Talent Management, Employee Recognition and Performance in the Research Institutions

Abstract

This paper aims to provide insight into talent management and employee recognition variables, in an effort to understand if these management practices are, in a way, implemented in the Research Institutions in Qatar. It also aims to examine the link of these two constructs to employee performance and to suggest a pathway to improve the current practices, if any, in order to enhance the work performance. The sample of the study consisted of 180 full time employees who were randomly selected and surveyed using an online personalized questionnaire. The results of the empirical research uncover that talent management and employee recognition can significantly affect the level of employee performance, as well contributing to the organizational success and positioning. This study also found that talent management and employee recognition are interrelated variables that affect employee performance. Talent Management and employee performance are seen as strategic tools to implement strategic objectives and to enhance employees and organization’s performance. The study concludes with a set of recommendations for both practitioners and researchers working in Qatar and beyond. The results of the study emphasize the importance of managing employee recognition in shaping work performance. It seems to be individuals’ need for recognition, esteem and social status continues to be a higher order need irrespective of time and context. This paper is the first paper in Qatar and the Middle East that examines the role of talent management and employee recognition in shaping employee performance in the context of research institutions.

Influence of Workplace management initiatives on talent engagement in the Nigerian pharmaceutical industry

“…This implies that, if an employee outstanding performance recognition initiative is given priority by the management of pharmaceutical industry it will significantly enrich talent engagement. This finding corroborates Masri & El-suliman (2019) submission that recognition of employee outstanding performance through various performance incentives plays a significant role in the level of talent engagement. This suggests that for the pharmaceutical industry in Nigeria to enhance talent engagement, recognition of optimal and excellent performance should be given priority.…”

“…Generally, everyone wants to be recognised. Masri & Elsuliman (2019) argued that the most important form of employee recognition is work practice recognition. Findings reveal that lack of work practice recognition is very risky because it contributes to workplace distress ( Masri & Elsuliman, 2019 ; Nazir & Islam, 2017 ).…”

Cultura de segurança do paciente em um hospital acreditado de alta complexidade

“…Na dimensão 'Expectativas e Ações de Promoção de Segurança dos Supervisores/Gerentes', 68% dos participantes revelaram respostas positivas quanto ao recebimento de elogios por parte do supervisor/chefe quando vê̂ um trabalho realizado de acordo com os procedimentos estabelecidos de segurança do paciente. Tal achado se reveste de significado quando se tem conhecimento de que reconhecer o trabalho realizado pelo funcionário pode afetar significativamente seu nível de desempenho, além de contribuir para atingimento das metas, procedimentos e diretrizes estabelecidos pela gestão (El Masri & Suliman, 2019).…”

Skill Mapping, Talent Pool Management and Organisational Development: Evidence from Professional Bodies in Nigeria

“…To some, it is about how individual or talented employees can be managed. As explained by Masri and Suliman (2019), talent management is concerned with the different processes and activities of identifying key positions that contribute to the organisation's sustainable competitive advantage. It equally implies identifying an individual's intrinsic competence, characteristics, and qualities with the aim of providing such individual with a matching job that suits almost what he/she is best at (Mensah, 2015).…”