensive survey
that consists of all employees at al Aqsa voice radio station. A questionnaire was distributed to measure the variables,
their availability from all of the employees perspectives,and to determine the difference between their levels due to some
of personal & organizational factors . Such variables are the talent recruitment, talent development, and talent
retention.Through exploring the variables, the results showed that the level of talent management at al aqsa voice radio
station are available with 63.75%, the level of talent recruitment is 64.39%, the level talent development is 6.46%, and
the level of talent retention is 69.78%.The study has many recommendations for researchers, companies and radio
stations. The researcher recommends that companies should pay attention to Talent management and its components
.They should also concern to be an employer of choice and have an attractiveness brand to attract the skilled talent . it is
important for companies to retain talent employees by enhancing good conditions for work and give more attention on
work-life balance.
74. Aiza Hussain Rana, Abdus Sattar Abbasi (2013)Impact Of Talent Management And Employee Turnover
Intention On Organizational Efficiency-A Case Of Telecommunication Sector Of PakistanStudy Examines
Influence Of Talent Management(TM) and employee turnover intention (ETO)on organizational efficiency(OE)in
telecommunication sector of Pakistan(TSP). Simple Random Sampling technique was used. Structured questionnaires
were distributed to 350 employees working in franchises, regional offices, service centres and business centres currently
operated in Lahore.273 questionnaires were returned filled. SPSS 17 was used to analyse the data. Study results indicate
that by reducing ETO organizations can enhance their efficiency. Research results revealed an interesting dimension of
talent management which reflects negative relationship with organizational efficiency in TSP. finding exposes that TM
35
sometime elevates ETO and reduces the OE. TSP needs to reduce employee turnover rate by managing the talent properly
to elevate OE.
75. Dr. D.D. Bedia, Ms. Annada Padmawat(DEC 2013)Comparative analysis of talent management practices in
selected public and private sector organisations There is nothing new about the different approaches contained in the
concept of talent management –attraction (acquisition), retention, motivation, engagement, development and succession
planning. This research is the comprehensive coverage of main talent management practices including its sub-
functioning. The research concentrated on 53companies of public and private sector and collected 313 samples. The
purpose of the research paperis to encourage the organizations to develop their own philosophy of talent management.
This work is useful for all academicians, students, research scholars and professionals. The research analysis has revealed
that there are basic significant differences among talent management practices in public and private sector organisations.
Public sector organizations and agencies need to be creative in how they keep employees engaged as competition for
skilled workers from the private sector builds up. For public sector organizations, talent management is the answer to
finding qualified talent, retaining satisfied employees, enhancing communication and transparency, lowering operational
costs, and achieving the organization’s objectives
76. Pernilla Bolander,Kajsa Asplund,Andreas Werr(March,2014)Talent Management in a Collectivistic and
Egalitarian Context –The Swedish Case Talent Management(TM) is currently on top of the HR agenda of managers
all over the world. Recent research has identified a need for empirical research on TM in other national and cultural
contexts. The current study focuses on TM practices in the Swedish context which is characterized by collectivistic and
egalitarian values at odds with the individualistic and elitist values of TM. Based on a study of16 organizations, three
approaches to TM are identified –a Humanistic approach, a Competitive approach and an Entrepreneurial approach. The
three approaches are described and discussed in relation to the organizational and cultural context in which they were
identified.
77. Rita Kagwiria lyria, Prof G.S Namusonge, Dr Kabare Karanja (April 2014)Effect Of Talent Retention On
Organisation Performance In Companies Listed In Nairobi Securities Exchange In Kenya
Talent retention aims to take measures to encourage employees to remain in the organization for the maximum period of
time. Talent turnover is harmful to a company's productivity because costs of attraction are high. Direct cost refers to
turnover costs, replacement costs and transitions costs, and indirect costs relate to the loss of production, reduced
performance levels, unnecessary overtime and low morale (Echols, 2007) Mendez et al, (2011) further emphasizes that
a company needs to invest in employee retention in order to be successful.
78. Nicolene Barkhuizen, Geraldine Welby-Cooke, Nico Schutte, Karel Stanz(May 2014) Talent Management and
Leadership Reciprocity: The case of the South African Aviation Industry To explore employee perceptions of
leadership reciprocity in the application of talent management practices in the aviation industry. An adapted version of
the Talent Mind-set Index was administered among a convenience sample of employees in the South African Aviation
Industry (N=150). The results showed that in general that leaders lack a talent mind set and reciprocity towards talent
strategies, talent acquisition practices and talent retention practices. In addition, the leadership commitment towards talent
management practices was low. This research highlighted the importance of effectively applying talent management
practices in an industry where talented employees are scarce. Therefore leaders need to be equipped with the necessary
business acumen to make talent management both a strategic and operation priority in the South African aviation industry.
79. Marion Festinga, Angela Kornaua & Lynn Schäfe(Jul 2014) “Think talent – think male? A comparative case
study analysis of gender inclusion in talent management practices in the German media industry” the study of
TM by linking it to important findings of gender and HRM studies with a specific focus on inclusion. A conceptualization
of inclusive TM is suggested, and as a result of a comprehensive literature review, identify five TM elements (talent
definition, underlying career orientation, the content of talent development programs, the TM approach, and the talent
selection process) which – depending on their design and characteristics – have an impact on the degree of gender bias
and the discriminatory risk of TM. Respective propositions are suggested, and based on a qualitative comparative case
study analysis; this paper provides empirical evidence from the German media industry, which shows important
differences between cases in the identified TM elements and indicators concerning the gender inclusion of TM practices.
80. Mukta Kulkarnia& Hugh Scullion(Jul 2014)“Talent management activities of disability training and placement
agencies in India” study seeks to outline activities of training and placement agencies in India aimed at employment of
persons with a disability. We contend that persons with a disability are an underutilized human resource and that utilizing
their abilities should be a key part of an inclusive approach to talent management. As there is little empirical research on
this subject, approach is exploratory and seeks to create a platform for further studies. A key finding of the study is the
preference of agencies to engage in non-traditional and ad hoc approaches to build and showcase underutilized talent of
those with a disability.
36
81. M. Dhanabhakyam & K. Kokilambal (Jul 2014)A Study On Existing Talent Management Practice And Its
Benefits Across IndustriesTalent Management according to Lewis and Heckman’s (2006) comprises of three different
conceptions which are as follows a) a collection of typical human resource department practices, b) the flow of human
resources throughout the organization, and thirdly c) sourcing, developing and rewarding employee talent. There have
been many practices adopted by different industries in order to manage the talent available with them such as team
building, training, identifying talent, talent development, constant feedback etc. Talent management starts with
recruitment process, alignment of the workforce to the organization, develop the people and get constant feedback to help
in performance of an individual or an organization. This paper aims to bring out talent management practices which are
adopted in four major industries Banking, Healthcare, Manufacturing and IT industry. Research aims to map the existing
talent management practices and its benefits to an individual or an organization.
82. Dennis Uba Donald (July2014)Talent Management and Human Resource PracticesThe purpose of the essay is to
link talent management intervention in contributing to HR practice of recruiting, training and development at the
organisational level. In other words, the essay examines the effect of talent management on the HR practice of employee
training and selection in the organisation. This essay therefore, provides a comprehensive account of the correlates,
contexts, theoretical frameworks, talent pool development, examining the role of HR in finding the right people,
employee engagement practices, while measuring business impact of talent management, challenges of talent
management and outcomes of talent management from recent literatures and research findings in the field of HR
Management practice in recruitment and training. Talentmanagement is to gain more mainstream acceptance then the
theoretical foundations which underpin it must be advanced.
83. David Devinsa& Jeff Gold(Sep 2014)“Re-conceptualising talent management and development within the context
of the low paid” The number of employees in low-skilled/low-paid jobs and the high proportion of companies adopting
business strategies based on low-specification goods and services are a concern for many developed and developing
economies. Addressing this problem is not traditionally the concern of Human Resource Development; however, we
argue that through exploring the role that a wider, more balanced approach to Sustainable Talent Management and
Development (S-TMD) may play within the context of the low skilled in the UK provides a crucial link to enhancing an
organisation’s performance and responsibility to society. Identifies the opportunity for S-TMD to move from a
predominantly individualist, managerial and unitarist understanding to one grounded in the value of tacit and embedded
development processes undertaken to reflect a pluralist, multi-voiced approach to understanding of a skills ecosystem.
84. Hussain Al-Fadhli(2014) Talent Management within Small Businesses in Kuwait Small businesses sector in Kuwait
is one of the most influential sectors in the economy; this sector is facing many challenges and difficulties. Kuwaiti
government supports the small businesses sector in many manners, and encourages Kuwaiti entrepreneurs to establish
their own business which require utilizing talent employees. The importance of talent management considered as the
secret behind the success of many companies around the world, and talented employees are the main source for the
success of any company. The aim of this study is to assess the size of the gap in the availability of talented employees in
the small businesses sector in Kuwait. This study is trying to study and analyse the implementation of talent management
within the small businesses sector in Kuwait in order to enable small businesses to locate, develop and retain talented
staff.
85. Salvador Vivas-López (2014) Talent Management and Teamwork Interaction: Evidence in Large Spanish
Companies The aim of this paper is to study whether certain managerial and organizational design conditioning factors
related to teamwork design and dynamics, stimulate and develop learning processes within the organization across the
different ontological levels (individual, group, and organizational/institutional). A model linking teamwork design based
TM (independent variable) and organizational learning is tested in a sample of large Spanish companies. The population
used for this study was taken from the SABI. Our empirical results emphasize the distinction between individual/group
and institutional level of learning as the two pillars of knowledge creation processes. The results also highlight the role
of team autonomy and creativity as crucial factors for successful knowledge management (KM), especially for inter-
linking individual and group learning levels.
RESEARCH GAP:
1. Most of the studies mentioned in the review of related literature have been done with a very limited purpose of
probing into some of the facets of Performance Management Systems, causes for Attrition and Retention Strategies.
2. Some of the research covered about the talent management practices in other industrial sectors than IT Sectors.
3. There has been a larger degree of research about talent management in western context. Not much research has been
done in Indian context.
4. A very few studies has been done in Silicon Valley of India (Karnataka) and hence this study has taken up.
37
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ISSN No: 2455-1422, Volume III, Issue 2, June 2017

REVIEW OF LITERATURE ON “TALENT MANAGEMENT”

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