Publication date: 25 October 2017 Source: Author: Iman Khaki, Hamid Erfanian Khanzadeh, Azam Babaki Rad This study aimed to investigate the relationship between talent management and the innovative behavior of employees based on the mediating role of organizational learning. This study is a descriptive study, according to the data collection and analysis methods and, it is a survey, according to the implementation. It was conducted during 2015 to 2016 in Mashhad, Iran. Participants were 147 staffs employed in the (...) information technology organization of Mashhad municipality. Data were collected using three valid and reliable questionnaires. Data were analyzed using SPSS software version 19. According to the main hypothesis of the study, there is a significant relationship between talent management and the innovative behavior of employees, and organizational learning mediates the relationship between talent management and the innovative behavior of employees. Also, according to the minor hypothesis, there is a significant relationship between the components of talent management and innovative behavior and the components of organizational learning can mediate the relationship between talent management and innovative behavior. Organizational learning capability has a significant relationship with innovation and innovative behavior and the organizational learning is a way in which educational and training opportunities for employees can be linked to innovative goals. (shrink)

Retraction note: Félix Mateus, A. (2022). Talent Management, Home Office and Digital Communicationpast, Present… What post-Covid-19 Future? HUMAN REVIEW. International Humanities / Revista Internacional De Humanidades, 12(6), 2–17. https://doi.org/10.37467/revhuman.v11.4136 The Editorial Office of Eurasia Academic Publishing Group has retracted this article. An investigation carried out by our Research Integrity Department has found a group of articles, among which this one is found, that are not within the thematic scope of the journal. We believe that the editorial process was (...) manipulated and, furthermore, acceptance decisions were made under possibly inappropriate peer review. (shrink)

Organisational approaches to talent management are often concerned with the ways that a small proportion of relatively high-performing employees are identified and managed in relation to the majority. Despite a growing literature on talent management, no papers have provided any guidance on how to evaluate it from an ethical standpoint. After considering what is meant by talent, this paper considers the ethical issues that arise from the operation of talent management programmes. These considerations (...) are then used to create a framework that has the potential to influence the practical design of talent programmes and which may focus further debate into the ethics of talent management. (shrink)

The aim of this paper is twofold, i.e. first to explore the ethical ambiguity arising out of exclusive approach to talent management practices and second to take into consideration the employees’ reaction of such practices. Workforce discrimination or segmentation may be feasible from the point of view of cost-benefit, but it imposes serious implications on the fairness perceived by employees. The paper involves extensive use of existing literature which comprises of journals, books, published reports, articles, etc. from various (...) sources that are critical to the subject of study. The literature is selected based on the availability, language, accessibility and relevancy to the topic. The extensive review of literature postulates the violation of the stakeholder theory, equity theory and organisational justice theory in practising exclusive approach of talent management. Ethics and fairness play a major role in influencing the affective, behavioural and cognitive responses of an individual. As a result, talented employees may feel overburdened by the responsibility given to them, and non-talented employees may disassociate themselves from the additional work. Therefore, overall consequence may result to net negative reactions of exclusive talent management practice. Moreover, the role of perceived organisational justice and support cannot be undermined in studying the relationship between exclusive talent management and attitude of employees. This paper is based on certain literature from a limited database. Exhaustive literature review would lead to more concrete perspectives about ethical consideration and subsequently employees’ reaction. Analysing the consequences of employee’s reaction arising from the exclusive talent management practices will highlight the need for change in the direction towards inclusive approach and implement better practices for the good of all employees. This indeed will outline the efficient mechanism to manage talent. (shrink)

Numerous attempts to formalize the talent management as a strategic practice by the corporate have been mostly focused on corporate framework, policies and overall organization model and systems to drive talent management and succession planning. Mostly talent management has been presented from a HR managers perspective. Major issue with such approaches is that it does not provide simple to use toolset to the direct manager to manage the talent, succession planning and bench strength. (...) The practical approach to talent management starts with right pre-hiring process, on-boarding, performance evaluation and review of long-term potential. This paper presents a practical model with a set of processes and activities a direct manager need to perform to ensure management of key talent, ensure systematic development of succession plan and developing bench strength. This paper deals with practical aspect of talent management and succession planning from a direct supervisor perspective rather than from a HR managers perspective. A simplistic tested model has been presented to equip present day busy management professionals with the ability to align hiring, on-boarding, performance review and talent review practices with talent management goals. (shrink)

This conceptual paper explores the relationship between an organization’s exclusive talent management practices, employees’ perceptions of the fairness of exclusive TM practices, and the corresponding impact on employee engagement. We propose that in organizations pursuing exclusive TM programs, employee perceptions of organizational justice of the exclusive TM practices may affect their employee engagement, which may influence both organizational and employee outcomes. Building on extant research, we present a conceptual framework depicting the relationship between exclusive TM practices, organizational justice (...) and employee engagement, with social exchange theory and equity theory as the framework’s foundation. The propositions in the framework are each supported by the respective literature. The perceived organizational justice and potential ramifications of exclusive TM practices for employees who are not included in corporate talent pools is an under-researched topic. The paper considers the perspectives of employees not included in corporate talent pools and explores how exclusive TM practices, as inputs, could lead to negative employee engagement outputs. In unpacking how exclusive TM practices could impact on employee engagement, the implications for organizations are underlined. The ethics and perceived fairness of exclusive TM practices, which have the potential to marginalize employees and lead to their disengagement, are considered. (shrink)

Over the centuries the term “talent” has changed semantically and slowly transformed itself into a floating signifier or become an accidental designator. The term “talent” no longer has one single meaning and a “referent” in real life, but instead a multiplicity of meaning and references to something beyond real life, something indefinite and indefinable. In other words, today we do not know specifically what the term “talent” in talent management really means or refers to. Indeed, (...) this is problematical, because in late modernity the term “talent” has become a popular and frequently used key term among business consultants and, within the science of human resource management, a cornerstone in the discipline of “talent management”, and not knowing what the term really means will turn any talent discussion, talent identification and talent recruitment into a question of subjectivity and belief in talent rather than objectivity and knowledge of talent. (shrink)

This edited collection offers a critical appreciation of talent management in contrast to the extensive literature adopting mainstream approaches to the topic. The authors explore fundamental questions in the field to better understand why managing talent seems so attractive as a management practice, the meaning of talent, and how talent is recognised in organisations. The mix of conceptual and empirical chapters in the book teases out some critical perspectives that will provoke thought and reflection (...) among practitioners and stimulate ideas for new research topics and approaches. The diverse contributions presented in this book will undoubtedly be of use to academics, practitioners and postgraduate students of human resource management. (shrink)

Human resources are an evitable resource for achieving organizational goals. Human resources are no longer merely a factor of production but now play a crucial role in successful organizations. Every employee represents a bouquet of Competencies or talent. Many organizations view Human Resource Management as Talent Management. This study examines the relationship between talent analytics and employee retention. Talent analytics encompasses the processes, strategies, and technologies used to manage HR operations in an organization. (...) class='Hi'>Talent Analytics encompasses data-driven decision-making and analysis. Attrition among workers is the opposite of employee retention. Talent Analytics may favourably impact several aspects of Talent Management, including recruitment, training, retention, career promotion, and redeployment. solutions. Many organisations can use historical data to forecast future outcomes. Employees who frequently visit job sites are more likely to leave the organisation for better opportunities. An employee with a large number of unresolved professional grievances may depart the organisation. Over 250 employees in the industrial sector provided feedback on the use of Talent Analytics. All of these responders are from Chennai. Data research revealed that most respondents believe Talent Analytics improves employee retention. The researcher investigated the relationship between the availability of a Talent Analytics System in a respondent's organisation and their intention to stay. (shrink)

This article analyses the forms of dividuation workers undergo when they are linked to technologies, such as algorithms or artificial intelligence. It examines functionalities and operations deployed by certain types of Talent Management software and apps—UKG, Tribepad, Afiniti, RetailNext and Textio. Specifically, it analyses how talented workers materialise in relation to the profiles and the statistical models generated by such artificial intelligence machines. It argues that these operate as a nooscope that allows the transindividual plane to be quantified (...) through a process known as dividuation. Finally, by way of conclusion, the notion of the dividual is presented as the logic that characterises the human–machine relationship in the case of artificial intelligence and as the horizon of what Felix Guattari called “machinic capitalism”. (shrink)

Publication date: 24 January 2019 Source: Author: Pei Hua Fu, Tchamy Jonathan, Najma Bano Progress in globalization has made many nations to see China as a fast-growing country in terms of technology, infrastructure, manufacturing and production of goods and services. In spite of these developments, there is still a room of research for resolving the uneven distribution of income which has caused political and socio-economic problems in the country. The purpose of this paper is to determine the role of Human (...) Resources Management and Talent Management in bringing improvement in enterprise capabilities to stand in the market. The method adopted in this paper is the systemic literature reviewer focused on the qualitative analysis of studies focused on strategic and human resource management. This research review finds that these human-related managements are crucial requirement to build company capabilities. However, as the the company keeps growing, performance and development of employee need to keep up to cover up the global market. Giving some guidance, training, and practice may be one of the proper investments in developing the capabilities. Customer loyalty is an influential factor in the performance of the company. (shrink)

This study aims to help enterprises enhance their innovation capabilities in the environment of knowledge economy globalization and stand out in the fierce industry competition. Firstly, data on existing higher education theories and innovation theories are analyzed. Secondly, two companies in the sample data are selected for detailed analysis. Finally, research conclusion and corresponding talent management strategies are presented. The results show that the cumulative contribution value of employees is 87.496%. The cumulative contribution value of human capital is (...) 70.322%. The contribution value of cumulative innovation performance is 61.658%. The cumulative contribution value of R&D investment is 45.306%. The coefficient for the overall sample size is 0.509. The employee quality coefficient is 0.452. The correlation coefficient for educational attainment is 0.598. The high-tech service industry has the highest correlation coefficient at 0.504. The auto industry has the highest coefficient at 0.669. The experimental research has drawn the following conclusion: Talents positively affect enterprise innovation performance; Research and Development investment has a positive correlation with enterprise innovation performance; R&D investment has a positive correlation with talents. Through experimental research, the education level of employees is measured by academic qualifications, but the essence of academic qualification measurement is the level of knowledge and skills that employees have. In summary, the study can extend the strategic analysis of the cultivation of innovative talents and play a valuable auxiliary role in cultivating innovative talents. (shrink)

A disconnect remains between theories about responsible management and application in real-life organizations. Part of the reason is due to the complexity and holistic nature of the field, and the fact that many of the benefits of aligning business objectives with changing societal conditions are of an intangible nature. Human resource management is an increasingly important part of the field with benefits including talent retention, higher levels of motivation, and improvements in organizational cohesion. This paper sets out (...) an experiment run at a large Spanish university to try to analyze the impact on worker productivity of a responsible management stance by an employer. Based on the Corporate Social Performance model, the paper examines the issue from the point of view of responsibilities, responsiveness, and outcomes, and considers the cost/benefit effect of incorporating a social responsibility variable into the wage structure to measure the impact on productivity. (shrink)

This study looks at the relationship between organizational support, employee commitment, and human resource management (HRM) practices at Visayan Surety & Insurance Corporation in Cebu City, Philippines. This descriptive-correlational study used a survey questionnaire to gather data from 25 employees. The results show that although the company does a great job in areas like leadership development and talent management, employee development initiatives could need some work. The study also emphasizes the importance of organizational support in promoting employee (...) commitment and the necessity of continual efforts to establish a supportive work environment. Additionally, demographic profiles have little bearing on HRM procedures and organizational support—except educational attainment, which affects several organizational commitment factors. These results highlight how crucial it is to develop tailored HRM strategies that both fit the varied demands of the workforce and the objectives of the company. (shrink)

The existing literature has explored the impact of high-speed rail (HSR) opening on macrolevel environmental performance. However, few studies have validated its effects on microlevel corporate environmental responsibility performance. Therefore, on the basis of data from Chinese A-share listed companies from 2011 to 2020, we examine the relationship between HSR opening and corporate environmental responsibility performance, along with the underlying reasons for this relationship. Our research reveals that HSR opening can significantly improve the corporate environmental responsibility performance. Talent aggregation (...) and supervisory pressure constitute the two main channels that explain the positive relationship. Furthermore, the results of heterogeneity tests indicate that this positive effect is more significant in cities with larger populations and administrative centers, as well as in nonpolluting industries and companies certified through ISO14001 environmental management systems. This paper confirms that HSR opening contributes to generating positive externalities for firms and provides valuable insights into improving and understanding corporate environmental responsibility performance. (shrink)

BackgroundOrganizations worldwide increasingly adopt inclusive talent management, and this approach appears to rhyme particularly well with the Nordic welfare model. Questions about its value remain understudied, however. The inclusive approach is rooted in positive psychology and focuses on recognizing each employee's individual talents and assessing whether they fit the long-term needs of the organization, since a fit is assumed to be associated with employees' wellbeing. In the present study, we test this assumption focusing specifically on a key (...) class='Hi'>talent management practice, talent identification, and the social dimension of employee wellbeing.MethodData were collected through an employee survey conducted within the Finnish units of four international manufacturing organizations and analyzed using logistic regression.ResultsWe found that the recognition of individual talents for long-term deployment by the organization is positively associated with social wellbeing in terms of supervisor support and social climate in the work unit, as perceived by the employees.ConclusionOur results tentatively suggest that inclusive talent management creates value through the identification of employees' individual talents as this practice can be associated with their enhanced wellbeing. (shrink)

This theoretical paper addresses issues associated with the hierarchical concept of the “pyramid of wisdom” to suggest that progressive organisations can implement management systems that capture and apply personal and organisational talents at various levels. A phenomenological hermeneutic approach is used to re-conceptualise components of practical wisdom in organisations. After briefly examining what constitutes Western and Eastern wisdom traditions, the paper provides various hierarchies associated with a postulated model of the pyramid of wisdom. It is argued that understanding how (...) wisdom develops in an organisation can lead to new approaches to strategic reflection, to alternative notions of leadership, and to more holistic and democratic ways of expressing authority. Without understanding of, and practice within, the pyramid of wisdom, the personal and organisational roads to success are likely to be bleak, illusions overpowering, and accomplishments short-lived. (shrink)

The rapid advancement of digital technologies and the evolving demands of the labour market have triggered transformative changes in the education and training landscape. In the era of cutting-edge technologies and digitalisation, traditional industry processes have been revolutionised, giving rise to new occupational profiles. Consequently, young talents entering the workforce need new competencies to cope with the infusion of rapid changes in technology. To address this, the integration of digital technologies in Technical and Vocational Education and Training (TVET) plays a (...) pivotal role in preparing individuals for Industry 4.0. The recent COVID-19 pandemic has further accelerated online and remote learning adoption, underscoring the imperative of digitalisation in TVET. The objective of this study is to identify strategies for technical TVET instructors to select content that is Industry 4.0 fit and can be implemented in TVET settings. Supported by evidence-based experts' recommendations, this study delves into instructional design strategies to enhance the quality of TVET in shaping Industry 4.0 ready talents. Developed through the consensus collective consensus, the model takes shape through the Nominal Group Technique (NGT) and Interpretive Structural Modelling (ISM) approach and involves nine experts, with each having more than ten years of experience in mechanical and manufacturing-related diploma programmes from both public and private TVET institutes in Malaysia. These experts have a wealth of experience and bring diverse perspectives, contributing from varied portfolios, which include curriculum development, assessment, media, industry advisor to institute, teacher training, and management. The findings revealed six prioritised strategies to be focused on. These strategies converged into three themes: industry-relevant work process-oriented, bite-size and flexible, as well as focus on the higher cognitive domain. The study offers a practical solution and reference for TVET practitioners in selecting content to ensure the talents are Industry 4.0-ready. (shrink)

The role of responsible leadership—for each leader and as part of a leader’s collective actions—is essential to global competitive success (Doh and Stumpf, Handbook on responsible leadership and governance in global business, 2005 ; Maak and Pless, Responsible leadership, 2006a . Failures in leadership have stimulated interest in understanding “responsible leadership” by researchers and practitioners. Research on responsible leadership draws on stakeholder theory, with employees viewed as a primary stakeholder for the responsible organization (Donaldson and Preston, Acad Manag Rev 20(1):65–91, (...) 1995 ; Freeman, Strategic management: a stakeholder approach, 1984 ; Mitchell et al., Acad Manag Rev 22:853–886, 1997 ; Phillips and Freeman, Stakeholder theory and organizational ethics, 2003 . We define and operationalize responsible leadership from the perspective of employees and their views of the actions of their leaders. Drawing on a comprehensive survey of 28 Indian and global organizations operating in India, we report the results from 4,352 employees on the relationship between responsible leadership, their pride in and satisfaction with their organization, and retention 1 year later. Strong associations were found among these variables suggesting that responsible leadership—employee perceptions of the support they receive from managers, the HR practices, and corporate socially responsible actions—may be an overarching construct that connects them to the organization. (shrink)

Little attention has been paid to the role which impression management (IM) of genuine and substantial talents and commitment plays in the careers of female and male managers seeking promotion. IM studies have largely investigated the supervisor/subordinate relationship, often with samples of business students in laboratory settings. In the Cranfield Centre for Developing Women Business Leaders, we have focused on the use of IM by practising managers. In this paper, we examine previous literature for indications that gender may be (...) important in explaining differences in IM behaviours. We then report findings from a survey and a qualitative study, showing that gender, especially combined with age and job level, is a differentiating factor in managers' inclinations to use particular IM behaviours. Many women (and some men too) seem uncomfortable with using IM. Women do not always want to play "the organizational game" by the male-constructed unwritten rules, but prefer to trust good management and systems fairness for just rewards. Younger and junior level women managers often recognize that IM may be a useful tool but reject its use for themselves. Women seem to prefer to rely on extra high performance and commitment for visibility to their seniors rather than the networking, ingratiation and self-promotion strategies used more by males. An important consequence is that as ambitious young males use job-focused IM in addition to self and manager-focused strategies, this is likely to leave young women at a considerable disadvantage for promotion, if the strategies are successful. (shrink)

Resumen. El presente ensayo tiene como finalidad hacer una reflexión sobre el talento humanocomo un capital intangible que otorga valor en las organizaciones, se realiza una crítica a quienesejercen la gerencia en las organizaciones que conociendo los principios de la administracióncientífica por más de un siglo en la cual Henry Fayol, Elton Mayo y Fritz Rothlisberger concluyeron,una organización es un sistema social, el trabajador es sin duda el elemento más importante, suactuación en la realidad es otra. En este sentido se (...) presenta una explicación y argumentación de losdistintos tipos de recursos con un símil entre recursos y talentos; además se pretende unificarcriterios en cuanto a recurso humano vs talento humano, capital, porconsiderarlos que tienden a confundir a los lectores y cuyos argumentos se alejan de los postuladosde las ciencias administrativas; finalmente, se expone como aporte un modelo que representa eltalento humano o capital intangible y sus elementos, conformados por: capital intelectual, humano ysocial, que en definitiva representan la particularidad de cualquier organización pública o privada.Palabras claves. Talento humano, capital intangible, valor.. This paper aims to reflect on the human talent as an intangible asset that gives value inorganizations, there was criticism from those who exercise management in organizations that knowthe principles of scientific management for more than a century which Henry Fayol, Elton Mayo andFritz concluded Rothlisberger, an organization is a social system, the worker is undoubtedly the mostimportant, his performance in reality is another. In this article we present an explanation andarguments of different types of resources with a comparison between resources and talents, also aimsto unify human resources in terms of talent vs. human capital,considering that tend to confuse readers and whose arguments are far from the principles ofmanagement science, and finally exposed as input a model that represents human talent or intangiblecapital and its elements consist of: intellectual capital, human and social, which ultimately representthe particularity of any public or private.Keywords. Human Talent, intangible capital, value. (shrink)

‘Individualisation’ is a well-known societal phenomenon of late modernity. At the organisational level it shows up in different managerial forms and HRM technologies that focus more and more intensively on the employee as an individual person. In order to assess an employee’s personal contribution and commitment emphasis is put on the characteristics of individuals: their talents, performance and personality. Reporting on research on an individualised pay system in Denmark, this paper illustrates the empirical complexity of this personalisation process. It shows (...) how the employee is created and ‘codified’ as an individual person. It occurs in three different ways according to the codes of learning, love and the moral. It indicates that the postulated regime of individualisation follows a variety of trajectories to reach its target making for a quite subtle way of intimately managing human relations. (shrink)

Abstract The goal of the study was to investigate the current situation with Human Resources (HR) systems in the Saudi market on the basis of survey conducted among 100 organizations. Their HR and IT experts were to fill out a questionnaire that allowed receiving their expert opinion and make conclusions considering the HR systems usage in this country. In the course of the study, eight hypotheses were investigated and proved: the number of companies’ users of Human Resource Management (HRM) (...) systems does not exceed a half of the staff; most companies use additional resources for HR management apart from HR automated systems; many companies use systems developed by their specialists for HRM; companies are satisfied with the level of HRM systems’ performance; companies are ready to implement new, more effective systems in their practice; Saudi market is not ready for SaaS model; companies are not ready to implement SaaS model; companies have high development potential despite impediments. The results have shown that the Saudi market is ready for implementation of the new technologies, while the level of satisfaction by the current solutions is comparatively low and requires urgent measures. New developments, preferably on the basis of SaaS model, are required to improve the situation and make a step towards successful future. Content Type Journal Article Category Original Paper Pages 1-14 DOI 10.1007/s13520-012-0015-7 Authors Bandar Khalaf Alharthey, Department of Management, Faculty of Management and Human Resource Development, University Technology of Malaysia, 81310 UTM, Johor Bahru, Johor, Malaysia Amran Rasli, Department of Management, Faculty of Management and Human Resource Development, University Technology of Malaysia, 81310 UTM, Johor Bahru, Johor, Malaysia Journal Asian Journal of Business Ethics Online ISSN 2210-6731 Print ISSN 2210-6723. (shrink)

As integrators of talents, Catholic family business leaders are strategically positioned to leverage the unique differences of their workforce. Business literature currently emphasizes participatory leadership as best practice. Participatory leadership is insufficient, however, because increasing the number of voices in the decision-making process may lead to higher levels of conflict or disengagement if the voices are disregarded. This paper proposes that the Catholic Social Teaching concepts of subsidiarity and solidarity provide the guiding principles to integrate participation because together they can (...) account for all stakeholders while advancing business goals. To operationalize these principles, this paper suggests that the dispute resolution field has developed analytical frameworks to assess and reimagine current policies, procedures, and culture for dispute resolution and shared decision making. Ultimately, businesses are the training ground to prepare citizens to participate in the public square and contribute to the common good. (shrink)

Persuaded by the observed positive link between the flow of appropriately skilled and trained female talent and female presence at the upper echelons of management, this study has examined current trends on women's uptake of graduate and executive education programs in the world's top 100 business schools and explored the extent to which these business schools promote female studentship and career advancement. It contributes by providing pioneering research insight, albeit at an exploratory level, into the emerging best practice (...) on this important aspect of business school behavior, an area which is bound to become increasingly appreciated as more global economic actors wise up to the significant diseconomies inherent in the under-utilization of female talent, particularly in the developing world. Among the study's main findings are that female graduate students averaged 30% in the sample business schools, a figure not achieved by a majority of the elite schools, including some of the highest ranked. Only 10% of these business schools have a specialist center for developing women business leaders, and only a third offered women-focused programs or executive education courses, including flextime options. A higher, and increasing, percentage of business schools, however, reported offering fellowships, scholarships or bursaries to prospective female students, and having affiliations with pro-women external organizations and networks that typically facilitate career-promoting on-campus events and activities. The implications of the foregoing are discussed, replete with a call on key stakeholder groups to more actively embrace the challenge of improving the supply of appropriately trained female talent, or top management prospects. Future research ideas are also suggested. (shrink)

Nowadays, the modern management is promoted to resolve the issue of unreliable information transmission and to provide work efficiency. The basic aim of the modern management is to be more effective in the role of the school to train talents and serve the society. This article focuses on the application of data mining (DM) in the development of information management system (IMS) in universities and colleges. DM provides powerful approaches for a variety of educational areas. Due to (...) the large amount of student information that can be used to design valuable patterns relevant to student learning behavior, research in the field of education is continuously expanding. Educational data mining can be used by educational institutions to assess student performance, assisting the institution in recognizing the student’s accomplishments. In DM, classification is a well-known technique that has been regularly used to determine student achievement. In this study, the process of DM and the application research of association rules is introduced in the development of IMS in universities and colleges. The results show that the curriculum covers the whole field and the minimum transaction support count be 2, minconf = 70%. The results also suggested that students who choose one course also tend to choose the other course. The application of DM theory in university information will greatly upsurge the data analysis capability of administrators and improve the management level. (shrink)

Although the number of women in middle management has grown quite rapidly in the last two decades, the number of female CEOs in large corporations remains extremely low. This article examines many explanations for why women have not risen to the top, including lack of line experience, inadequate career opportunities, gender differences in linguistic styles and socialization, gender-based stereotypes, the old boy network at the top, and tokenism. Alternative explanations are also presented and analyzed, such as differences between female (...) leadership styles and the type of leadership style expected at the top of organizations, feminist explanations for the underrepresentation of women in top management positions, and the possibility that the most talented women in business often avoid corporate life in favor of entrepreneurial careers. (shrink)

In the main body of colleges and universities, the effect of college teaching psychology management is an important standard to test the quality of college teaching psychology management and its effects on the development of college teaching psychology management. However, the psychology management system used by traditional colleges and universities is challenging to meet the needs of the innovation of the new talent training model of higher vocational education. The construction of the new micro-level teaching (...) organization inevitably requires the psychology management practice, structure, process, and technology at the medium and macro-levels to adapt to it. However, there are many mismatches in Higher Vocational Colleges’ internal and external administrative systems in China, such as low administrative efficiency, generalization of administrative power, low degree of specialization in administrative psychology management, and unreasonable administrative and organizational structure. This paper innovates the psychology management of colleges and universities reforms in combination with the characteristics of the digital age. Based on the collaborative innovation theory of colleges and universities, this paper puts forward the collaborative psychology management innovation network model of colleges and universities. The model combines the psychology management theory with the practical research of collaborative innovation in colleges and universities, expands the application and research field of innovation network theory, constructs the evaluation index system of students’ satisfaction in teaching psychology management in colleges and universities, and discusses it through reading and consulting materials and communication with teachers and students. A questionnaire of college teaching psychology management based on student satisfaction is formed. The experiment shows that teaching satisfaction is improved by nearly 31% compared with before innovation and reform. It can initially get the effect of innovation and reform, meet students’ needs, and promote the improvement of teaching psychology management quality. (shrink)

This research project explores the effectiveness of simulation-based assessments (SBAs) as an alternative to practical assessments for event management (EM) students, considering the 2020 global pandemic's impact on higher education. SBAs mimic real-world scenarios, enabling innovative and authentic ways for assessors to determine how well candidates can put their knowledge, skills, and talents to use. For example, they give students an opportunity to instil and reinforce ethical principles and values essential for success in the workplace. The study aims to (...) investigate the relationship between SBAs and graduate attributes, via a qualitative approach, to investigate and analyse students' lived experiences. Ten final-year EM students were selected purposively, with inclusion criteria. Semi-structured interviews were conducted using an original set of selected questions, and thematic analysis was used for data analysis. The study's findings suggest that if used correctly, SBAs can be an effective tool for developing students' graduate attributes, preparing them for employment. The article concludes on how to maximise the value of SBAs in preparing students for the workforce, especially when practical assessments are not feasible. (shrink)

The aim of this study is to examine gifted students' evaluations of their education programs in terms of their project production and management by considering the basic principles of gifted education and training programs. In evaluating the effectiveness of programs for gifted students, it is regarded as important to consider the evaluations of the individuals for whom the programs are implemented. Project production and management was taken as the basis for the principles and guidelines of the programs implemented (...) for gifted students. A mixed research design was used in the study. In the quantitative part of the research, the views of 300 randomly selected gifted students, who were attending the project production and management and special talent development programs at Science and Art Centers throughout Turkey, regarding their evaluation of the education programs, were analyzed. In the qualitative part of the research, the project production and management of the gifted individuals in the upper and lower groups according to their program evaluations were evaluated descriptively by examining the project proposals they developed. In the analysis of the quantitative data, it was determined that the participants had positive views about the effectiveness of the program, but that there was a significant difference between the upper and lower groups in terms of program evaluation scores. Considering this situation, the data of 10 participants in total were subjected to qualitative analysis in the second stage. As a result of the study, it was determined that all of the gifted students in the upper and lower groups were able to produce projects, but that in the categories specified in their projects, there were differences in favor of the upper group in terms of depth, originality, taking their talents into account, acting consciously, acting in accordance with the plan, participating in more prestigious competitions, and quality. (shrink)

Persuaded by the observed positive link between the flow of appropriately skilled and trained female talent and female presence at the upper echelons of management, this study has examined current trends on women’s uptake of graduate and executive education programs in the world’s top 100 business schools and explored the extent to which these business schools promote female studentship and career advancement. It contributes by providing pioneering research insight, albeit at an exploratory level, into the emerging best practice (...) on this important aspect of business school behavior, an area which is bound to become increasingly appreciated as more global economic actors wise up to the significant diseconomies inherent in the under-utilization of female talent, particularly in the developing world. Among the study’s main findings are that female graduate students averaged 30% in the sample business schools, a figure not achieved by a majority of the elite schools, including some of the highest ranked. Only 10% of these business schools have a specialist center for developing women business leaders, and only a third offered women-focused programs or executive education courses, including flextime options. A higher, and increasing, percentage of business schools, however, reported offering fellowships, scholarships or bursaries to prospective female students, and having affiliations with pro-women external organizations and networks that typically facilitate career-promoting on-campus events and activities. The implications of the foregoing are discussed, replete with a call on key stakeholder groups to more actively embrace the challenge of improving the supply of appropriately trained female talent, or top management prospects. Future research ideas are also suggested. (shrink)

We examine the important roles of two forms of capital—human and social—in the accumulation of critical resources that enable firms to adopt sound environmental management practices which contribute to better firm performance. Drawing on human and social capital theories and the resource-based view of the firm, we tested this proposition using data from a survey of 141 small manufacturing firms drawn from a survey of business enterprises in a metropolitan city in the southern region of the Philippines. The results (...) of our analysis using structural equation modelling-partial least square approach show that both human capital such as age, experience and education of managers of the firm and social capital such as external managerial ties and networks have significant and positive contribution to the environmental management resources of firms although the effects vary in magnitude. The accumulation of environmental management resources not only is positively linked to the adoption by firms of pro-environment practices but also fully mediates the effects of the two types of capital on the adoption of such practices. Pro-environment practices are positively linked to better performance outcomes. The findings underscore the need to account for the intangible and more tacit forms of capital such as managerial talent, knowledge, skills and social ties and networks in the wider debate on how small manufacturing firms in developing countries can address the pressing need to integrate environmental sustainability in business. (shrink)

Resumen. El propósito de este artículo científico es presentar algunas reflexiones acerca de lasnecesidades que tienen todas las organizaciones de asumir los riesgos laborales como una filosofíaorganizacional y el desafío de la gerencia en entornos cada vez más cambiantes, y sobre todo mejorarlas condiciones laborales y de seguridad de su talento humano. Se conceptualiza los riesgos ygerencia de riesgos, desde diferentes posturas considerando aportes de recientes investigadores queenfatizan en la necesidad de elaborar programas y estructura de riesgos en cualquier tipo (...) deorganización. Asimismo se presenta cual es el escenario mundial más importante para el debatesobre riesgos, enfatizándose en el cumplimiento de la Declaración de Seúl sobre seguridad y salud enel trabajo; y finalmente, a manera de conclusión se presentan los principales desafíos para lagerencia.Palabras claves: Riesgos, riegos laborales, gerencia de riesgos.. The purpose of this scientific paper is to present some reflections on the needs of allorganizations have to take risks at work as an organizational philosophy and the challenge ofmanagement in ever-changing environments, and especially to improve working conditions andsafety of human talent. Is conceptualized the risks and risk management, considering contributionsfrom different positions of recent researchers emphasize the need to develop programs and riskstructure in any organization which is the present world's largest stage for the debate on riskemphasis on fulfillment of the Seoul Declaration on Safety and health at work, and finally, inconclusion we present the main challenges for management.Keywords. Risks, hazards occupational, risk management. (shrink)

The massive amount of information brought about by the era of big data has enormous potential value. In-depth discussion and analysis of solving the information asymmetry between tax collection and taxpayers are keys. This paper provides an in-depth study and analysis of the fiscal and tax intelligent risk management strategies of listed companies in the big data environment. The tax risk management of listed companies is optimized. Tax authorities should follow the development trend of big data, apply big (...) data thinking, comprehensively excavate and utilize tax-related information, and improve the tax risk management model. At the same time, they should make full use of information technology to solve the problem of information asymmetry between tax collection and taxpayers and improve the quality and efficiency of tax risk management. The work discusses the problems of the current tax collection and management model in terms of management thinking, information collection, data analysis, legal system, and talent technology, and analyses the challenges brought by big data technology to the tax collection and management model as well as tax source management and tax informatization. (shrink)

To meet the shifting needs and preferences of the contemporary sales workforce, sales organizations are deploying idiosyncratic deals (I-deals), or mutually beneficial individualized workplace arrangements between salespeople and the organization. However, research is lacking on how, and under what conditions, I-deals facilitate work engagement and performance among salespeople. In this study, based on analysis of data gathered from 221 business-to-business salespeople, we demonstrate that I-deals are positively related to two foci of salesperson work engagement (i.e., social engagement and change engagement) (...) and salesperson performance. Furthermore, we find that ethical self-leadership, which is driven by ethical leadership, functions as an internal self-governance mechanism that strengthens the impact of I-deals on salesperson work engagement. Based on these results, we delineate novel theoretical and practical implications on the role of I-deals in facilitating effective sales talent management. (shrink)

Human resources management is essential to ensure the success of any organization which is based on the belief that an organization gains competitive advantage by using its people effectively and efficiently. But HR professionals need organizational support to make the employees more committed and passionate about their work. In this study, the researchers aim to examine the moderating effect of organizational support in the relationship between human resource professionals’ competencies, HR professionals’ willingness, and HR professionals’ effectiveness. HR Professionals’ competencies (...) such as credible activist, talent manager, culture and change steward, strategy architect, business ally, and operational executor nurture HR professionals’ effectiveness. Besides, HR professionals’ willingness is a significant predictor of HR professionals’ effectiveness. To test the relationships, the researcher collected data through survey questionnaire from 183 managers from commercial banks of Pakistan. For statistical analysis, Partial least squares-structural equation modeling is used to analyze the data and test the hypotheses. The findings reveal the positive and significant impact of HR professionals’ competencies and HR professionals’ willingness on HR professionals’ effectiveness. Additionally, the moderating impact of organizational support was also significant among HR professionals’ competencies, HR professionals’ willingness, and HR professionals’ effectiveness relationship. The study contributes in the literature of HR professionals’ effectiveness and organizational support in the banking sector of local context. The study also discusses the implications and future directions. One of them is that the research framework provides guidelines for HR professionals about what competencies are needed to enhance HR professional effectiveness. The present study recommends HR professionals of the banking sector to be involved in strategic planning and implementation in their organization. (shrink)

The significance of green entrepreneurship in achieving socioeconomic and environmental goals has received widespread recognition in academic literature. However, despite this acknowledgment, the internal and external variables influencing the expansion and sustainability of green agricultural enterprises have not been thoroughly studied and explored in the literature. This research aims to test the theoretical Green Agriculture Support Framework (GASF), suggesting internal and external support elements that, when strategically aligned, foster the growth of green agriculture enterprises, particularly those leveraging technologies and tools (...) associated with Agriculture 4.0. To this end, we utilized survey data collected from managers and employees of green enterprises located in Pakistan. The collected data was analyzed using the structural equation modeling (SEM) method, incorporating the partial least squares (PLS) approach through SmartPLS software. The findings imply that external variables (formal Institutions, Government Support, Culture) have significant impacts on the development of green enterprises and that internal factors (Technology, Talent Management) have somewhat limited impacts. Consequently, policymakers must concentrate on creating strategies and measures to enhance the external environment of an organization, that is, intensive government support, less rigid formal institutions and their policies, entrepreneurial culture, and overall improved economic condition of the country, and be cautious about the internal factors like rigid and outdated technology and talent management policies, that may hinder the development of such enterprises. As a result, using the organismic integration theory (OIT) theoretical lens, this research contributes to the literature by providing empirical evidence on the various internal and external factors that significantly affect the growth of innovative green agriculture enterprises. A thorough understanding of green determinants assists in identifying the areas that require attention of policymakers for the effective growth of the green agricultural sector in an economy, leading to valuable implications for green policies. (shrink)

In this paper, I respond to a list of explanations for why female students leave philosophy, or why a number of them leave English-speaking philosophy departments, which can also be adapted for various other underrepresented groups. I distinguish between an explanation according to which departures are because of poor talent management skills and another explanation, which I call the experts in failure explanation.

How to make use of the leaders’ psychological capital to improve the innovation behavior of employees is an important issue for the talent management of enterprises today, and it is also the goal that enterprises must pursue if they want to stand out in the fierce competition. Therefore, in this study, 154 enterprises in high-tech area were selected for questionnaire survey. The correlation between lead-member exchange (LMX) relationship (emotion, loyalty, contribution, professional respect), leaders' psychological capital (confidence, hope, optimism, (...) tenacity), and employees' innovation behaviors were analyzed by multivariate regression. Hierarchical regression method was used to examine the mediating effect of the LEX. It was found that confidence, toughness, and contribution were significantly positively correlated with employee innovation behavior (P<0.000). The positive correlation between hope, optimism, emotion, and loyalty with employees' innovation behavior was significant (P<0.05). Emotion, loyalty, and contribution had mediating effects on the leaders’ psychological capital and the innovation behavior of employees. In conclusion, the leaders’ psychological capital can have a significant positive effect on the innovation behavior of employees directly, and it can also have an indirect positive effect on the innovation behavior of employees by maintaining high quality LMX. (shrink)

To meet the shifting needs and preferences of the contemporary sales workforce, sales organizations are deploying idiosyncratic deals (I-deals), or mutually beneficial individualized workplace arrangements between salespeople and the organization. However, research is lacking on how, and under what conditions, I-deals facilitate work engagement and performance among salespeople. In this study, based on analysis of data gathered from 221 business-to-business salespeople, we demonstrate that I-deals are positively related to two foci of salesperson work engagement (i.e., social engagement and change engagement) (...) and salesperson performance. Furthermore, we find that ethical self-leadership, which is driven by ethical leadership, functions as an internal self-governance mechanism that strengthens the impact of I-deals on salesperson work engagement. Based on these results, we delineate novel theoretical and practical implications on the role of I-deals in facilitating effective sales talent management. (shrink)

Digital technological innovation is reshaping the pattern of industrial development. Due to the shortage of digital talents and the frequent mobility of these people, the competition for talents will be very fierce for organizations to realize digital transformation. The digitization transformation of China’s service industry is far ahead of that of industry and agriculture. It is of great significance to study the organizational management and talent management of service enterprises to reduce the negative impact of insufficient (...) class='Hi'>talent reserve and meet the needs of digital development. Based on 378 valid questionnaires from China’s service industry, this paper applied polynomial regression and a response surface model to analyze the impact of two kinds of person-environment fit on work engagement and individual creativity. The results show that: under the combination of high morality and high talent, work engagement and individual creativity are the highest; individual creativity is stronger under the condition of high morality and low talent than under low morality and high talent; and work engagement mediates the influence of morality and talent on individual creativity. The research reveals the internal mechanism by which morality and talent cooperatively promote individual creativity, which provides theoretical guidance for management practice of service firms to improve individual creativity in the process of digital transformation. (shrink)

This study proposes and tests a model that integrates culture, attitudes, subjective norms, and attributions into a theoretical framework that explains tolerance toward nepotism in a Latin American country. The participants were 202 Ecuadorian middle and upper managers. The results suggested that attitudes, subjective norms, and attributions significantly predict managerial intention to discipline those employees who favored a family member when hiring. Furthermore, subjective norms and internal attributions mediated the relationship between culture and intentions to discipline employees who engaged in (...) nepotistic acts. Our findings highlight the need to implement culture-congruent HR practices to effect mission-driven changes in talent management practices. (shrink)

The workplace is characterised by numerous contracts of agreement that an employee and employer must sign to formalise their employment relationship. The informal agreement, known as the psychological contract, is often overlooked, although it is pivotal in determining the engagement of employees in an organisation. This study aimed to probe the perceptions line managers have of the influence of the psychological contract on employee engagement in a South African bank with a particular focus on how the integration of technologies from (...) the Fourth Industrial Revolution may have impacted the workplace in the banking sector. The study was carried out using a qualitative research approach. A purposive random sampling strategy was used to select participants who were interviewed using semi-structured, one-on-one interviews. The data collected were analysed using thematic analysis, and verbatim quotes were used to support emergent themes. The findings of the study revealed that continuous change in the world, exacerbated by the COVID-19 pandemic, influences employee expectations. Thus, organisations must be able to quickly adapt and adjust their talent attraction and retention mechanisms. Talent management, the nature of the business, structure and operations, the nature of the work environment, and emotional needs are the themes that emerged from the study. With the constant change in the world of work, including industry disruptions continually imposed by the 4IR and other factors, employees’ expectations are ever-changing. Thus, organisations must keep adapting to attract and retain talent. This study adds value by addressing various aspects aligned with competitively adjusting to the current and future world of work. (shrink)