Bowie State Employees Input Importance in Effective Talent Management Summary Chapter III: Critical Analysis/DiscussionThis section includes comparisons an

Bowie State Employees Input Importance in Effective Talent Management Summary Chapter III: Critical Analysis/DiscussionThis section includes comparisons and contrasts of the literature found in Chapter II. It is important to treat consistent findings and or disagreements and what the researcher feels are the implications for the area of which the study was conducted. What does it all mean? So what?Chapter IV: Summary, Conclusion, and RecommendationsSummarize the study, what conclusions have you come to, and what recommendations do you have. Finally, summarize this chapter. Employees Input is Importance in Effective Talent Management
Employees Input is Importance in Effective Talent Management
A Review of the Literature
By
Bashayer Badawi
Bowie State University
A Seminar Paper Submitted To The Graduate Faculty
Human Resource Development Program
Bowie State University
Feb 2019
Employees Input is Importance in Effective Talent Management
Employees Input is Importance in Effective Talent Management
A Review of the Literature
By
Bashayer Badawi
Bowie State University
A Seminar Paper Submitted To The Graduate Faculty
Human Resource Development Program
It is recommended that this Seminar Paper be accepted in partial
fulfillment of the requirements for the Masters of Arts Degree.
Bowie State University
Feb 2019
Marsha E. Jackson, Ed.D
Program Coordinator
Date
Wendy M. Edmonds, Ph.D
Instructor/Committee Chair
Date
Candidate: Bashayer Badawi
Employees Input is Importance in Effective Talent Management
Chapter I: Introduction
This study is about the importance of employee participation in talent
management of multinationals and small businesses. Talent management focuses on the
organization, monitoring and controlling of skills and talent within a business entity for
rapid growth and expansion. Although considered expensive, talent management is
important in the productivity and profitability of a business. A business that fails to
manage talent is bound to fail. Planning and strategizing are essential elements of
effective talent management. Employee involvement in talent management is one of the
main strategies a business can use to achieve successful talent management. Therefore,
the study focuses on establishing the significance of employee participation in ensuring
effective talent management.
Research has shown that engaging employees in talent management make an
organization successful. Also, many CEOs focus on high productivity and creating an
enabling environment to move the organization to higher levels of profitability. What
does it take to achieve business success? The key is to focus on the knowledge and skills
of the personnel. The productivity of an organization is the total of knowledge, skills, and
experience of its employees. Employee engagement in talent management has proved to
be beneficial in the following ways: increased performance (Payambarpour & Hooi,
2015) , enhanced acceptance of set goals, resulted in high retention of employees
(Deepika & Sampurna, 2018).
Increased performance is closely associated with the engagement of employees in
talent supervision. When employees are engaged in planning and strategizing talent
Employees Input is Importance in Effective Talent Management
management, it results in increased performance. This is because the employees feel part
of the process of moving the organization to the next level. But when the employees are
left out in talent management, they feel disconnected from the company goals and
aspirations, which results in low morale and motivation.
Involvement of employees in talent management leads to acceptance of
organizational goals, therefore, motivating them to work towards the success of the
organization. The general direction of an organization is given by the highest governing
body, for instance, the board of directors. However, those who determine whether or not
the organization takes the direction given are the implementers, the employees.
Therefore, it is important to engage the employees in every step of goal setting to achieve
success.
Lastly, studies have shown that the involvement of employees in talent
development leads to high employee retention (Deepika & Sampurna, 2018). As already
mentioned talent management is expensive, but it pays when employees work for a long
period for an organization. When an organization loses skilled and highly resourceful
labor force to the competition, the organization loses a competitive advantage and
differential advantage.
Statement of the Problem
Many multinationals use traditional strategies in talent management without
taking note of the developmental and perspective changes. One of these strategies is the
use of boardroom meeting to decide what and what is not necessary talent management.
This results in bridging skill-gap by employing more employees leading to a ballooned
Employees Input is Importance in Effective Talent Management
wage bill. Moreover, the employees can be pushed into taking careers path that are not in
line with the aspirations and passion, resulting in low motivation at the workplace. This is
because people like working longer in what they love doing and avoid working on what
they do not like. Therefore, the researcher feels that the involvement of employees in
talent management is the most effective strategy.
Purpose of the study
A study has shown that for effective talent management employees have to be
involved especially in the planning stage (Violetta, Vlad, & Zalk, 2017). According to
Violetta and others (2017) employees reciprocate positively when the organization
invests in them. The researcher conquers with this and therefore thinks that effective
talent management participation of employees is necessary. This is in opposition to
traditional talent management where managers seat in a board meeting to project the
skill-need of the organization. However, there has been a little study to establish that
employee participation leads to effective talent management concretely. Therefore, the
research has purposed to carry out a study to determine whether effective talent
management is related to the involvement of employees.
Research Questions
The researcher seeks to establish that employee participation is essential in
effective talent management. Therefore the researcher seeks to answer the following
questions: Is employee involvement significant ineffective talent management? Should
the employees participate from the beginning to the end in the process of talent
Employees Input is Importance in Effective Talent Management
management? Do employees open up in discussing their career paths and the skills they
feel they need to be effective at their work?
Need for the Study
There is a need to study employee participation in talent management because
there is already little research that has been carried in this area (Akram, Wayne, & Jaap,
2014). Moreover, the traditional methods used in talent management do not match with
developmental changes an organization goes through. This calls for a change of gear. For
instance, traditionally the top management of an organization is tasked with identification
of positions and roles that are in line with the organizational values and objectives and
work out to fill them with the best talent. However, the business dynamics that face every
organization due to performance, technological, managerial and environmental changes,
need arises for the adaptation of new strategies. One of these is the involvement of
employees in effective internal talent and external recruitment.
Theoretical Framework
Employment involvement in increasing productivity and changing the company
culture is a call of every CEO (Akram, Wayne, & Jaap, 2014). This has the support of
three theoretical frameworks: theory X and Y, Two Factor theory and goal setting theory
(Mildred, 2016). What is the Theory X and Y about employee participation and
consequently talent management?
Psychologist Douglas McGregor advanced theory X and Y in 1957 (Leanna,
Kopelman, & Prottas, 2015). McGregor argued that employees’ performance is better
under the management that espouses self-direction and self-motivation. Therefore, theory
Employees Input is Importance in Effective Talent Management
X and Y form one of the key theoretical pillars on which the study shall be carried out in
establishing whether employee participation is key in effective talent management.
Another theory on which this study shall be advanced is the two-factor theory.
Herzberg introduced the two-factor theory of motivation based on satisfaction and
dissatisfaction (Mildred, 2016) by arguing that an employee feels satisfied when assigned
tasks that are challenging enough to exploit his or her full potential. Therefore,
employees will feel more motivated if they get involved in talent management.
In goal setting theory Edwin Lock postulated that setting goals lead to higher
performance. Involving employees in setting goals will not only engage them in
accepting them but motivate them towards higher performance and satisfaction.
Therefore, the participation of employees in talent management will lead to the high
productivity of an organization.
In a nutshell, theory X and Y, Two-factor theory and goal setting theory all
support employees participation in realization of higher productions. These theories
explain that employees’ involvement forms the basis of highly motivated and performing
labour force. If this is the case, employee participation is essential in effective talent
management especially internal skill development and external recruitment.
Employees Input is Importance in Effective Talent Management
Definition of Terms: Employee involvement, Employee involvement is creating an
environment in which people have an impact on decisions and actions that affect their
jobs. by (Heathfield, 2019)
Employee participation, Employee participation involves management actively
encouraging staff to assist in running and improving business processes and operations.
Also known as employee involvement, employee participation includes management
recognizing individual employees’ opinions and input, so that employees understand that
management views them as unique and individually valuable to running the business.
by (Redsteer, 2019)
Talent management, An organization-wide, holistic strategy for hiring, training, and
retaining top-performing employees. by (Ingwersen, 2018)
Employees Input is Importance in Effective Talent Management
Chapter II: Literature Review
Multinational Talent Management
The journal article is a study that is sourced from the book titled The Oxford
Handbook of Talent Management by David Collings, Kamel Mellahi, and Wayne Cascio.
It focuses on the ability of multinationals to manage the skills and the talent they have in
their organizations across the board. Talent management is an expensive process which
then prompts many multinational companies to use an integrated and standard design
when it comes to talent management (Björkman, Ehrnrooth, Mäkelä, Smale, & Sumelius,
2017). Additionally, the study encourages the multi-corporations to step out of their
comfort zone on talent management and implement better ways that fit the employees
working in a particular culture.
Similarly, Cascio, & Boudreau (2016) carry one with the same train of thought by
highlighting the different factors that can be used in achieving global competence in
countries they operate from; companies are continually seeking better ways of
implementing talent management. The study also shifts the focus and identifies that it is
companies that need to have a developmental change and also a change in perspective
because they cling on old and traditional ways of talent management grounded in human
resources. Another important point that is made is that the employees tend to gain more
benefits when the company tailors their talent management based on the country and the
culture.
It is not all organizations that share the same perspective. Some businesses
especially the small businesses and the local businesses tend to have a limited view of
their enterprises and overlook the need for talent management. However, this study by
Khilji, Tarique, & Schuler (2015) shows that talent management is not merely about the
size of the employee pool but about perspective in the expansion of the business. Having
a macro view regarding talent management in an organization helps the employees to
increase their productivity and thus the profitability of the business. Multinational
companies are also used encouraged to change their perspective so that they effectively
manage their global talent. Krishnan, & Scullion (2017) supports the ideas expressed in
the study. In a study conducted by Krishnan, & Scullion, (2017) showed that many small
and medium enterprises have a traditional view of talent management. On the other hand,
Morris, Snell, & Björkman, (2016) proposes a framework for global talent management
that companies that use in redesigning.
Employees Input is Importance in Effective Talent Management
Effectiveness in Talent Management
Many of the studies regarding talent management tend to neglect the perspective
of the employees who are the center of it all. It is ironic that talent management is
sometimes done without the input of the employees whose role cannot be underestimated.
In the study Talent management practice effectiveness: investigating employee
perspective, by Khoreva, Vaiman, & Van Zalk, (2017) shows that employee perspective
is critical to having effective management that is also effective. The effectiveness of
talent management can be significantly influenced by the involvement of employees.
Blind planning or planning with the exclusion of the employee does not have positive
outcomes and even though some of these management styles may work; they are never
truly effective.
On the other hand, to determine the effectiveness, McDonnell, Collings, Mellahi,
& Schuler, (2017) conducted a study that uses a systematic review process in identifying
the reason behind the ineffectiveness of talent management. The paper begins by tracing
the evolution of talent management which will undergo more changes with changes in the
industry and also in the technology and appraisal methods used. Various themes in the
paper are also highlighted to show the high performers and low performers. The
systematic review showed that while talent management was evolving, the ways used and
the strategies applied in managing talent in organizations were not changing with the
same speed as the changing talent.
Taking a focus on the hospitality industry, the study by Deery, & Jago (2015)
aims to investigate the themes that are often discussed under effective talent
management. Work-life balance and retention strategies are two elements that are critical
in effective talent management. Management of talent requires the managers to properly
identify their employees’ weaknesses and strengths and then helping them achieve their
career goals while at the same time spurring productivity which directly impacts the
organizations. Employees who understand their purpose in a company, due to the
effective talent management in the company, tend to stay longer at the organization. The
study urges the companies to consider work-life balance and retention strategies when
redesigning talent management.
Also taking a critical review of the approaches in talent management, the study
takes a review and empirical research analysis. From the analysis by Gallardo-Gallardo,
E., & Thunnissen, M. (2016) emphasizes on the use of new methods such as the
application of methods derived from bibliometric and analysis of the content. Talent
management, according to the authors will only present value when it is approached from
a mature level. What this maturity means is that talent management should change with
the employees such that it is relevant at all times and also change with the employees to
remain applicable and successful. In addition, the literature urges the companies only to
Employees Input is Importance in Effective Talent Management
select that which is useful and applicable in their work environment as opposed to forcing
all or any new methods in the industry.
Organizations have to accept the transformation of talent management and rapidly
take up tools and resources to help in managing their talent. Some of the new approaches
use psychology such that the talent management attaches to performance management,
recruitment, career development, employees attitudes, and testing. However, many
corporations do not adopt these approaches and thus miss out on the impact created by
using theories founded in psychology. Following the analysis, the findings showed that
the focal articles on talent management between2008-2016 lacked the strategic approach
that banked on research. Additionally, vetting talent management trends is also required.
According to Rotolo, Church, Adler, Smither, Colquitt, Shull, & Foster (2018) banking
on the researched theories and approaches will propel talent management further.
Value of Talent Management and Value in Talent Management for Corporations
Sparrow, & Makram, (2015) conducted a study that supplements the studies that
aimed to investigate the value that can be gained by both employees and the organization.
Many companies may feel the need to catch up with their competitors by blindly
implementing talent management structure and then fail to provide value to the
employees and the process lose both financially and talent wise. Employees are the focus
when it comes to talent management seeing they are the ones with the skills and the talent
needed by organizations. Therefore, they can be included in the decision making which is
itself an addition of value.
Sparrow, Hird, & Cooper (2015) in Strategic talent management. In Do We Need HR
Tafti, Mahmoud Salehi, & Amiri (2017) conducted a study that focused on talent
management and particularly critical success factors, obstacles and challenges in talent
management. The study highlights these challenges by researching all the structural
barriers that already exist in these organizations. These factors are categorized into four
categories, and they are environmental challenges, managerial challenges, structural
challenges and behavioral challenge. Conversely, the study was also categorized
according to the talent management success and further subdivided into environmental
success factors, managerial success factors, and structural success factors. Similarly,
Thunnissen, (2016) also does a study that emphasizing on gaining value form the method
that has been selected for talent management in organizations. These literature were
useful in portraying the picture concerning talent management from different angles and
perspectives.
Employees Input is Importance in Effective Talent Management
References
Akram, A. A., Wayne, F. C., & Jaap, P. (2014). Talent Management: Current Theories
and Future Research Directions. Journal of World Business 49 , 173-179.
Deepika, P., & Sampurna, R. (2018). Talent management and employee engagement – a
meta-analysis of their impact on talent retention. Industrial and Commercial Training,
Vol. 50 Issue: 4 , pp. 185-199.
Leanna, L., Kopelman, R. J., & Prottas, D. J. (2015). McGregor’s Theory X/Y and Job
Performance: A Multilevel, Multi-source Analysis. Journal of Managerial Issues, 27(1-4)
, 84-101.
Mildred, A. K. (2016). Effect of Employee Employment on Job Performannce at Kenya
Medical Research Institute (Cenntre for Global Health Research) Kisumu. Nairobi:
University of Nairobi.
Payambarpour, S. A., & Hooi, C. (2015). The impact of talent management and employee
engagement on organisational performance. International Journal of Management
Practice 8(8 4) , 311-336.
studies, i. f. (n.d.). Succession planning . (W. Hirsh, Interviewer)
Violetta, K., Vlad, V., & Zalk, M. V. (2017). Talent management practice effectiveness:
investigating employee perspective. Employee Relations, Vol. 39 Issue: 1 .

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