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Talent Management: A Conceptual Framework from Review of Literature and a Research Agenda

Received: 16 November 2017     Accepted: 29 November 2017     Published: 2 January 2018
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Abstract

With the emerging trends in human resource practices, talent management has become an area of concern globally. Talent management activities are occupying a very significant amount of organization resources. Most organizations have formed a link between talent management and the overall business strategies. Several studies have been carried out with the aim of finding out the impact talent management has on organization performance, as it has become very popular. This paper critically looks at studies conducted on the subject, identifying empirical and contextual gaps that exist in the literature subject, and proposing a conceptual framework on the subject. From the studies, talent management is at the centre of the survival of the profit organizations in the contemporary world and the stiff competitive business world. The study concludes that even though there is a high correlation between the management of talent, and both financial and non-financial performance of organizations, it would be of worth to include other variables which may include the organization strategies, its structures and policies, the leadership styles and beliefs and others that might be of help to explain the relationships extensively.

Published in Journal of Human Resource Management (Volume 5, Issue 6)
DOI 10.11648/j.jhrm.20170506.11
Page(s) 90-94
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2018. Published by Science Publishing Group

Keywords

Talent Management, Talent Attraction, Talent Retention, Learning and Development, Career Development, Organization Performance

References
[1] AM Azure Consulting Ltd. (2012). Why Best Pratice in Talent Management is Failing.
[2] Becker, G. S., (1964). Human Capital. New York: Columbia University Press.
[3] Boston Consulting Group [BCG] (2009). Creating People Advantage. Boston, Mass: Boston Consulting Group.
[4] CIPD (2010). The Talent Perspective: What does it Feel Like to Be Talent-Managed? London: CIPD.
[5] Cutajar, B. (2012). effect of organisational culture on employee talent management: Case of Malta based ICT companies. 56-143.
[6] Economist Intelligence Unit (2006). The CEO’s role in talent management How top executives from ten countries are nurturing the leaders of tomorrow. A paper by the Economist Intelligence Unit in co-operation with Development Dimensions International (DDI), May.
[7] Edmonds, J. (2011). Managing successful change. Industrial and Commercial Training, 43 (6), 349 – 353.
[8] Farndale, E., Pai, A., Sparrow, P., & Scullion, H. (2014). Balancing individual and organizational goals in global talent management: A mutual-benefits perspective. Journal of World Business, 49 (2), 204-214. doi: http://dx.doi.org/10.1016/j.jwb.2013.11.004.
[9] Herbling, D. (2012). More than a third of NSE firms lack women directors. Business Daily, May 13.
[10] Iles, P., Preece, D. & Chuai, X. (2008). Is talent management just “old wine in new bottles”?: The case of multinational companies in Beijing. Management Research News, 31 (12), 901-911. https://doi.org/10.1108/01409170810920611.
[11] Jiang, Z., & Xiao, L. (2012). Total reward strategy: a human resource management strategy. Going with the trend of the time, Yeungnam University.
[12] Jing, F. F., & Avery, G. C. (2011). Missing links in understanding the relationship between leadership and organizational performance. International Business & Economics Research Journal (IBER), Vol. 7 (5).
[13] Kahinde, J. S. (2012). Talent management effect on organization performance. Journal of management research, 4 (2) 76-88.
[14] Kellyservice. (2013). Attraction and Retention of Talent., Retrieved on 16th March 2013 from Kellyservices.co.nz.
[15] Kessler, A. S., & Lülfesmann, C. (2006). The theory of human capital revisited: On the interaction of general and specific investments. Economic Journal, 116 (514), 903-923.
[16] Koolen, I. (2014). Investigating the relation between Talent Philosophies, Organizational Talent Management Approaches and Workforce Differentiation. 2.
[17] Lepak, D. P. & Snell, S. A. (1999). The human resource architecture: Toward a theory of human capital allocation and development. Academy of Management Review, 24 (1), 31-48.
[18] Lucas, M., & Kirillova, O. (2011). Reconciling the resource-based and competitive positioning perspectives on manufacturing flexibility. Journal of Manufacturing Technology Management, Vol. 22 (2), 189-203.
[19] Lyria, R. K. (2014). Effect of Talent Management on Organizational Performance in Companies Listed in Nairobi Securities Exchange in Kenya. xviii.
[20] Morton, L. (2004). Integrated and integrative talent management: A strategic HR framework, Research Report R-1345-04-RR, The Conference Board, New York, NY.
[21] Mwangi, M. (2009). Factors Affecting Talent Management at Nation Media Group, Unpublished thesis (business administration). Strathmore University.
[22] Nzuve, S. (2007). Elements of organizational Behaviour. University of Nairobi press.
[23] Saleem, N. A. (2006). Principles and Practice of management simplified. Nairobi, Saleemi Publication.
[24] Stahl, G. K., Bjorkman, I., Farndale, E., Morris, S. S., Stiles, P., Trevor, J. and Wright, P. M. (2007). Global Talent Management: How Leading Multinationals Build and Sustain their Talent Pipeline. Faculty and Research Working Paper. Fontainebleau, France: INSEAD.
[25] Strober, M. H. (1990). Human capital theory: Implications for HR managers. Industrial Relations, 29 (2), 214.
[26] Subramaniam, I. D. & Mahan, P. (2012). Determinants of successful talent management in MNCs in Malaysia. Journal of Basic and Applied Scientific Research, 2 (12), 12524– 12533.
[27] Williams, M. (2000). The War for Talent: Getting the Best from the Best. London: CIPD.
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Cite This Article
  • APA Style

    Faith Wanjira Muriithi, Muathe Stephen Makau. (2018). Talent Management: A Conceptual Framework from Review of Literature and a Research Agenda. Journal of Human Resource Management, 5(6), 90-94. https://doi.org/10.11648/j.jhrm.20170506.11

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    ACS Style

    Faith Wanjira Muriithi; Muathe Stephen Makau. Talent Management: A Conceptual Framework from Review of Literature and a Research Agenda. J. Hum. Resour. Manag. 2018, 5(6), 90-94. doi: 10.11648/j.jhrm.20170506.11

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    AMA Style

    Faith Wanjira Muriithi, Muathe Stephen Makau. Talent Management: A Conceptual Framework from Review of Literature and a Research Agenda. J Hum Resour Manag. 2018;5(6):90-94. doi: 10.11648/j.jhrm.20170506.11

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  • @article{10.11648/j.jhrm.20170506.11,
      author = {Faith Wanjira Muriithi and Muathe Stephen Makau},
      title = {Talent Management: A Conceptual Framework from Review of Literature and a Research Agenda},
      journal = {Journal of Human Resource Management},
      volume = {5},
      number = {6},
      pages = {90-94},
      doi = {10.11648/j.jhrm.20170506.11},
      url = {https://doi.org/10.11648/j.jhrm.20170506.11},
      eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20170506.11},
      abstract = {With the emerging trends in human resource practices, talent management has become an area of concern globally. Talent management activities are occupying a very significant amount of organization resources. Most organizations have formed a link between talent management and the overall business strategies. Several studies have been carried out with the aim of finding out the impact talent management has on organization performance, as it has become very popular. This paper critically looks at studies conducted on the subject, identifying empirical and contextual gaps that exist in the literature subject, and proposing a conceptual framework on the subject. From the studies, talent management is at the centre of the survival of the profit organizations in the contemporary world and the stiff competitive business world. The study concludes that even though there is a high correlation between the management of talent, and both financial and non-financial performance of organizations, it would be of worth to include other variables which may include the organization strategies, its structures and policies, the leadership styles and beliefs and others that might be of help to explain the relationships extensively.},
     year = {2018}
    }
    

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    AB  - With the emerging trends in human resource practices, talent management has become an area of concern globally. Talent management activities are occupying a very significant amount of organization resources. Most organizations have formed a link between talent management and the overall business strategies. Several studies have been carried out with the aim of finding out the impact talent management has on organization performance, as it has become very popular. This paper critically looks at studies conducted on the subject, identifying empirical and contextual gaps that exist in the literature subject, and proposing a conceptual framework on the subject. From the studies, talent management is at the centre of the survival of the profit organizations in the contemporary world and the stiff competitive business world. The study concludes that even though there is a high correlation between the management of talent, and both financial and non-financial performance of organizations, it would be of worth to include other variables which may include the organization strategies, its structures and policies, the leadership styles and beliefs and others that might be of help to explain the relationships extensively.
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Author Information
  • Department of Business Administration, Kenyatta University, Nairobi, Kenya

  • Department of Business Administration, Kenyatta University, Nairobi, Kenya

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