Management Assignmnet:人才管理实践的影响

Management Assignmnet:人才管理实践的影响

The Impact Of Talent Management Practices 

 

组织内的人才管理实践是一种现代人力资源战略，旨在识别、发展、转让和留住优秀的员工，以实现组织的当前和战略性的业务目标和目标。虽然在埃及的人才管理是不够的，在一般的人力资源战略，但有许多指标，在这些组织中的绩效提高，应用人才管理的做法，影响组织的成功。本研究的目标是：建立人才管理规范与员工绩效之间的关系是否受到影响。

 

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.#p#分页标题#e#

 

Integration:整合：

Integration consists of an effective orientation and on-boarding plan that clarifies how employee expectations fit with state/agency/role mission and goals. Interaction and inclusion with the new team and manager, the opportunity to develop personal style and techniques, and a mechanism for regular feedback are important features that support success.

 

Engagement:接合：

Engagement represents the extent to which employees are emotionally and rationally involved in, motivated by, and committed to their work and organization. High engagement levels positively affect performance, productivity, and retention.

 

Reward:奖励：

Reward is the process of recognizing and compensating employee performance, behavior, and skill and providing monetary and non-monetary incentives in exchange for employee contribution to the organization.

 

Transition:过渡：

Transition includes the identification of, and development for, "next" opportunities such as role changes, promotion, transfer/reassignment, and new responsibilities as employees move throughout the employment life cycle. Implementation may produce a need for knowledge transfer and succession planning, possibly including contingent labor.

 

Methodology 方法论

In order to construct the process of the research I'm using a deductive approach. This approach integrates the deductive and inductive approaches, making research more interactive and resulting (Dubois and Gadde, 2002). The inductive method relies on theory, which is developed through empirical findings. On the contrary, deductive method implies to practical testing of already existing theories (Motivation theories mentioned earlier). As to get results more insights and more deep understanding of the research problem.

 

Sampling 抽样

 

This research will be conducted on 2 populations of a total of 200 employees using a non-probability judgmental sampling design.

For the qualitative aspect of the study 40 employees working in middle and first line managers in a manufacturing plant. The age of the participants ranges from 26 years to 38 years. The experience of the participants ranges from 4 years up to 8 years.

For the quantitative aspect of the study, 160 employees working in skilled career path. The age of the participants ranges from 26 years to 38 years. The experience of the participants ranges from 4 years up to 8 years.

This sample was chosen due to the fact that this plant is renovating its HR department and wants to implement Talent Management Concept, thus the performance can be measured before and after the implementation.

 

Measurements:测量：

In this research, integration of quantitative and qualitative measures are going to be used, so that more comprehensive understanding of talent management practices and its perceived linkage to business performance could be assessed.

 

Instrument:工具

The quantitative measure of the research is a questionnaire (Newman,2006) consisted of a total of 35 questions as following: 25 interval scale questions, 5 nominal scale questions, 5 ordinal scale questions. Designed to measure the willingness to give more output i.e.: better performance under the Talent Management process and activities. While the qualitative measure is a semi structured interviews for employees of middle and top management assessing their knowledge of Talent Management and their perception of effectiveness of such practices. As (Bryman 2002) states that semi-structured interviews allow the researchers to interview the respondent more times if necessary. This data collecting method is also gives the study deeper information and wider angles about the subject straight from the source (Jacobsen, 2002).

 

Design 设计

This study will be a cross-sectional. Examining the relationship between the independent variable which is Talent Management and the dependent variable employee performance.