Gender, talent management and firm performance: MNCs' female-focused talent management practices in Russia

Latukha, Marina; Michailova, Snejina; Ott, Dana L.; Khasieva, Daria D.; Kostyuk, Daria

doi:10.1108/er-04-2021-0132

Cited by 12 publications

(9 citation statements)

References 96 publications

(282 reference statements)

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“…Furthermore, the implementation of the "Inclusive Talent Management Approach" has been recognized as the most credible talent management strategy in mitigating negative influences during the post-COVID-19 pandemic era related to the Egyptian hotel industry (Mousa et al, 2023). Female-focused talent management boosts organizational performance mainly through MRR 47,7 talent development and retention linked to Russian multinational firms (Latukha et al, 2022). Conforming with global warming concerns and the advent of new technologies such as smart technology, artificial intelligence, robotics and digitalization, the top management of global business entities is enormously pressurized to ensure the application of "Innovative Initiatives" for talent management to win "War for Talent" (Ogbeibu et al, 2022).…”

Section: Construct Of Talent Managementmentioning

confidence: 99%

Towards the conceptualization and the operationalization of the construct of talent management

Sandeepanie,

Gamage,

Perera

et al. 2024

MRR

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Purpose The purpose of the paper is to afford a comprehensive conceptualization and operationalization of the construct of talent management through an inclusive exploration of conceptual clarifications for existing confusions while developing a complete measuring instrument. Design/methodology/approach The archival method was adopted together with a systematic review based on Khan et al.’s (2003) five steps of systematic literature review. The systematic review has encircled published research articles between 1982 and 2023 in the human resource management (HRM) arena. A total of 130 articles were initially scrutinized, and 106 were systematically reviewed to conceptualize, operationalize and explore clarifications for confusions and instrument development for talent management. Findings This study explored conceptual clarifications for existing confusions towards talent management while recognizing definitions that come under the main philosophical schools for the underlying concept of talent. A novel practical definition has been established for talent management while recognizing dimensions, and then certain elements. A comprehensive instrument has been developed to measure talent management. Research limitations/implications This study is limited to instrument development in measuring talent management; nevertheless, there is an enormous scope for using the instrument to empirically measure talent management through organizational and employees perspectives linked to diverse global contexts in future studies. Originality/value The developed comprehensive instrument is a vibrant contribution to future investigations related to empirically measuring talent management associated with organizational and employee perspectives related to diverse global contexts in winning “war for talent.” This study endows a significant input to the whole frame of HRM knowledge as it resolves existing conceptual ambiguities towards talent management while defining and operationalizing it.

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Section: Construct Of Talent Managementmentioning

confidence: 99%

Towards the conceptualization and the operationalization of the construct of talent management

Sandeepanie,

Gamage,

Perera

et al. 2024

MRR

View full text Add to dashboard Cite

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“…To measure the factors selected by our study, we adopted the respective items from the domain literature, namely, Annakis et al (2014), Huang et al (2019), Latukha et al (2022a), Lyria (2015), and Oehley (2013). Several scholars, such as Farooq et al (2016), Al Aina and Atan (2020), Saleh and Atan (2021), Jibril and Yes ¸iltas ¸(2022), and Abu Afifa and Saleh (2022), used these items in diverse contexts.…”

Section: Measurement Scalesmentioning

confidence: 99%

“…Female-focused talent management has a good association with organizational performance. The performance benefits of female-focused talent development and talent retention (but not talent attraction) are found to be significant (Latukha et al. , 2022a).…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Developing organizational performance through talent management practices: employee satisfaction’s mediating role in learning organizations

Shah,

Bano,

Saraih

et al. 2024

BPMJ

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PurposeTalent management research today is increasing as organizational requirements attempt to meet the challenges of effectively managing talent to achieve organizations’ strategic agendas. However, in learning organizations specifically, investigations of talent management practices are limited, with this study exploring the role of talent management practices in employee satisfaction and organizational performance in Pakistan.Design/methodology/approachThe study was conducted in various universities (public and private) in Pakistan using a quantitative approach. Cross-sectional data are collected through a questionnaire, with analysis and conclusions based on completed questionnaires from 403 respondents.FindingsThe study’s findings from the analysis by structural equation modeling (SEM) emphasize the positive and significant effects of most talent management practices (i.e. talent identification, talent development, talent culture and talent retention) on employee satisfaction and organizational performance (talent attraction is the exception). Employee satisfaction positively and significantly affects organizational performance and is found to have a mediating effect, bridging the relationships of most talent management practices (talent identification, talent development, talent culture and talent retention) with organizational performance.Practical implicationsThe study’s findings support human resource professionals, academics and policymakers in managing talent practices to enhance organizational performance. The findings assist in developing core skills and talent-related competencies to achieve organizational goals and success.Originality/valueThe study fills the research gaps by developing a framework of talent management practices for employee satisfaction and organizational performance in learning organizations, which warrants further consideration.

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“…Agency theory and resource dependence underpin the presence of women in management. Companies with more gender-diverse executive boards or top management teams, according to agency theory, have lower information asymmetry (Connelly et al, 2010), better access to external resources (Loukil et al, 2020) and can ultimately improve company performance (Latukha et al, 2022). The views of resource dependency theory and agency theory are similar.…”

Section: 24mentioning

confidence: 99%

Ownership structure, board characteristics, and performance of Indonesian Islamic rural banks

Mai,

Nansuri,

Setiawan

2024

IMEFM

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Purpose This study aims to examine the influence of ownership structure and board characteristics on the performance of Indonesian Islamic rural banks (IRB) using the system generalized method of moment model. Design/methodology/approach This research uses Indonesian IRB unbalanced annual panel data from 2016 to 2022. IRB performance is measured by return on assets (ROA), return on equity (ROE) and nonperforming financing (NPF). The ownership structure is represented by controlling shareholders, ownership of the board of directors (BD) and ownership of the board of commissioners (BC). Meanwhile, board characteristics are represented by the size of the BC, the proportion of female board directors and female president directors. Findings The results show that the ownership structure and board characteristics play an important role in improving the IRB’s performance. Technically, the results show that the size of the BC and the ownership of the BD increase all IRB performance measures. Female president directors and controlling shareholders improve IRB’s performance as measured by ROA and ROE. Women’s boards of directors improve IRB performance as measured by NPF. Meanwhile, the ownership of the BC does not show its effect on all IRB performance measures. Research limitations/implications This study fills a literature gap on the influence of ownership structure and board characteristics on IRB Indonesia’s performance. In addition, it adds understanding and insight for Islamic bank regulators, management and IRB depositors in Indonesia. Originality/value To the best of the authors’ knowledge, this study is one of the first to provide an empirical survey on the influence of controlling shareholders and board characteristics on IRB performance, particularly in Indonesia.

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Gender, talent management and firm performance: MNCs' female-focused talent management practices in Russia

Cited by 12 publications

References 96 publications

Towards the conceptualization and the operationalization of the construct of talent management

Towards the conceptualization and the operationalization of the construct of talent management

Developing organizational performance through talent management practices: employee satisfaction’s mediating role in learning organizations

Ownership structure, board characteristics, and performance of Indonesian Islamic rural banks

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