Keeping talents for advancing service firms in Asia

Purpose &ndash; Skill shortages worldwide have intensified the need for talent management. Few papers examine the pattern of human resource (HR) and talent management practices that help retain competent employees among service multinational companies (MNCs) in Asia. The purpose of this paper is to map out a number of HR practices used by service companies and to examine the effect of talent retention as perceived by MNC managers on service delivery capacity and business growth. Design/methodology/approach &ndash; A survey data of 281 service MNCs in six Asian countries (namely Indonesia, Malaysia, Philippines, Singapore, Taiwan, and Thailand) are used to compare country and sectoral differences. Standard multiple regression analysis is conducted to test the link between HR practices, employee retention, and service firm performance. Findings &ndash; The results confirm that there are statistically significant linkages between HR practices, talent retention and firm performance. In particular, various skill training and development programs are seen to be significantly associated with capacity to deliver quality service and on firm growth as perceived by managers surveyed. Informal recruitment methods that are used more by Asian-bred firms have contributed to better retention rates. Not all formalised HR practices lead to talent retention; and the degree to which HR is perceived to have impacted on firm performance varies. Research limitations/implications &ndash; The paper focuses on examining the perceptual impacts of human resource management (HRM) practices on firm performance, rather than actual HRM impacts. The interpretation of results should be taken with caution. Originality/value &ndash; Talent management is influenced by country specific variables. This paper shows how important it is for service firms to focus on strategic selection of both formal and informal HR practices in order to deliver high quality service and to drive service firm growth.<br /

Evaluation of Enterprise Human Resources Comprehensive Abilities Based on Managerial Psychology

AbstractBasing on four parts contents of the human resource management, namely choosing talents and using talents and training talents and keeping talents, this paper applies the administration psychology priority content to the human resource management practice. Then, according to above-mentioned work, it builds up evaluation index system of enterprise human resources comprehensive abilities, and uses the method which combines the fuzzy comprehensive evaluation and the analytic hierarchy process together, evaluates the human resource management comprehensive abilities of the enterprise. Therefore, the research of this paper has certain theoretical and practical significance

Building strategy of talent retention on basis of achievement goal theory of motivation - theoretical assumptions

The key area of management of the organization are people, which determine the strategic company goals. The implementation of talent management is a way to build a competitive advantage in the market. Unfortunately, many reports indicate that employees perceived constant talents shortage and talented workers are becoming more and more mobile. For this reason, it is necessary to draw attention to the process of retention talents. Developing talent retention strategies must take to the consideration internal needs and expectations of talents. The purpose of the following article is to identify the motivating factors that contribute to retain talented employees while taking into consideration the conclusion resulting from achievement goal theory. Talented workers have higher internal motivation and they are characterized by high mastery orientation (and low or high performance orientation). Considering this assumption, the organization should use a different motivational tools for this group of workers. The most important will be development opportunities, type of executed tasks and corporate culture

PURSUING ORGANIZATIONAL SPIRITUALITY: SOME LESSONS FROM A FINANCIAL SERVICES CORPORATION

There has been scant investigation about workplace spirituality focusing on organizational level. Thus, this paper tries to fulfill this gap by recognizing that organizations have been increasingly forced to address other issues than their traditional concerns. Rather, it suggests that companies should be open to embrace other values such as spiritual principles through organizational re-orientation. Accordingly, this paper presents the case study of Serasa Experian, one of the world’s leading economic and financial analysis and information firms. In addition, it proposes a simplified conceptual framework in which both corporate social responsibility (CSR) and internal marketing concept (IMC) constitute the key constructs of a spiritual organization. Finally, the findings suggest that Serasa Experian has pursued an organizational spirituality orientation, yet it has somewhat lost its impetus toward it. Overall, evidence shows that its features, values, and feats are typical of an organization in which spirituality is more than a word, even though it is unaware of it.corporate culture, corporate social responsibility, employees, internal marketing, virtues, workplace spirituality.

Universities' mundaneness and regional engagement : Setting the stage

publishedVersio

Creating a corporate image in the context of talent management

The term "employer branding" is relatively new. It shows the trend in the labor market, to attract high-potential employees, with highly specialized knowledge – so called talents. Talent management is a relatively new concept that shows the company’s management of its strategic capital which is human capital. An employer’s brand which is positively perceived helps to attract talent into the ranks of employees, which is the main goal of the considerations contained in this paper. The paper is theoretical in nature and was based on the subject literature

1947, October 10, Friday

The Booster, Vol. XV, no. 11. Printed in Pittsburg, Kansas

1947, October 10, Friday

The Booster, Vol. XV, no. 11. Printed in Pittsburg, Kansas