Talent Management, Work Engagement and Service Quality Orientation of Support Staff in a Higher Education Institution

Summary Two assumptions about employee reactions are currently driving debates around talent management (TM): First, that TM leads to positive outcomes in employees identified as talents; and second, that TM creates differences between talents and employees not identified as talents. This review critically evaluates these assumptions by contrasting theoretical arguments from the non‐empirical literature on employee reactions to TM with the empirical evidence available. Our analysis partly supports both assumptions. Although positive reactions to TM were indeed found in terms of affective, cognitive, and behavioral employee outcomes, our review also found evidence for negative affective reactions in employees identified as talents. Significant differences between talents and non‐talents were found for behavioral reactions, but not for affective and cognitive reactions; for the latter types of reactions, our review found mixed effects. We summarize these findings in an integrative framework on the basis of social exchange theory, which our review shows is the dominant theory underlying assumptions about employee reactions to TM. We propose that 3 elements are missing in our current understanding, which can help explain our review findings: uncertainty, power, and social identity. We conclude with recommendations for TM research and practice.

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“…Note that all non‐significant effect sizes were reported in one study by Barkhuizen et al () with a small sample size ( N = 60).…”

Section: Empirical Evidence On Employee Reactions To Tmmentioning

confidence: 84%

Employee reactions to talent management: Assumptions versus evidence

2017

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“…(Wellins et al, 2004)" (p. 199) Chahal & Kumari (2013) "Applied within the public sector, we can refer to talent management as a concept that includes the attraction, training, development and retention of key employees while also taking into account the strategic goals of the client (Lockwood, 2005)" (p. 2223) Barkhuizen (2014) "According to Stockley (2005) talent management is a conscious, purposeful approach undertaken to attract, develop and retain people with the aptitude and abilities to meet current and future organisational needs." (p. 12) Barkhuizen et al (2014) …”

Section: Tm Definition Referencesmentioning

confidence: 99%

“…It is worthy to note that scholars' serious interest in these practices starts from 2012 onwards. Less than 10% of the papers focus their attention on staffing/succession planning (e.g., Barkhuizen, Mogwere, & Schutte, 2014) or on performance management (e.g., Kim et al, 2014).…”

Section: Main Topics Studied In Tm Empirical Researchmentioning

confidence: 99%

“…(p. 291) Powell et al (2013) "Talent management can be defined as the implementation of integrated human resource strategies to attract, develop, retain and productively utilize employees with the required skills and abilities to meet current and future business needs (Kontoghiorges & Frangou, 2009)." (p.70) Barkhuizen, Mogwere, & Schutte (2014) "…the process that focuses on attracting, developing, and retaining the most talented technical and professional workers and transferring their specialized knowledge to less proficient or less experienced workers (Rothwell, 2011, p. 12). Kim et al (2014) "Talent management is a process that ensures that an organisation has the quality and quantity of people in place to meet current and future business priorities.…”

Section: Tm Definition Referencesmentioning

confidence: 99%

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Standing on the shoulders of giants? A critical review of empirical talent management research

2016

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Structured AbstractPurpose: The paper aims to frame empirical literature on TM, and to provide a clear and comprehensive picture of the topics under investigation, the conceptualization of TM, and under-explored areas.Design/methodology/approach: We adopted a systematic review that covers empirical research on TM which has been published between 2006 and 2014 in academic peerreviewed journals. A total of 96 articles were included in the review. A bibliometric as well as a content analysis has been carried out. Findings:The results reveal that the Anglo-Saxon context (in particular EU) has a great impact on empirical TM research. Also research foundations and designs are not very rigorous. A slight awareness of context and culture was found. Empirical TM research is predominantly built on an exclusive approach to TM. Yet, how TM works in practice and how well (from the perspective of multiple actors) as well as the role and perceptions of line managers are under-explored areas. Practical implications:The paper gives vision and direction to practitioners in particular on the definition of talent and TM.Originality/value: This study frames the extent and nature of empirical research on TM, and it is the first to specifically and objectively examine the advances made in the field and to identify under-explored areas. By doing so, it helps to avoid departing from presumptions and misguided beliefs, to advance our knowledge of TM issues in organizations and regions, and to better channel future research. IntroductionDespite the global financial crisis talent management (TM) remains a critical agenda item for senior managers (Skuza et al., 2013). Employers recognize that an engaged, skilled and motivated workforce is the key to growth and to achieve competitive advantage. The crisis, however, impels organizations to be more creative and effective in their TM approach. Yet, academic research in the field of TM does not give much support in finding the right TM solutions. In fact, research on TM has been accused of lagging behind in offering organizations vision and direction on the matter (Collings et al., 2011; Al Ariss et al., 2014;Cappelli and Keller, 2014). Despite the increasing scholarly attention for TM during the past ten years (Thunnissen et al., 2013), and especially over the course of the past two years (Gallardo-Gallardo et al., 2015), there still is no consensus over its definition, theoretical backgrounds and scope.Besides that, the field has been criticized for focusing on TM issues in a select category of organizations, i.e. US-based organizations, and multinational (MNC's) and private organizations (Collings et al., 2011;Powell et al., 2013). Several authors call for more research on TM in other contexts and advise to contextualize TM in both theoretical frameworks as well as in research design (e.g., Collings et al. 2011; Meyers and Van Woerkom, 2013;Thunnissen et al., 2013). Also the emphasis on the organizational perspective is mentioned as a limitation (Collings, 2014;Thunnissen et al., 2013).F...

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“…Findings show that poor human capital practices have a negative impact on psychological contracts, organisational commitment, work engagement, motivation, job satisfaction, happiness, meaningfulness, well-being and the retention of employees in various settings (Barkhuizen, Mogwere & Schutte, 2014;Diseko, 2015;Kekgonegile, 2015;Magolego, Barkhuizen & Lesenyeho, 2013;Mtila, Barkhuizen & Mokgele, 2013;Saurombe, 2015;Smit, 2014). Poor HR practices can have a significant impact on employee performance (Magolego et al, 2013;Masale, 2015) and, subsequently, on the quality of service delivery (Barkhuizen, Mogwere & Schutte, 2014;Smit, 2014).…”

Section: Introductionmentioning

confidence: 99%

Exploring the current application of professional competencies in human resource management in the South African context

Schutte

Barkhuizen

Sluis

2015

SA j. hum. resour. manag.

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Orientation: Human research (HR) practitioners have an important role to play in the sustainability and competitiveness of organisations. Yet their strategic contribution and the value they add remain unrecognised. Research purpose:The main objective of this research was to explore the extent to which HR practitioners are currently allowed to display HR competencies in the workplace, and whether any significant differences exist between perceived HR competencies, based on the respondents' demographic characteristics.Motivation for the study: Limited empirical research exists on the extent to which HR practitioners are allowed to display key competencies in the South African workplace.Research approach, design, and method: A quantitative research approach was followed. A Human Resource Management Professional Competence Questionnaire was administered to HR practitioners and managers (N = 481). Main findings:The results showed that HR competencies are poorly applied in selected South African workplaces. The competencies that were indicated as having the poorest application were talent management, HR metrics, HR business knowledge, and innovation. The white ethic group experienced a poorer application of all human research management (HRM) competencies compared to the black African ethnic group. Practical/managerial implications:The findings of the research highlighted the need for management to evaluate the current application of HR practices in the workplace and also the extent to which HR professionals are involved as strategic business partners.Contribution/value-add: This research highlights the need for the current application of HR competencies in South African workplaces to be improved.

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Talent Management, Work Engagement and Service Quality Orientation of Support Staff in a Higher Education Institution

Abstract: Despite significant inroads being made in the concept of talent management, the application thereof in higher education

Cited by 39 publications

References 23 publications

Employee reactions to talent management: Assumptions versus evidence

Employee reactions to talent management: Assumptions versus evidence

Standing on the shoulders of giants? A critical review of empirical talent management research

Exploring the current application of professional competencies in human resource management in the South African context

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