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The Principle of ‘Self-Control’ in the Design of Instruments, Processes and Procedures: True Success Factors of Talent Management
Issue:
Volume 4, Issue 6, December 2016
Pages:
65-76
Received:
31 October 2016
Accepted:
18 November 2016
Published:
21 December 2016
Abstract: There seems to be a lack of clarity both in research and practice as to what makes talent management instruments and processes truly successful. This study shows, HR organizations and talent managers in many German organizations prefer more traditional over innovative procedures and instruments, even if latter instruments are empirically linked to more success as shown by our research. Furthermore, this paper makes a contribution to the question what makes talent management processes, procedures and instruments truly more successful than others. Based on the responses of 125 participants of an online survey–talent managers and other HR professionals responsible for talent management-we linked the success of certain talent management instruments to specific ingredients which appear to be the differentiators of successful talent instruments and procedures. We found that what we label ‘organization centric’ talent management instruments driven by the language of corporate requirements and personnel needs often lead to lower levels of talent management success. On the other hand, ‘employee centric’ talent management instruments and processes, which take an employee’s self-efficacy, initiative, skills, and personality as starting point resulting in what we call a ‘pull dynamic’ of employee engagement, are significantly more associated with perceived talent management success. We also found that these instruments tend to be associated with lower levels of fluctuation and external recruiting rates. Furthermore, we found that the professionalization of talent management has a positive effect on the relationship described. The study results have important implications on the design, activities and branding of talent management in organizations.
Abstract: There seems to be a lack of clarity both in research and practice as to what makes talent management instruments and processes truly successful. This study shows, HR organizations and talent managers in many German organizations prefer more traditional over innovative procedures and instruments, even if latter instruments are empirically linked to ...
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The Use of Talent Management Instruments and Procedures in Germany: A Broad Explorative Study of Effectiveness and Success Factors
Issue:
Volume 4, Issue 6, December 2016
Pages:
77-99
Received:
25 November 2016
Accepted:
7 December 2016
Published:
5 January 2017
Abstract: While talent management has become a fixed term on HR agendas worldwide, it appears that that quality of talent management practices, infrastructure, and success measurements of talent management in German organizations is still low. This explorative empirical study – one of the largest ever done on this topic in Germany - shows that roles and responsibilities in the talent management process remain often unclear, processes and tools such as an IT infrastructure are often weak, and success measures are often not applied. But there is also surprising evidence that companies in Germany largely apply the wrong measures. It seems that in many German organizations, instruments and procedures are being applied which either have a rather neutral or even can have a counterproductive effect on talent management success. Reversely, instruments which can be linked empirically to talent management success, are not being applied as consistently as you would expect based on HR professionals knowledge on the subject matter. This paper presents the results of an explorative study on the scope of talent management in German organizations, the use of specific instruments and procedures, and links the use of instruments to various measures of success, most notably the assessment by talent management professionals. The results are both startling and surprising: Instruments most widespread in German organization are those which often have a neutral or even negative effect on talent management success. Starting with the question, how important talent management from the perspective of the organization, the study provides a detailed view on the use of specific measures and the processes applied by German organizations. Based on the responses of 125 participants of an online survey with talent managers and other HR professionals, we found a lack of commitment to talent management processes by leadership as a possible explanation for the state of talent management in Germany.
Abstract: While talent management has become a fixed term on HR agendas worldwide, it appears that that quality of talent management practices, infrastructure, and success measurements of talent management in German organizations is still low. This explorative empirical study – one of the largest ever done on this topic in Germany - shows that roles and resp...
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Diversity Management Instruments in German Organizations: Effectiveness and Preferences from Corporate and Employee Perspectives
Issue:
Volume 4, Issue 6, December 2016
Pages:
100-123
Received:
25 November 2016
Accepted:
6 December 2016
Published:
24 January 2017
Abstract: While diversity management appears to rank high on the HR agenda of many organizations in Germany, both status and quality of diversity management in Germany remain lower than in most European countries, and by far lower than in the US. This paper discusses the relevance organizations in Germany attach to the topic of diversity, identifies the measures actually employed, and shows how effective these measures are in practice. Based on the responses of 73 organizations and 285 employees, the study empirically measures the use and effectiveness of diversity measures and identifies differences from the perspective of the organization versus the employee. In the area of Gender diversity companies employ the largest breadth of measures that also appear very effective. In the areas of Age and Ethnic diversity, companies tend to employ much fewer measures which also don’t appear to be the most effective, showing less relevance and experience with relevant instruments. We also found that measures considered by employees to be most effective often differ from the measures used in practice and prioritized by HR professionals. In general, from an employee perspective, diversity measures appear to be connected to better career and development opportunities. Companies in Germany largely follow the diversity measures prescribed by the state without using their diversity profile for differentiation in employer branding. The results of the study give an overview of the diversity measures in use today in German organizations and of their effectiveness to achieve diversity objectives.
Abstract: While diversity management appears to rank high on the HR agenda of many organizations in Germany, both status and quality of diversity management in Germany remain lower than in most European countries, and by far lower than in the US. This paper discusses the relevance organizations in Germany attach to the topic of diversity, identifies the meas...
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Human Resource Management in the Healthcare Industry – A Literature Review
A. Manimaran,
S. A. Senthil Kumar
Issue:
Volume 4, Issue 6, December 2016
Pages:
124-128
Received:
25 September 2016
Accepted:
21 November 2016
Published:
25 January 2017
Abstract: Now a day the entire world faces the crisis on the healthcare industry. Especially in concerning about our country – India, most of the people prefers the private healthcare sector rather than the public healthcare sectors even though with the spending of lots and lots of money by the government of India still there is always an inhabitation of diversification exhibits in-between the private and public healthcare industries which leads towards the conflict among the healthcare professional working in the enormous fields of healthcare industries in our country. This creates the distinctive variation and diversification of remuneration, moral and employment and so on. This paper gives study about the various viewpoints of the multiple issues regarding the Human Resource Management of healthcare professionals in the healthcare industry and illustrated the detailed result in concern towards it.
Abstract: Now a day the entire world faces the crisis on the healthcare industry. Especially in concerning about our country – India, most of the people prefers the private healthcare sector rather than the public healthcare sectors even though with the spending of lots and lots of money by the government of India still there is always an inhabitation of div...
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