In today's globalized, fast-changeable, and digitalized market, companies strongly need and seek talents, who, besides basic skills, possess higher levels, as well as the optimal mix of different competencies and qualifications. Attracting the best employees, developing and retaining them represents a crucial success factor for any firm and requires well-organized talent management. The purpose of this study is to analyze the influence of talent management, viewed through attracting, developing, and retaining talents, on organizational performance improvement in companies in Bosnia and Herzegovina. Data collection is based on a questionnaire, related to core elements of talent management and organizational performance (profitability and sales growth), with respondents from the population of talented managers, who work in companies in Bosnia and Herzegovina. The findings indicate that talent management has a positive statistically significant influence on observed organizational performance in companies in Bosnia and Herzegovina. Since talented managers are a key strategic resource, who lead organizations to accomplish excellent organizational performance, companies in developing countries need to tailor effective and customized talent management strategies, to achieve continuous improvement of organizational outcomes.
Background: Owing to the heaviness of setbacks and shocks companies frequently face from the internal/external business environment, building solid organizational resilience and shifting towards strategic sustainability have become the top demands in today’s wavering business world. Objectives: This study aimed to determine whether strategic sustainability orientation influences organizational resilience and how this relationship is moderated by firm size. Methods/Approach: This study uses a methodology structured around the stakeholder theory and embraces multiple regression analysis grounded on collected data from 124 enterprises in Bosnia and Herzegovina ambience. Results: Findings from the research revealed that strategic sustainability orientation significantly and positively influences organizational resilience and its three sub-components: anticipation, coping and adaptation capabilities. Results also uncovered that the Small size firms were significantly diverse from the Large and Medium size firms in terms of the influence of strategic sustainability orientation on three capabilities of organizational resilience. Conclusions: In addition to literature enriching in sustainability and organization by supplying empirical evidence of strategic sustainability orientation influence on organizational resilience, this study proposes and validates instruments for measuring strategic sustainability orientation and organizational resilience.
Due to higher requirements for achieving sustainable development goals, current challenging sociopolitical climate and internationalization, business models remain problematic, resulting in a more complex global competition among firms and the need for sustainability incorporation. Throughout this study, a conceptual model based on the systematic literature review was applied as the methodology, with the study's purpose to propose the new Model of Continuous Enterprise Sustainability, which is designed to facilitate and enhance enterprise management in today's demanding and complex business environment by providing concise steps for effectively incorporating sustainability into day‐to‐day business activities. Five essential components, through their interconnectedness, form the Model of Continuous Enterprise Sustainability, which smooth the path of sustainable management in a dynamic environment, which are as follows: (1) situational factors, (2) creating factors/processes, (3) triple‐sustainable results, (4) organizational results, and (5) continuous stakeholder communication, optimization, innovation and learning. This conceptual model contributes in the first line to advancement and detail explanation of how to achieve sustainable human, financial and natural resources management within enterprises. In addition to directions for sustainable internal resources management, this model also involves clarification how to strategically manage with external resources and prime stakeholders in order to integrate meaningful sustainability matters in firm's business core and create continuously greater value for firm and its prime interested parties.
Nowadays companies have been facing arising modern world challenges, where rules employee's knowledge, high technology, digitalisation, expertise and innovation, what put demanding tasks for firms to invest more in talents' learning and development in order to master changes and sustain competitive advantage. The purpose of this study was to explore the influence of talented managers’ learning and development on their retention within the companies in Bosnia and Herzegovina. Methodology in this research article included an appropriate questionnaire on talents' training and education and talents' engagement, as the measure for talent retention. The results from this research showed that talented managers in Bosnia and Herzegovina attended mostly “on job trainings and educations through job instructions” and “external trainings through seminars”. Furthermore, it is discovered that talent training and education affect the factors of employee engagement, but it is not statistically significant for talent retention. The contribution of this study is in the first place to the existing theory on talents management, as well as to companies in developing countries to realise the importance of talents learning and development and the need for its customization to talents' uniqueness in order to increase talent retention.
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