Preview

TALENT MANAGEMENT: A critical analysis on the practise of talent management in one selected company in Malaysia

Powerful Essays
Open Document
Open Document
9522 Words
Grammar
Grammar
Plagiarism
Plagiarism
Writing
Writing
Score
Score
TALENT MANAGEMENT: A critical analysis on the practise of talent management in one selected company in Malaysia
1. INTRODUCTION
In the competitive marketplace, talent management is a primary driver for organisational to success. Broadly defined, talent management is the implementation of integrated strategies or system designed to increases workplace productivity by developing improved process for attracting, developing, retaining and utilizing people with the required skills and aptitude to meet current and future needs.
Talent is primarily associated with individuals who demonstrate high potential or high performance and are sought, recruited and differentially rewarded without regard to their specific roles in an organisation. From this perspective, talent management is associated with differentiation and a focus on exclusiveness rather than fairness. The process of securing, developing, and managing the most talented employees is generally associated with gaining a competitive advantage (Brown and Tannock, 2009). Organisational success is increasingly attributed to the outstanding performance of a few select employees, and the differential value created by the most talented employees is considered to be significant (Cheese, 2008).
Talent is regarded as being contextually independent and as a resource, and employees are classified and rewarded according to their general performance levels rather than according to specific jobs. Talent also can be viewed as an “undifferentiated good” and can be regarded as the potential of all employees, who are to be managed and guided to achieve high performance levels by the human resource function in an organisation. The Talent Management is an implementation of integrated strategies or systems designed to improve processes for recruiting, developing, and retaining people with critical skills and aptitudes to meet current and future organisational needs (Knapp, 2010). On the same time, Talent management is regarded as a mind-set or a way of thinking that is employability and talent management associated with ensuring that all



References: 1. Brown, P., Tannock, S. (2009), "Education, meritocracy and the global war for talent", Journal of Education Policy, Vol. 24 No.4, pp.377-92. 2. Cafolla, L. (2006). Extreme talent: Management training at HSBC. China Staff, 12(9), 9-11. 3. Caligiuri, P., Tarique, I., & Jacobs, R. (2009). Selection for international assignments. Human Resource Management Review, 19(3), 251-262. 4 5. Cappelli, P. (2008). Talent Management for the Twenty-First Century. Harvard Business Review, 86, 74-81. 6. Chang, W.-W., Yuan, Y.-H., & Chuang, Y.-T. (2012). The relationship between international experience and cross-cultural adaptability. International Journal of Intercultural Relations. doi: 10.1016/j.ijintrel.2012.08.002 7 8. Crossman, J. E., & Clarke, M. (2010). International Experience and Graduate Employability: Stakeholder Perceptions on the Connection. Higher Education: The International Journal of Higher Education and Educational Planning, 59(5), 599-613. 9. Dorothy Knapp (2010), SPHR, Best Practices in Talent Management Strategy. 10. 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. 11. Johnson, J. P., Lenartowicz, T., & Apud, S. (2006). Cross-cultural competence in international business: toward a definition and a model. Journal of International Business Studies, 37(4), 525-543. doi: 10.1057/palgrave.jibs.8400205 12 13. Lazarova, M., & Tarique, I. (2005). Knowledge transfer upon repatriation. Journal of World Business, 40(4), 361-373. 14. Lee, L.-Y., & Sukoco, B. M. (2010). The effects of cultural intelligence on expatriate performance: The moderating effects of international experience. The International Journal of Human Resource Management, 21(7), 963-981. 15. McDonnell, A., Lamare, R., Gunnigle, P., & Lavelle, J. (2010a). Developing tomorrow 's leaders—Evidence of global talent management in multinational enterprises. Journal of World Business, 45(2), 150-160. 17. Morton, L. (2005), Talent Management Value Imperatives: Strategies for Successful Execution, Research Report R-1360-05-RR, Conference Board. 18. Resource Management Review, 19(3), 251-262.Caligiuri, P., Tarique, I., & Jacobs, R. (2009). Selection for international assignments. Human 19 20. Stewart, J., & Harte, V. (2010). The implications of talent management for diversity training: an exploratory study. European Journal of Training and Development, 34(6), 506-518. 21. Workforce Talent Management Process, Bersin Asscosiate © Josh Bersin, 2006

You May Also Find These Documents Helpful