situation in which work exertion is composed. Organizations ought to advance such kinds of systems and strategies that enable them to think about the requesting talent. For the usage of this procedure, organizations need to think about the current and potential talent that is required. Organizations have realized the need for talentmanagement and are now focusing to develop and retain the existing talent in their organization rather than trying to acquire a new talent because the cost of identifying, developing and retaining the talent internally is more cost effective instead of replacing the talent which is lost from external market. Though it may appear initially that in the process of retaining talent, we are spending more in terms of increased wages, rewards and recognition, when we practically analyze, the cost of acquiring a new talent is higher. Apart from higher cost of acquiring the new talent it has to additionally face the initial hiccups of this new employee getting along with the organizational goals and strategies.
In the other hand, most of the staffs in this study were unable to defined their own positions and roles during crises. Understandings of the staffs’ roles and responsibilities can develop horizons and improve their functions during unplanned situations. Therefore, it is important to the organization in the administrative and leadership side to have clear and effective strategic plan to involve all staff members in the planning and management phases of any crisis. In another word, it is not only exclusive to the managers, but all staffs must have a clear knowledge and experience in dealing with crisis.
PerformanceManagement is the process of improving organizational performance through aligning individual performance with performance Goals that will be achieved in the organization as a step in the framework of achieving a predetermined vision. The scope of this process is more than the traditional performance appraisal process, which only assesses work results ( Performance Assessment ). In performancemanagement there is an effort of dialogue, cooperation, and continuous improvement, both from business processes, increasing competency from workers and the impact in the form of a culture of continuous high- performance work behavior. Performancemanagement is a performance-oriented management approach through an integrated strategic approach to the desired goals and vision based on communication and mutual agreement to achieve organizational goals. (Wibowo, 2007).
With the increasing competition for highly skilled talent, creating an open and innovative culture, aligned with what matters most to employees, will provide the organisation with the competitive edge to retain and attract the talent necessary to achieve organizational goals. The best practices critical to retaining talent include providing career development opportunities, leadership who can articulate core messages and live them every day, trust- based relationships with managers founded on open communication and feedback, and giving employees a voice in the business along. For organizations to succeed in today’s rapidly changing and increasingly competitive marketplace, intense focus must be applied to aligning human capital with corporate strategy and objectives. The study adopted a comparative research design to enable the researcher describe certain features that he is likely to be interested in. The main focus was on growing young Colleges to well established organization with the aim of investigating the relationship that exists between talentmanagement and employee performance. The objective of the study was to explore whether their exist a correlation between talentmanagement and employees performance in the organization. This study will be useful to the various stakeholders in the human resource department in establishing a clear criterion in dealing with workforce in the organization. The research will be conducted using a survey design approach due to the benefits occurred from it, like easy of evaluation, it saves time and resources which makes it cheap to adopt. The research will also adopt a probability sampling method where simple random sampling technique will be instituted .The data collection methods will include use of interviews and questionnaires. The data collected will be analyzed and presented in a way of table and pie charts. Highly demanding business environment makes it imperative for the organizations to build competence in the form of superior intellectual capital.The talent has to be spotted, carefully nurtured and most importantly preserved.
Relational capital (customer) is knowledge of market channels and Knowledge of customer and supplier relationships and the right understanding of industrial or governmental relational reflections. Relational capital is the potential and ability of an organization in terms of intangible assets outside the organization. The intangible assets include the available knowledge in relationships which an organization makes with its customers, suppliers, governments and trade associations . Chen et al. believe that the structural capital relates to the mechanism and structure of a business unit and could help staffs in intellectual optimal performance, so the organization will be able to improve its performance . Additionally, structural capital includes all infrastructural assets such as; technology, processes, methodologies, intellectual assets i.e. technical knowledge, business brands, and Patents and exploitation right .
1. THERE IS A DEMONSTRATED RELATIONSHIP BETWEEN BETTER TALENT AND BETTER BUSINESS PERFORMANCE: Increasingly, organizations seek to quantify the return on their investment in talent. The result is a body of “proof” that paints a compelling picture of the impacttalent has on business performance. To highlight just a few: A 2007 study from the Hackett Group found companies that excel at managing talent post earnings that are 15 percent higher than peers. For an average Fortune 500 company, such an improvement in performance means hundreds of millions of dollars. A study from IBM found public companies that are more effective at talentmanagement had higher percentages of financial outperformers than groups of similar sized companies with less effective talentmanagement.
The purpose of the study was to examine empirically the effect of talentmanagement strategies on employees’ performance behavior, through mediation of talentmanagement outputs, in telecommunication industry in Pakistan. Positivist paradigm had been used for the study. A structured questionnaire was used to collect data from a convenience sample of 200 employees of telecommunication industry located in Rawalpindi-Islamabad area. Descriptive statistics, correlation, and regression tests were used to analyze the data. The results indicated that talentmanagement strategies significantly and positively affect employees’ performance behavior; whereas the talentmanagement outputs partially mediate the relationship between talentmanagement strategies and employees’ performance behavior. The results provided new insights into the phenomenon of the study. It also offered opportunities to management to plan and initiate appropriate interventions to foster employees’ performance behavior for organizations’ competitiveness.
Anichebe & Agu (2013) performed in chosen organisations in Enugu, Nigeria, the impact of inventory management on organisation's effectiveness. Data was produced by means of surveys, oral interviews, comments, books, newsagents and the Internet. From the analyzes, it was found that, whatever the fact that companies studied, they painted the picture that they applied the principles of good inventory management, they occasionally found that inventory problems were inadequate. The result was that the manufacturing of one brand of its goods was scarce and thus negatively impacted their profitability and consequential efficiency. The management of stocks has an important impact on the productivity of organization. The relationship between excellent stock management and corporate profitability is extremely positive. The Anichebe and Agu research (2013) found that inventory management is very important for organizational achievement and development. The full profits of an organisation are linked to the volumes of products sold, which relate directly to the quality of the product. The research suggested that organizations diversify their inventory systems to meet particular requirements of manufacturing and manage their inventory system carefully to preserve manufacturing consistency.
In the HR industry, confusion persists around employee satisfaction and employee engagement. Because many organizations view these different measurements as one and the same thing, they may be missing out on opportunities to foster the kind of workforce atmosphere that leads to innovation and high performance. While employee satisfaction is important to maintaining a positive work environment, it may not be enough to help you retain top performers and achieve competitive success. By focusing on those factors that impact engagement and satisfaction, your organization is more likely to maintain a strong, motivated workforce that is willing to expend extra effort, help drive business goals, and deliver return on HR’s talentmanagement investment.
work-life balance and socially supportive policies, systems boost feeling of loyalty to the organization has a mean value of 4.283 and standard deviation of 0.986. Enriching job contents, promoting staff development to assume key positions, andincrease sense of employee belongingness and responsibility has mean value of 4.237 and standard deviation of 0.919. Harmonious working relationships and conducive work climate increase employee quantity of output has a mean value of 4.257 and standard deviation of 0.895. The result of the analysis shows that majority of respondents agreed that effects of talentmanagement on employee performance in deposit money banks are; employee are more productive and quality of work is improve when excellence is rewarded, promoting work-life balance and socially supportive policies boost loyalty of employee, and harmonious working relationships and conducive work climate increase employee quantity of output.The study is in agreement with Armstrong (2009), that organisations always seek the most cost-effective way of finding the most qualify employees that fit the position perfectly well and will help the company achieve its objectives also in the most cost-effective manner. Before recruitment even begins, certain specifications should be outlined, including; the number and the skills needed as itemized in the recruitment plan of the organisation which will in-turn affects the performance of the bank.
management information system for Nasarawa State polytechnic lafia and thus determine its impact on school administration. Stratified random samplingwas adopted to sample the target population.Questionnaire and interview were the data gathering instruments used.This study established that management information system is very effective in carrying out series of administrative and managerial activities within the institution compared to the manual system currently in use. The respondents opined positively regarding the effectiveness and the impacts of MIS in different activities it was employed during the implementation phase of the new system (MIS). Improvement in productivity, registrations, performance of duties and decision making were the key areas of success recorded as a result of MIS. The study recommendedthat, MIS should be fully adopted by Nasarawa State Polytechnic lafia. And that, there should be training and retraining of staff and students on the use of the MIS package.
skilled candidates. In the employment market place characterized by talent shortage, firms need to create an image of an attractive place to work, to attract people with right skills. The workplace today is dominated by millennials. With baby boomers retiring, organizations are faced with the challenge of managing expectations of the younger generation employees. No longer are they attracted by the organizational attributes that the previous generations were drawn to. The strategies used by the organizations will fail if they are not able to analyse the dimensions which are considered to be important for them to apply to an organization. The talent war at the management campuses is also evident. Campuses are an important source of potential employees, as students form a significant part of the workforce hired by the organizations. Major recruitment drives are also conducted in the campuses hence it is imperative to analyse the employer attractiveness dimensions as per the candidates.
Organizations convert the arising business and technological opportunities into projects in order to grow and achieve their strategic goals. Project success is the ultimate objective of all organizations and stakeholders and hence, achieving project success is an obsession of every organization. Despite the research in this field and the increased knowledge associated with project success and failure, projects continue to fail in satisfying the needs of different stakeholders (Cooke-Davies, 2002; Joslin and Muller, 2015). The Standish Group (2010) conducted a study that revealed only 32% of the investigated projects were successful against 44% challenged and 24% failed.
This study was about the role of electronic procurement on supply chain management. The purpose of the study was to investigate the role of electronic procurement on supply chain management. The objectives of the study were to ascertain the the impact of e-procurement on the improvement of an organisational operational, find out the information flow as far as e-procurement is concerned and find out the challenges that are faced by the organisations that employ e-procurement. The study used descriptive and explanatory research designs. Both qualitative and quantitative methods were employed to gather data from employees of Coca Cola Company limited. Data was collected from the procurement department, IT department, field staff/employees and the marketing department. A sample size of 60 respondents who were purposive to the study was selected. Self-administered questionnaires with open ended questions, interviews and documentary reviews were the instruments of the study and data was analyzed using narration and tabulation formats. According to the findings from the study, electronic procurement is not yet given much attention in most organizations. In Ghana, but all the same those that have embraced it in this case Coca Cola company limited, it has impacted greatly on purchasing in organizations like short lead time, cost reduction, electronic payment, supplier selection, placing orders among others.
This chapter has attempted to provide a clear explanation of the literature relating to TM. It aims to improve the theoretical and practical understanding of TM research in the higher education sector. The principal conclusion of the empir- ical study is that higher education institutions are aware of innovation sources that are currently used in managing talent in their divisions and faculties. These were (1) talent attraction (social domain and organisational excellence), (2) talent develop- ment (performancemanagement, coaching talent and leadership development) and (3) talent retention (benchmarking, employee motivation, employee empower- ment, nonmonetary rewards and job satisfaction). As a result, those individuals contribute significantly to a university’ s performance by attracting new students and securing funds for further research. These themes are positively associated with innovation speed of the higher education institutions. TM is an integrated manage- ment system that starts with the practices of attracting, developing and retaining talents. So that institutions can benefit from this in the form of products (commod- ities/services) that have difficult characteristics of imitation and competition. This is because of the expertise and knowledge possessed by their efficient human resources. Although the scholars and researchers differ in determining a unified concept of talent, the specialised literature produces two trends in its definition, some of which are traditionally based on high intelligence, while the modern trend is based on excellent performance, mental ability, technical and dynamic skills, creative thinking and leadership abilities. In addition, the review of literature included various views of talent, but all the scholars and researchers agree that talent is a valuable resource of innovation for all institutions. The literature also identified six common perspectives on TM. From the literature, the strategic per- spective was identified as most relevant to achieving the research objectives.
Sports performance has a direct and massive impact by the foods an athlete eats. Suitable nutrition is an essential part of athletes’ preparation and performance strategy. Appropriate nutrition guarantees that a person is gathering the fuels required for the energy creation associated to activity and recovery. One of the expanses necessitating to be looked into is the exclusive nutritional requirements allied with extreme workout strain. However, the impact of vigorous physiological training and nutritional variants in amalgamation with training trauma in young sportsmen are significantly inadequate. This inadequate information is most probably owing to the moral contemplations of suppressing nutrients and physiologically overloading to a helpless populace such as youngsters and adolescents still in the course of progress and development 18 .
Problems with acquiring knowledge and talent employees are mainly due to the rising cost of recruiting these workers, and the difficulty of assessing them. In some publications devoted to the problems of managing knowledge workers, it is noted that the main reason companies feel there is a talent shortage, is the lack of or low efficiency of talent identification systems in t he internal market, among workers who are already employed (Miś, 2008, pp. 34 -35). The first challenge that a manger of a knowledge or talent driven institution must face, is the identification of knowledgeable and particularly talented employees within the organization; the second is to understand that without the supply of properly skilled people, such institutions do not have a future, regardless of the state of their financial reserves, the value of assets or income to cost ratio.
Finally, there were several students that commented under Additional Comments. Surprisingly, students were motivated to further comment on their service-learning experience. Reflecting further on the Academic and Reciprocal themes, sample comments include, “This project was a lot more impactful than I thought it would be. I will miss our classroom of kids and learning more about them and myself” and “This service-learning experience has been extremely beneficial for my entire team and the students. Being able to encourage students who do not receive that at home has been a huge blessing.” Certainly, this study found that respondents felt they made a positive contribution at their service learning project (Q1, M = 3.698, SD = 0.47). This supports previous findings by Park, Helm, Kipley & Hancock (2009) that sharing and exhibiting one's beliefs in a service-learning environment improves the perceived effectiveness of that project.
Upon signing the informed consent form, each par- ticipant was subjected to a standardized training session to ensure proper use of WL. Participants were first asked to view a WL instructional video as well as an in vitro dem- onstration using a pelvis model. Participants were being guided to practice the donning process of WL using a pelvis model. Upon ensuring participants’ competency in using WL, they were provided with six pieces of WL, and cream or lotion should they ask for it. They were asked to use WL five times for sexual intercourse over a 2-month-period, and rate the coital log provided after each use (Part 1 survey). Within 2 months, follow-ups were conducted via email or phone to collect Part 1 survey forms and to distribute Part 2 survey forms. Participants were given 20 Malaysian Ring- git (equivalent to 5 USD) as a token of appreciation upon completion of the study.