Talent Management and Knowledge: Theory, Methodology, Models

Orlova, Ludmila Viktorovna; Afonin, Yuri Alekseevich; Voronin, Viktor

doi:10.5539/res.v7n9p75

Cited by 8 publications

(2 citation statements)

References 6 publications

(5 reference statements)

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“…Принцип интегративности как процесс и как результат взаимодействия и взаимопроникновения разнообразных элементов в ходе академической мобильности студентов: во-первых, это обстоятельства, характеризующиеся единством, регламентированностью и устойчивостью связей между различными элементами разработанной модели, во-вторых, это процесс, приводящий к такому положению. Конечной целью интегративности является саморазвитие студента, которое достигается за счет плюрализма образовательных программ, позволяющих гибко реагировать на запросы рынка в части специализации выпускников, предоставления личности возможности выбора образовательной траектории в зависимости от ее желания и способностей, обеспечения мобильности студентов и преподавателей, в том числе за счет академических обменов, дистанционного, виртуального и сетевого образования [13].…”

Section: Discussionunclassified

Academic mobility of students as a factor in sustainability in higher education (the example of the Republic of Kazakhstan)

Maratova

Яковенко

Кайрлиева

et al. 2019

Ûg Ross.: èkol. razvit.

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Aim. To reveal the features of the process of academic mobility as a factor in the sustainability of the higher education system (in the example of the Republic of Kazakhstan). Discussion. The organisation of student academic mobility is determined by the students striving to move for the purpose of academic exchange in the educational space and social adaptation in the framework of this process. The modeling of the organisation of academic mobility of students in higher education is a specific cognitive method in which the object of study is imitated in a model. A model of the academic mobility of students is presented in this article together with an exposition of its structural components and functionality. Conclusion. In the current situation in Kazakhstan outgoing academic mobility is of the greatest priority and acts as a mechanism to develop the intellectual potential and skills of the population. Incoming student mobility in Kazakhstan occupies a less significant position because of the weak material and technical base of Kazakhstan universities, underdeveloped services and infrastructure, limited abilities to provide education in English and visa restrictions. All this negatively affects the competitiveness of the Kazakhstan higher education system. In considering the indicators of international student exchange in the states of the Customs Union of the Eurasian Economic Union, it should be noted that outgoing mobility in Kazakhstan is more than two times higher than incoming, which impacts on the competitiveness of Kazakhstan universities in international mobility ratings. Effective organisation of the academic mobility of students in Kazakhstan will contribute to an increase in the influx of foreign students to its universities. It will also contribute to the formation of competitive specialists and their participation in the development of an advanced society and a knowledge‐based economy in the context of globalization, internationalisation and sustainable development.

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Section: Discussionunclassified

Academic mobility of students as a factor in sustainability in higher education (the example of the Republic of Kazakhstan)

Maratova

Яковенко

Кайрлиева

et al. 2019

Ûg Ross.: èkol. razvit.

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“…Ideally, talent management is important in the modern dynamic labour market which is characterized by the increase in labour mobility, shifting demographics, globalization, technological advancements and an aging workforce. Talent management provides a high return to companies with a flexible structure and a highly developed system of horizontal and vertical rotation where priorities are given to teams aimed at achieving results in a particular field (Orlova, et al 2016).…”

Section: Statement Of the Problemmentioning

confidence: 99%

Talent Management and Employee Performance at Oceanfreight (Ea) LTD-Kenya

NJOROGE,

GICHINGA (PhD)

2021

strategicjournals.com

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The purpose of this study was to investigate the talent management and employee performance at Oceanfreight {EA} Ltd which is a shipping agency for Mediterranean Shipping Company. The research specific objectives were to determine the effect of talent attraction, talent deployment, talent development and talent retention on employee performance. The study was guided by Human capital theory, Resource-based view theory, and Person -organisation-fit theory. The research design adopted by the study was descriptive research since the study was quantitative in nature. The target population of the study comprised of 90 employees of Oceanfreight {EA} Ltd. The sampling technique was stratified sampling technique which was applied to determine the sample size using Slovin's formula. Primary data was collected by use of structured questionnaires. The researcher adopted drop and pick later method to distribute the questionnaires to the respondents. Pilot study was carried out to ascertain the validity and reliability of data collection tools. The collected data was analysed, summarized and tabulated by use of SPSS software version 25. Pearson coefficient correlation and linear regression were used to determine relationships and correlations of the data. The results were presented using frequency tables, pie charts and graphs. The findings on correlation and regression analysis clearly indicated that there was a significant and positive association between talent management practices and employee performance. The research findings also showed that majority of the respondents agreed that the organization has efficient workforce planning processes which ensure all sections are properly staffed. The study concludes that the company boasts of a visible employer brand in the industry it operates and has invested in well-planned on boarding program for the new employees. The study concludes that the company has a dynamic policy governing staff training and development. This policy helps improvement of employee productivity in the company. The study recommends that the company should invest in Human Resource Information Systems to streamline its workforce planning processes to guarantee efficiency and ensure sufficient cross-section staffing. The management of the company should build its brand around human resource practices so as to attract qualified and experienced workforce. Also the company employees should be allocated tasks guided by their core experiences and qualifications so as to improve overall productivity.

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