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Management Assignmnet:人才管理实践的影响

时间:2016-06-08 16:32来源:www.ukassignment.org 作者:cinq 点击:
Management Assignmnet:人才管理实践的影响
The Impact Of Talent Management Practices 
Talent Management practices within an organization is a modern Human Resources strategy that seeks to identify, develop, assign and retain talented high potential employees to achieve current and strategic business objectives and goals for the organization. Although Talent Management is not spread enough in Egypt as most of the Human Resources Strategies in general, but there are many indicators for performance enhancing within those organizations applying Talent Management practices which influence the success of the organization. The objectives of the study were: to establish if the relationship between Talent Management practices and employees performance is affected.
Literature Review 文献综述
The demand for superior talent for sustaining competitive advantage and enhancing performance measures are more looked-for in companies feeling the impact of superior talented people as they compete in the global market (Frank & Taylor, 2004). Talent Management term has been identified by (David Watkins, 1990). He argued the frustration that managers comprehend while trying to coordinate prioritizing tasks to accomplish day to day tasks. David introduced a framework through his organization (Now known as SumTotal - Strategic Workforce Analytics) to act as a central feedback center for all organizational functions. However the connection between Human Resources Development and organization effectiveness which are common elements in Talent Management has been established earlier by (Schein and Edgar 1970). Talent management is one of the biggest challenges facing organizations this century (Frank & Taylor, 2004).
In the 1970s and 1980s the business function which was responsible for people was called "The Personnel Department." The role of this group was to hire people, pay them, and make sure they had the necessary benefits. The systems which grew up to support this function were batch payroll systems. In this role, the personnel department was a well understood business function. In the 1980s and 1990s organizations realized that the HR function was in fact more important - and the concepts of "Strategic HR" emerged. During this period organizations realized that the VP of HR had a much larger role: recruiting the right people, training them, helping the business design job roles and organization structures (organization design), develop "total compensation" packages which include benefits, stock options and bonuses, and serving as a central point of communication for employee health and happiness. (Josh Bersin 2006).
Talent management is defined as; A conscious, deliberate approach undertaken to attract, develop and retain people with the aptitude and abilities to meet current and future organizational needs. Talent management involves individual and organizational development in response to a changing and complex operating environment. It includes the creation and maintenance of a supportive, people oriented organization culture (Derek Stockley, no date).
Talent management is the integrated process of ensuring that an organization has a continuous supply of highly productive individuals in the right job, at the right time. Rather than a one-time event, talent management is a continuous process that plans talent needs, builds an image to attract the very best, ensures that new hires are immediately productive, helps to retain the very best, and facilitates the continuous movement of talent to where it can have the most impact within the organization (John Sullivan 2004).
Globalization, workplace reform and changes in the demographic composition of the workforce have affected how talent needs to be managed (Nankervis, Compton & Baird, 2005). These factors also reinforce the importance of having a flexible talent management system. The growth potential of organizations worldwide depends on the ability of companies to have the right people, in the right place at the right time. Research demonstrates that companies with enlightened talent management policies have higher returns on sales, investments, assets and equity (Caudron, 2001).
Companies understand the competitive value of talented people and spend considerable time identifying and recruiting high caliber individuals wherever they can be found. The trouble is that too many companies pay too little attention to allocating their internal talent resources effectively (Bryan, Joyce & Weiss, 2006).
Most of the previous researches emphasized that Talent Management was an integrated continuous process that has to be carried out in a certain approach to guarantee the optimal effect of those practices on employees performance (Hewitt's Human Capital Consulting, 2005). To guarantee the strategic role of Talent management in terms of attracting and retaining skilled professional workers, developing manager capability, retaining high performers, developing succession pool depth, addressing shortages of management or leadership talent (Hewitt's Human Capital Consulting, 2005).
Employees experience turnover intentions when they consciously and deliberately want to leave the organization (Tett & Meyer1993).Talent management practices and techniques have developed and adapted over time in response to a changing workplace (Frank & Taylor, 2004). The most effective talent management practices are organization-specific and respond to their unique business and human capital context.
"Average organizations anchor their talent management in their current strategy or set of circumstances. The best organizations are future-focused and predict what they need from their management of talent (Hay Group, 2005).
Talent management includes the following activities and work processes (American Society for Training and Development, 2006):
Develop clear job descriptions so you know the skills, abilities, and experience needed from a new employee.
Select appropriate employees who have superior potential and fit your organization's culture, with an appropriate selection process.
Negotiate requirements and accomplishment-based performance standards, outcomes, and measures within a performance development planning system.
Provide effective employee training and development opportunities that reflect both the employee's and the organization's needs.
Provide on-going coaching, mentoring, and feedback so the employee feels valued and important.
Design effective compensation and recognition systems that reward people for their contributions. Even if all of the rest of your employment processes are employee-oriented, people still work for money. Employers of choice aim to pay above market for talented employees.
Provide promotional and career development opportunities for employees within a system that includes career paths, succession planning, and on-the-job training opportunities.
Hold exit interviews to understand why a valued employee decided to leave the organization. If the reasons provide information about company systems that you can improve, make the changes that will better retain talented employees.
There is no real substitute for understanding the workforce in depth, which implies good quality line management, a professional HR function, and senior management that is prepared to invest in firstly a thorough analysis of employee attitude survey data and secondly acting upon the results (Jim Collins, 2001).
Research Question and Hypothesis
Research Question 1: What is the effect of Talent Management Practices implementation on the performance of employees?
Null Hypothesis: Implementing practices of Talent Management has no effect on employee's performance.
Employees Performance 员工的绩效
Talent Management Practices 人才管理实践
In this paper, therefore, we are going to discuss the relationship between the independent variable (Talent Management practices), the dependent variable (Employees Performance).
The key to Talent Management is; understanding the individual motivations, drives, and aptitudes of the person with the talent. Individual personalities are motivated by a great number of criteria, whether you follow Maslow's Theory of Hierarchy or any other theories of motivation (i.e. Existence Relatedness Growth (ERG - Equity theory - Theory X). Those theories help explain individual differences in motivation and how to manage to those differences accompanied by the activities of Talent Management to ensure the optimal output of the practices and strategies designed to reach the goal.
Practices of Talent Management (American Society for Training and Development, 2006):
Attracting (acquisition):
Acquisition is the process of attracting, finding, and selecting highly talented individuals (those who align with the business strategy, possess required competencies, and fit in the organization's culture) to meet current and future employment needs and who will integrate smoothly and productively into the organization.

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