The Impact Of Talent Management In Enhancing Organizational Reputation: An Empirical Study On The Jordanian Telecommunications Companies

Salih, Ahmad Ali; Alnaji, Loay

doi:10.19030/jabr.v30i2.8411

Cited by 8 publications

(5 citation statements)

References 8 publications

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“…This is consistent with the study of (Egerova, et al, 2013) According to these results level of application of Talent Management strategies in the airlines in Egypt is to some exent whis is consistent with study of (Aljarrah, et al, 2015); which found that level of application of Talent management strategies in Official Jordanian Universities is medium. And it is also consistent with the study of (Salih & Alnaji, 2014); which found that talent management is still below the level of ambition showing that Jordanian Telecommunications Companies need to pay attention to talent management if they wish to maintain proper customer interaction. 6-5 Interest of airlines in measuring their competitiveness and identifying factors that affect them 6-5-1 Interest of airlines sample to measure their competitiveness: 16) that airlines sample's Interest to measure their competitiveness comes at an average (2.56) towards yes, with a standard deviation (0.558).…”

Section: -4-4 Airlines Sample's Quest For Talent Developmentsupporting

confidence: 88%

Talent Management and Its Role on Supporting the Competitiveness in the Airline Companies

El-Maksoud

Amin

Hizah

2019

مجلة کلیة السیاحة والفنادق. جامعة المنصورة

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Era of globalization requires companies to attract human capital and retain them for the very best output so that the employees can compete internationally. The organization's efforts to recruit, develop and maintain talent, directly linked to their success in the business environment.So we can define Talent Management as an array of practices used to manage people effectively at work. It tends to be seen as an integrated set of activities, mostly concentrated on developing people to meet changing business needs.The core problem of this paper is that many airline companies do not care about talent management, as well as the lack of strategies to deal with talented people in the airline companies. Therefore, there is an urgent need to allocate human talent management and activate its role to contribute to the success of airline companies as they are considered an intellectual capital of the organizations.The Study aims at: 1-Highlighting the importance and components of administrative human talent, the reasons for naming it a talent and how to deal with talented within the administrative organization. 2-Clarifying the most prominent strategies for the application of talent management practically. 3-Highlighting the challenges facing talent management in the airline companies. 4-Putting a general framework represents a proposed model of the impact of talent management system on the airline companies' performance. ‫الس‬ ‫كلية‬ ‫جملة‬ ‫والفنادق‬ ‫ياحة‬ -‫ا‬ ‫العدد‬ ‫ملحق‬ ‫خلامس‬ ‫يونيو‬ 9102 ‫ا‬ ‫العلمي‬ ‫باملؤمتر‬ ‫اخلاص‬ ‫لثاني‬The study based on two hypotheses; the first hypothesis based on the lack of strategies of Talent Management in the airline companies, and the second hypothesis based on the existence of a statistically significant relationship between Talent Management and supporting competitiveness in the airline companies.The study was applied on the Egyptian airline companies. The methodology of the research is based on the descriptive method and the field method. The questionnaire is the main tool for collecting data for the field study; the responses were analyzed to come out with some results that have contributed to the statement of recommendations made by the study.

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Section: -4-4 Airlines Sample's Quest For Talent Developmentsupporting

confidence: 88%

Talent Management and Its Role on Supporting the Competitiveness in the Airline Companies

El-Maksoud

Amin

Hizah

2019

مجلة کلیة السیاحة والفنادق. جامعة المنصورة

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“…In addition to ambidexterity, many other fundamental aspects, such as strategic agility [1], [2], [18], operational agility [19], [20], and an agile organizational structure [21] have been found in companies from the insurance and banking industry. However, changing people's mindsets and cultures is known as one of the most challenging aspects of agile transformations [10], [18], [19], [22], as it is an endeavour that can only be accomplished in a top-down and bottom-up effort to reach all levels of the organization [2], [23], [24].…”

Section: Agile In the Insurance And Banking Industrymentioning

confidence: 99%

“…Today, the increasing uncertainty and instability brought by new competitors and ways of doing business make it crucial for traditional companies to become more agile and able to act fast on consumer needs and expectations [1], [2]. However, this is traditionally not an easy task for many insurance companies as they typically operate with functional and hierarchical organizations that only enable them to succeed in more stable environments.…”

Section: Introductionmentioning

confidence: 99%

An agile portfolio management model for the insurance sector: the APMI model

Dias¹,

Tenera²

2023

IJISPM

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Nowadays, the increasing uncertainty and instability make it crucial for traditional companies to become more agile and able to act fast on consumer needs and expectations. Therefore, many insurance companies are seeking to increasingly adopt Agile practices to become more effective, faster, and leaner in their critical processes. On the other hand, several companies are strengthening their planning methodologies by implementing Portfolio Management models. These models enable them to manage their initiatives in a more integrated and efficient manner that is strategically aligned, minimizes complexity, and provides higher flexibility when responding to uncertainty. Given the limited scientific knowledge in combining Agile and Portfolio Management (PfM), particularly in the insurance industry, a new Agile Portfolio Management (APfM) model, the APMI – Agile Portfolio Management for insurers was designed and tested, showing how Agile and PfM international practices can be conciliated with current insurance industry-specific practices. Results revealed a high satisfaction level with the model implementation, indicating that the proposed model can foster a greater strategic alignment, increase the organization’s strategic focus, promote transversal alignment and visibility, and support the organization’s capacity coordination.

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“…The construct talent management as conceptualized today was popularized by McKinsey Group statement "war for talent" (Beardwell & Claydon, 2007;Tarique & Schuler, 2010;Simonton, 2011). Salih and Alnaji (2014) state that it is not easy to define TM since the term is interchangeably used to describe processes and outcomes. Rathod (2014) defines TM as talent while Al-Qarioti (2016) argue that talent and TM mean the same depending on the type of organization strategies and the environment.…”

Section: Talent Managementmentioning

confidence: 99%

Examining the Relationship Amongst Transformational Leadership, Talent Management, and Organizational Effectiveness: A Review of Literature

Magambo

2021

AJLG

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Purpose: With the growing need to compete in a globalize world alongside conflicting and competing interest, transformational leadership has resulted in mixed outcomes. A vast number of studies have been conducted to explore the impact of transformational leadership on talent management and organizational effectiveness. Methodology: This study employed desktop research methodology to critically review literature on the phenomenon with aim of highlighting empirical as well as contextual gaps in extant literature and proposing an integrated conceptual model that links transformational leadership to talent management and organizational effectiveness. This is done while highlighting the role of organizational context and phase of development on the phenomenon. Findings: The study found that transformational leadership is central to talent management and organizational effectiveness. Although transformational leadership has a positive impact on talent management, which results in organizational effectiveness, a need to include other variables that affect the relationship such as the organizational context and phase of development was identified. Unique Contribution and Recommendation: The study recommends that organizations should embrace transformational leadership style to achieve organizational effectiveness. Further, the study recommend talent management practice should be a core concern of leaders who intend to realize faster and sustainable organizational effectiveness.

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The Impact Of Talent Management In Enhancing Organizational Reputation: An Empirical Study On The Jordanian Telecommunications Companies

Cited by 8 publications

References 8 publications

Talent Management and Its Role on Supporting the Competitiveness in the Airline Companies

Talent Management and Its Role on Supporting the Competitiveness in the Airline Companies

An agile portfolio management model for the insurance sector: the APMI model

Examining the Relationship Amongst Transformational Leadership, Talent Management, and Organizational Effectiveness: A Review of Literature

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