Talent Management Practices in Service Sector: Literary study

2020 ◽  
Vol 33 (02) ◽  
Author(s):  
D Babin Dhas ◽  
◽  
S.C Vetrivel ◽  
V Krishnamoorthy ◽  
◽  
...  
Keyword(s):  
Service Sector ◽  
Management Practices ◽  
Talent Management ◽  
Literary Study

scholarly journals A Study of Talent Management Practices and Strategies in the Service Sector

2020 ◽  
Vol 10 (5) ◽  
pp. 21-29
Author(s):  
Shweta Bobhate
Keyword(s):  
Service Sector ◽  
Sampling Method ◽  
Management Practices ◽  
Systematic Approach ◽  
Employee Performance ◽  
Talent Management ◽  
Primary Data ◽  
Unexplored Area ◽  
Research Questions ◽  
And Performance

Talent management is a mechanism which involves hiring, assigning, transferring, growth and retaining of employees in the organisation. It is important because it ensures top talent is attracted and effective employee performance, employee’s engagement and retainment of top talent. A thorough review of the work carried out shows that businesses are experiencing a talent shortage in this competitive period, which has placed pressure on them to recruit the best talent and to ensure that workers enter the company and choose to remain in the organization rather than seeking opportunities elsewhere. The importance of the different components of talent management for employees was another unexplored area. Existing research has not been able to resolve the problem of defining the importance of the different talent management elements and the weighting they bear for employees. The problem of employee perception and management perception of the efficacy of talent management activities has also not been discussed, to address this gap the researcher has attempted to study talent management practices in service sector. The author followed a systematic approach to address the research questions, the literature was reviewed, in research methodology, primary data was collected through questionnaire which followed a sampling method accompanied by hypothesis testing which revealed that the effective practices boosts up the efficiency of the employees and performance of the organization too.

A case of talent management practices in motivating fast food service employees

2017 ◽  
Vol 7 (3) ◽  
pp. 1-16
Author(s):  
Gaunette Sinclair-Maragh ◽  
Noriel Jacobs-Gray ◽  
Norene Brown-Roomes
Keyword(s):  
Fast Food ◽  
Service Sector ◽  
Management Practices ◽  
Food Service ◽  
Talent Management ◽  
Self Esteem ◽  
Content Type ◽  
Service Employees ◽  
Food Service Employees

Subject area Food service management, human resource management, hospitality strategic management and, international business and management. Study level/applicability Graduate students. Case overview The purpose of this case study is to determine whether the practice of talent management serves to motivate fast food service employees. It aims to determine employees’ perceived level of awareness and importance of talent management practices; current practice of talent management within the fast food service sector; and to assess the level of motivation of employees from talent management practices. The survey method employing the use of questionnaires was used to ascertain data from a fast food service establishment in Jamaica, a developing island destination located in the Caribbean region (Sinclair-Maragh and Gursoy, 2015). Jamaica is chosen for the study, as there has been an increase in the number of both local and international fast food entities over the years (Collinder, 2014). The focus on fast food service is important, as they have been providing employment to a significant sector of the population. This type of business operation is classified as a tourism related hospitality area (Purcell, 1996) and as indicated by Christensen and Rog (2008), talent management presents an intriguing opportunity for hospitality organizations to attract employees with requisite skills and experience. The industry is also challenged in maintaining motivated employees (Baum, 2008). Talent management can assist organizations that have long-struggled with high turnover rates and the ability to attract and engage employees that are considered assets and not liabilities. Lockwood (2007) points out that engaged employees are loyal, hardworking and passionate about their work. Motivation theory is used to provide theoretical support for the findings of the study. This is because behavioral theorists such as Abraham Maslow suggested that survival, safety, belonging and self-esteem are factors that can be used to motivate employees and Sigmund Freud believes that people need to be rewarded to get work done (Nohria et al., 2008). This theory is plausible to the study, as it is postulated that talent management can enhance employee engagement, through highly motivated employees (Christensen and Rog, 2008). The study finds that majority of the employees understood the meaning of the term “talent management”. In terms of their personal and professional development, the employees believe that these are highly influenced by the organization’s culture. They pointed out that skills are usually developed through training, cross-training and succession planning. Financial assistance is given for further training and skill development. The performance evaluation process is used to identify employees’ specific skill. Although this is done, the majority has not been placed in other departments that would benefit more from their skills. Only 7.6 per cent reported that this was ever done. Employees’ emotional wellbeing is also important. Although majority of the employees (44.7 per cent) are happy about their work, they indicated that they could be motivated by coaching, mentorship and empowerment initiatives. Overall, the employees’ sense of belonging through their engagement and development, and self-esteem through their morale and competence are important to their motivation levels. They are also motivated when support is provided for training and skill development as explained by the motivation theory. Expected learning outcomes The learning outcomes are intended to guide the teaching-learning process and stimulate students’ understanding of the concepts of talent management specific to fast food service employees’ motivation. The case study is a useful resource for graduate students to enable and develop their critical thinking and solution-oriented skills. Students should be able to critically analyze the case and respond to the questions to garner and improve their understanding of talent management and its applicability in the fast food service sector. Further understanding of the concept can be derived from developing dimensions and measures of talent management that can be generalized to the food service sector. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 6: Human Resource Management.

Talented Employees in Russian and Foreign Companies

2013 ◽  
pp. 147-156 ◽  
Author(s):  
M. Latukha ◽  
T. Tsukanova
Keyword(s):  
Management Practices ◽  
Management Practice ◽  
Talent Management ◽  
Foreign Companies ◽  
Study Results ◽  
Practice Development

The study investigates talent management practices in Russian and foreign companies. The inquiry of Russian and foreign companies (working in Russia) showed that perceived and dedicated talent management practices contribute to better companies performance. The study results can be used in talent management practice development.

scholarly journals Role of HRM in Talent Retention With Evidence

2018 ◽  
Vol 9 (2) ◽  
pp. 8 ◽  
Author(s):  
Doreen Akunda ◽  
Zhixia Chen ◽  
Simon Ndwiga Gikiri
Keyword(s):  
Content Analysis ◽  
Human Resource ◽  
Management Practices ◽  
Talent Management ◽  
Sources Of Information ◽  
Study Approach ◽  
The Arts ◽  
Sustainability Strategies ◽  
Talent Retention ◽  
Mixed Approach

Talent management and retention are increasingly seen as an essential practice in business sustainability strategies. It has since expanded from the sporting fraternity and the arts, particularly in the entertainment industry to become a global practice. This paper discusses the purpose and strategies used for talent management. Using a case study approach that combines the use of Reflexive Account (a retrospective analysis) and content analysis of firm reports, this paper identifies the Human Resource management practices implemented by one firm, MTN-Uganda as a case that provides human resource practitioners with evidence of the practical utility of various talent management and retention strategies. The primary sources of information used in reporting on the case were obtained through reflexive analysis (2012-2015) and content analysis of firm reports (2007-2018). Information gaps were filled in by contact and answered queries through the Department of Corporate Services at MTN Uganda.Although there are many strategies for implementing talent management programs, their success is primarily pegged on the use of a mixed approach, with the Human Resource functions being supported by other management divisions to realise the return on investment sought through the implementation of talent management programs.

scholarly journals Influence of Talent Management Practices on Turnover Intent among Research Scientists at the National Museums of Kenya (NMK), Nairobi.

2019 ◽  
Vol 8 (1) ◽  
pp. 1-19
Author(s):  
Nicholas Ochieng' Ojwang'
Keyword(s):  
Employee Engagement ◽  
Social Exchange ◽  
Employee Turnover ◽  
Management Practices ◽  
Talent Management ◽  
Turnover Intent ◽  
Extensive Literature ◽  
Study Results ◽  
National Museums ◽  
Research Scientists

Human talent represents a source of competitive advantage. Yet the very people organisations would want to retain are the ones most likely to leave. What determines employee turnover is a vital question to organisations facing business continuity challenges. Through the prism of the Human Capital and Social Exchange theories, this study aimed at examining the influence of Talent Management practices on turnover intent among Research Scientists at the National Museums of Kenya, Nairobi. Data was collected by means of a structured questionnaire formulated based on extensive literature review. The study targeted 128 employees designated as Research Scientists at the time of conducting this study. Results indicate very high levels of engagement among Research Scientists at NMK. Though respondents understand how their performance is evaluated, the link between pay and performance appears unclear to them. Ample learning and growth opportunities do exist but identification of training needs is not methodical. The study also revealed a clear dissatisfaction with the total compensation package. Although majority of respondents believed that advancement opportunities existed, they were less confident regarding existence of equal opportunity for such advancement. Regression analysis of results indicated that of the six independent variables studied, only employee engagement had significant relationship with employee turnover intent. The study concludes that employee engagement is a critical factor in keeping employees in the organisation. It is recommended that NMK develops effective retention strategies to ensure that Research Scientists remain engaged and committed. An integrated rewards scheme incorporating non-financial factors, career development and work-life balance should form part of the strategy. In addition, a formalised induction program as well as a systematic learning and development scheme with individualised plans needs to be put in place.

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