Development and validation of a talent management measurement instrument

Yener, Müjdelen; Gürbüz, Fatma Gülruh; Acar, Pınar

doi:10.17261/pressacademia.2017.683

Cited by 10 publications

(15 citation statements)

References 7 publications

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“…Yener, Gurbuz, and Pinar (Yener et al, 2017) also concluded that vocational training is one of the top-rated talent management practices. This practice is very well perceived when employees' individual aspirations coincide with the organisation's needs (Kadam et al, 2016).…”

Section: Discussionmentioning

confidence: 96%

Untitled

2023

SPSUTOM

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This study aims to investigate the effects of working capital management on firm profitability of listed manufacturing companies in Malaysia. Design/methodology/approach: This study uses account payables, inventory turnover, account receivables, cash conversion cycle, firm size, growth, leverage and current ratio as accounting information variables. Secondary data was collected for all variables over a ten-year period, i.e. 2009 to 2018 and was obtained from the annual report published via Bursa Malaysia (Malaysian Stock Exchange) official website. Data was analyzed by using IBM SPSS Statistics Subscription software. Descriptive statistics, correlation analysis and multiple regression analysis were utilized in this study. Findings: The results revealed that inventory turnover in days, account receivables and firm size have a positive significant relationship with manufacturing firms' profitability, while account payables and cash conversion cycle have a positive insignificant relationship. Research limitations/implications:The sample size is too small for any generalization. A mixed method approach in the future could contribute to a holistic finding. Practical implications: Since these variables contained significant influence on firm profitability, it is recommended that listed manufacturing companies should prepare a complete and timely manner of accounting information based on the regulation context in Malaysia. Social implications: It provides an empirical evidence on the importance of working capital management amongst the manufacturing concerns in Malaysia and its impact on its business sustainability. Originality/value: This study contributes to the limited research on working capital management involving manufacturing companies in Malaysia.

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Section: Discussionmentioning

confidence: 96%

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2023

SPSUTOM

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“…The main goal is not only to make the human resources function operates more efficiently, but to create an integrated system for managing people which lets the organization rapidly and effectively respond to business needs (Besrsin, 2010). Talent Management Dimensions According to (Yener et al, 2017) the talent management dimensions can be categorized into five areas:…”

Section: Talent Management Strategies In Hotelsmentioning

confidence: 99%

“…The research model suggests that talent management has a direct impact on employee performance, talent management as independent variable consists of planning, developing & attracting, workplace culture, recruitment & retention and rewarding & compensation (Yener et al, 2017), employee performance as dependent variable is measured through terms of financial prospective, internal process prospective & guest prospective (Humaid, 2018).…”

Section: Research Modelmentioning

confidence: 99%

“…This study has several limitations including the research conducted only on a sample of five and four star hotels in Cairo city, and used a talent management scale which is based on Yener et al, (2017), and the employee performance scale is based on Humaid, (2018). Therefore, the results would be different if the study was conducted in other hotels categories, or other hospitality sectors, or other scales or other destination or other sampling size.…”

Section: Research Limitationsmentioning

confidence: 99%

“…Talent management scale is based onYener et al, (2017), there are seven items measuring talent planning, eight items measuring talent developing & attracting, five items measuring workplace culture, six items measuring recruitment & retention and seven items measuring rewarding & compensation. The employee performance scale is based on Humaid, (2018), there are five items measuring financial prospective, five items measuring internal process prospective, and four items measuring guest prospective.…”

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confidence: 99%

See 2 more Smart Citations

The Impact of Talent Management Strategies on Employees Performance in Cairo Hotels

Sadek¹

2020

International Journal of Heritage, Tourism and Hospitality

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The main purpose of this study is to examine the relationship between talent management strategies and employee performance at five and four star hotels in Cairo city which is a major tourism destination in Egypt. The field study was done by using questionnaire forms, which were distributed to 294 human resource managers in the investigated hotels in addition to pre-planned interviews with hotel executives. Data were analyzed by using "Statistical Packages for Social Science"-SPSS software version 22. The findings of this study showed that there are significant and positive relationships between talent management variables (i.e., talent planning, developing & attracting, workplace culture, recruitment & retention, and rewarding) and employee performance dimensions (i.e., financial prospective, internal process prospective, & guest prospective). The study shows that the talent management practices are still at the beginning stage, due to the formal interest in human resources and the focus on traditional roles for them without considering the strategic dimension of the talent management in formulating the steps for success and excellence to the hotels. The study suggests that talent management should be included in the organizational chart of the hotel due to its ability to maximize the profitability through playing a vital role in employee engagement, lower recruitment costs and long-term competitiveness of the hotel.

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Competitiveness Through Development of Strategic Talent Management and Agile Management Ecosystems

Rožman

Tominc

Štrukelj

2023

Glob J Flex Syst Manag

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Organizations thrive on attaining and sustaining competitiveness because of the turbulent, rapidly changing business environment. The research shows that it is possible to improve organizations’ competitiveness by considering the multidimensional model viewpoints, which include the strategic talent management ecosystem viewpoints and the strategic agile management ecosystem viewpoints. The multidimensional model includes the essential constructs for developing strategic talent management, i.e., acquiring talented employees, target development of talented employees, designing talent teams, and talent leadership, as well as the following essential constructs for developing strategic agile management, i.e., designing agile teams, agile leadership, and support agile management culture. The research was implemented on 532 owners/managers in organizations. Structural equation modeling was used to test the hypotheses. Results show that developing a strategic talent management ecosystem positively affects developing a strategic agile management ecosystem and leads to higher organization competitiveness. A developed multidimensional model will help owners and managers comprehensively embrace and implement agility in their organization to increase competitiveness.

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Development and validation of a talent management measurement instrument

Cited by 10 publications

References 7 publications

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The Impact of Talent Management Strategies on Employees Performance in Cairo Hotels

Competitiveness Through Development of Strategic Talent Management and Agile Management Ecosystems

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