The five essential practices of a talent multiplier

Cantrell, Susan; Benton, James M.

doi:10.1108/17515630710684475

Cited by 6 publications

(4 citation statements)

References 2 publications

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“…Earlier studies suggested the relevance of nine TMP for the application of efficient TM in organisations i.e. talent review process, staffing, strategy, talent engagement, talent development, talent acquisition, talent deployment, talent retention and performance management (Ashton and Morton, 2005; Bhatnagar, 2008; Cantrell and Benton, 2007; Handfield-Jones et al , 2001; Reindl, 2007; Sharma and Bhatnagar, 2009; Workforce Management, 2007). Though it has been established that these practices might help in contributing to the effective TM in an organization, no research has yet been directed to establish empirical indication that approves the impact of these practices on Generation-Y employees’ intentions to quit the organization or on their perception of supervisory support.…”

Section: Literature Reviewmentioning

confidence: 99%

Talent management dimensions and their relationship with retention of Generation-Y employees in the hospitality industry

Gupta

2019

IJCHM

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Purpose The purpose of this paper is to determine the causal relationship between talent management dimensions such as Human Capital Index and perceived organizational support (POS) and the impact thereof on the turnover intentions of Generation-Y employees. This study tries to find out how the intensions of employees to quit relates significantly to the talent management practices in Indian hospitality organizations. Design/methodology/approach This study proposed an integrated conceptual model based on previous literature where the relationship between the relevant constructs is verified. A cross-sectional survey design is used for data collection, which is ideally suited for the descriptive and predictive functions associated with correlation research and for assessing the interrelationship among various variables in the study. Findings Pearson’s correlations showed a practically significant positive relationship between the organization’s talent management practices and POS. It is also inferred that perceived supervisory support does not mediate the relationship between talent management practices and intention to quit. The findings of this study also confirm that employees’ perception of the organization’s actions has direct effects on their perception of support from their supervisors. The study also found a practically significant negative relationship between POS and the employee’s intention to quit, where high levels of POS are associated with a decreased intention to quit the organization. Originality/value From a theoretical aspect, this study provided a quantitative method for assessing the Generation-Y employees’ perceptions in relation to other relevant constructs. Practically, this study provided a framework for the management to understand that the perceptions regarding talent practices and support influence an employee’s intent to leave an organization.

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Section: Literature Reviewmentioning

confidence: 99%

Talent management dimensions and their relationship with retention of Generation-Y employees in the hospitality industry

Gupta

2019

IJCHM

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“…One commonly applied strategy is related to strategic patenting. Patents are the primary tools that the research-driven companies use to establish and maintain their brands in the marketplace and provide a window of opportunity to enforce the exclusivity of the inventions (Cantrell 2009 ). Pharmaceutical industry has adopted a strategy of filing multiple patents to protect its branded drug.…”

Section: Strategic Choices In the Case Of Patent Cliffmentioning

confidence: 99%

Patent cliff and strategic switch: exploring strategic design possibilities in the pharmaceutical industry

Song

Han

2016

SpringerPlus

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Extending the period of the market exclusivity and responding properly to the recent agglomeration of patent expiries are pivotal to the success of pharmaceutical companies. Declining R&D productivity, rising costs of commercialization, near-term patent expirations for many top-selling drugs are forcing companies to adopt new systems to introduce innovative products to market and to focus on strategies that increase the returns from the existing product portfolio. This systematic review explores various strategic and tactical management approaches by synthesizing the relevant literature and practical examples on patent expiration strategies. It further discusses how the mix of competition policies and strategic instruments can be used to maintain declining revenue streams from the blockbuster business model of the pharmaceutical industry. The review provides a comprehensive overview of the research on various strategies, offers both theoretical and practical guidelines for strategy transformation that companies can use to prolong the market exclusivity, and identifies knowledge gaps that needed to be addressed in order to improve efficiency in policy design.

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“…Talentbestuurders moet oor die nodige vaardighede beskik om talent te bestuur. Dus moet lynbestuurders met die nodige vaardighede toegerus word om talent in die organisasie te kan bestuur (Aquila, 2007;Cantrell & Benton, 2007;Van Dam, 2008;Wellins et al, n.d.).…”

Section: Opsomming Van Resultate Volledigheid Van Talentbestuursprogrunclassified

Die doeltreffendheid van talentbestuursprogramme in uitgesoekte Suid-Afrikaanse organisasies

Gainsford

Zyl

2012

SA j. hum. resour. manag.

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Oriëntasie: Die identifisering, behoud en ontwikkeling van talent moet doeltreffend bestuur word.Navorsingsdoelwit: Die studie het ten doel om die doeltreffendheid van bestaande talentbestuursprogramme in uitgesoekte Suid-Afrikaanse organisasies in die finansiële, vervoer-en mynbousektore te evalueer.Motivering vir die studie: Streng wetgewing (soos regstellende aksie) en die swak ekonomiese situasie in Suid-Afrika veroorsaak dat goeie presteerders as baie waardevol beskou word en behou moet word. Indien organisasies nie oor 'n doeltreffende talentbestuursprogram beskik nie, sal hulle waarskynlik talentvolle werknemers verloor.Navorsingsontwerp, -benadering en -metode: Hierdie studie maak van 'n kwantitatiewe navorsingsontwerp gebruik. Deur middel van toevallige steekproefneming is 117 werknemers in die onderskeie sektore ingesluit. Die ANOVA-toets en Tukey se paarsgewyse vergelykingstegniek is aangewend om die verskille tussen die drie sektore te bepaal.Resultate: Die resultate van die studie dui daarop dat die organisasies wat aan die studie deelgeneem het grootliks al die noodsaaklike komponente in die talentbestuursprogramme insluit. Die uitsondering is egter talentbestuursagteware, wat oor die algemeen nie in die talentbestuursprogramme ingesluit is nie. Verdere resultate dui daarop dat die oorgrote meerderheid van die respondente nie baie tevrede is met die komponente van die talentbestuursprogramme in hul organisasies nie. Die respondente van die mynbousektor het die laagste tevredenheidsvlakke ten opsigte van die talentbestuursprogram getoon. Die resultate dui verder daarop dat die finansiële sektor se talentbestuursprogram meer doeltreffend as dié van die mynbousektor is.Praktiese/bestuursimplikasies: 'n Omvattende lys van komponente van 'n talentbestuursprogram is ontwikkel om organisasies te ondersteun in die ontwerp en implementering van 'n doeltreffende talentbestuursprogram.Bydrae/waardetoevoeging: Die resultate van die studie kan gebruik word om bestaande talentbestuursprogramme aan te pas. The effectiveness of talent management programmes in selected South African organisations. Orientation: This study was driven by a need that was identified within South African organisations to establish guidelines for the implementation of an effective talent management programme.Research purpose: The purpose of this study was to evaluate the effiency of the existing talent management programme in selected South African organisations in the financial, transport and mining sectors.Motivation for study: Legislation and the poor economic situation in South Africa necessitate the retention of talented employees. This can be done by means of an effective talent management programme.

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The five essential practices of a talent multiplier

Cited by 6 publications

References 2 publications

Talent management dimensions and their relationship with retention of Generation-Y employees in the hospitality industry

Talent management dimensions and their relationship with retention of Generation-Y employees in the hospitality industry

Patent cliff and strategic switch: exploring strategic design possibilities in the pharmaceutical industry

Die doeltreffendheid van talentbestuursprogramme in uitgesoekte Suid-Afrikaanse organisasies

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