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Warianty tytułu
Wpływ praktyk zarządzania talentami na zaangażowanie organizacyjne w start-up-ach w Indiach
Języki publikacji
Abstrakty
Talented and hardworking people enable a company to pursue its mission and create the right culture. Globally, for start-ups in the beginning stage, finding and maintaining talented persons is a big challenge. The research aims to understand the talent management practices followed in such companies, identifying and developing a comprehensive Talents Management Scale that fits small and medium organizations and any type of business and their impact on Organizational Engagement. The novelty of the study is an attempt to identify the suitability of strategies followed by leading organizations for start-ups at their level. Innovative practices in Human Resource Management through a strategic approach are analyzed in this research. A survey was conducted to collect primary data from a sample of 382 employees working in start-ups in India. Descriptive research was adapted to find out the impact of Talent Management on Organizational Engagement. Exploratory Factor Analysis was performed to understand the factor structure using SPSS version 23. The research results reveals that the demographic profile of start-up employees does not influence Organizational Engagement and perception of Talent management. The constructs, namely Talent Attraction, Talent Identification, Talent Training and Talent Development, have a positive impact on Employee Engagement, but the impact is less. The study reveals that Talent Culture is dominant in determining Organizational Engagement.
Utalentowani i pracowici ludzie pozwalają firmie realizować swoją misję i tworzyć odpowiednią kulturę. W skali globalnej dla start-upów na początkowym etapie znalezienie i utrzymanie utalentowanych osób jest dużym wyzwaniem. Badanie ma na celu zrozumienie praktyk zarządzania talentami stosowanych w takich firmach, zidentyfikowanie i opracowanie kompleksowej skali zarządzania talentami, która pasuje do małych i średnich organizacji oraz każdego rodzaju działalności, a także ich wpływu na zaangażowanie organizacyjne. Nowością badania jest próba określenia przydatności strategii kierowanych przez wiodące organizacje dla start-upów na ich poziomie. W badaniu tym analizowane są innowacyjne praktyki w zarządzaniu zasobami ludzkimi poprzez strategiczne podejście. Przeprowadzono ankietę, aby zebrać podstawowe dane z próby 382 pracowników pracujących w start-upach w Indiach. Zaadaptowano badania opisowe, aby poznać wpływ zarządzania talentami na zaangażowanie organizacyjne. Przeprowadzono eksploracyjną analizę czynnikową w celu zrozumienia struktury czynnikowej za pomocą SPSS w wersji 23. Wyniki badań pokazują, że profil demograficzny pracowników start-upów nie ma wpływu na zaangażowanie organizacyjne i postrzeganie zarządzania talentami. Konstrukty, a mianowicie Przyciąganie Talentów, Identyfikacja Talentów, Trening Talentów i Rozwój Talentów, mają pozytywny wpływ na zaangażowanie pracowników, ale wpływ jest mniejszy. Badanie pokazuje, że Kultura Talentów dominuje w określaniu zaangażowania organizacyjnego.
Czasopismo
Rocznik
Tom
Strony
138--156
Opis fizyczny
Bibliogr. 31 poz., rys., tab.
Twórcy
autor
- Kalasalingam Academy of Research and Education, India, Research Scholar
autor
- Kalasalingam Academy of Research and Education, India, Dean, Kalasalingam Business School
Bibliografia
- 1.A El Dahshan, M. E., Ismail Keshk, L. and Shehata Dorgham, L., (2018). Talent Management and Its Effect on Organization Performance among Nurses at Shebin El-Kom Hospitals. International Journal of Nursing, 5(2), 2373-7670.
- 2.Aina, R. al, Atan, T., (2020). The impact of implementing talent management practices on sustainable organizational performance. Sustainability (Switzerland), 12(20), 1-21.
- 3.Annakis, D. J., Dass, D. M. and Isa, A., (2014). Exploring Factors that Influence Talent Management Competency of Academics in Malaysian GLC’s and Non- Government Universities. Journal of International Business and Economics, 2(4), 163-185.
- 4.Annakis, J., Esposto, A., (2016). Talent Management and Competencies: A Cross Country Study of Malaysian and Vietnam Semi-Private Universities. Corporate Ownership and Control, 6(4), 335-349.
- 5.Budiningsih, I; Soehari, T.D; Hidayati, R.N. (2020). Technology Training & Creativity for Strengthening Employees Innovative Behaviors, GATR Global Journal of Business Social Sciences Review, 8(3), 162-169.
- 6.Eghbal, F., Hoveida, R., Siadat, S. A., Samavatyan, H. and Yarmohammadian, M. H., (2017). Identifying the Talent Management Components of Faculty Members. Strides in Development of Medical Education, 14(2), 1-11.
- 7.Farndale, E., E. Beijer, S., J.P.M. Van Veldhoven, M., Kelliher, C. and Hope-Hailey, V., (2014). Work and organisation engagement: aligning research and practice. Journal of Organizational Effectiveness, 1(2), 157-176.
- 8.Farooq, M., Othman, A., Nordin, M. S. and Ibrahim, M. B., (2017). A Measurement Model of Talent Management Practices among University Staff in Central Region of Uganda. Journal of Positive Management, 7(3), 3-19.
- 9.Gallivan, H., Tieman, J., (2012). Organisational engagement: an examination of members' engagement in the Irish Dental Association. Journal of the Irish Dental Association, 586, 308-15.
- 10.George, D., (2011). SPSS for windows step by step: A simple study guide and reference, 17.0 update. 10/e. Pearson Education India.
- 11.Gurbuz, F. G., Acar, P. and Yener, M. I., (2017). Development and validation of a talent management measurement instrument. Pressacademia, 6(3), 233-245.
- 12.Ingalagi, S. S., Nawaz, N., Rahiman, H. U., Hariharasudan, A. and Hundekar, V., (2021). Unveiling the Crucial Factors of Women Entrepreneurship in the 21st Century. Social Sciences, 10(5), 153, 1-12.
- 13.Juchnowicz, M., (2016). Determinants of organisational engagement among Polish companies. Risks and Opportunities-in Search of Equilibrium, 65-76.
- 14.Karamanis, K., Gogos, C., (2020). The impact of flexible working at firm level. Evidence from Greek labor market. Journal of International Studies, 13(2), 9-24.
- 15.Kaur, R., (2013). Empirical study of talent management program and its impact on the employee’s retainment and performance in Indian supermarket Big Bazaar. Human Resource Management Research, 2013(3), 61-70.
- 16.Lei, K. Y., Basit, A. and Hassan, Z., (2018). The Impact of Talent Management on Job Satisfaction: A Study among the Employees of a Travel Agency in Malaysia. Indonesian Journal of Applied Business and Economic Research, 1(1), 1-19.
- 17.Ludwikowska, K., (2021). The mediating role of employee--Oriented human resource policy in the relationship between strategic human resource management and organisational performance. Forum Scientiae Oeconomia, 9(2), 131-150.
- 18.Mahon, E. G., Taylor, S. N. and Boyatzis, R. E., (2014). Antecedents of organizational engagement: Exploring vision, mood and perceived organizational support with emotional intelligence as a moderator. Frontiers in Psychology, 5(Nov). 1-11.
- 19.Malinen, S., Wright, S. and Cammock, P., (2013). What drives organisational engagement ?: A case study on trust, justice perceptions and withdrawal attitudes. Evidence-Based HRM, 1(1), 96-108.
- 20.Malkawi, E., (2017). The Relationship between Talent Management and Organizational Commitment Case Study: Aqaba Special Economic Zone Authority, Jordan. International Business and Management, 14(1), 80-84.
- 21.Mohd Hamzah, M. I. and Shamsudin, S., (2017). Talent Management and Teacher Leadership Talent Development in High Performing School in Malaysia. International Journal of Educational Best Practices, 1(1), 19- 37.
- 22.Mukul, K., Saini, G. K., (2021). Talent acquisition in startups in India: the role of social capital. Journal of Entrepreneurship in Emerging Economies.
- 23.Nobarieidishe, S., Chamanifard, R. and Nikpour, A., (2014). The Relationship between Talent Management and Organizational Commitment in International Division of Tejarat Bank, Iran. European Online Journal Of Natural And Social Sciences, 3(4), 1116-1123.
- 24.Ptanawanit, S., (2014). The Organisational Engagement of Manual Labourers in a Transnational Corporation, Zeszyty Naukowe Uniwersytetu, 9.67-79.
- 25.Sareen, P., Mishra, S., (2016). A Study of Talent Management and Its Impact on Performance of Organizations. IOSR Journal of Business and Management,18, 66-73.
- 26.Savov, R., Lančarič, D. and Kozáková, J., (2020). Size of the Company as the Main Determinant of Talent Management in Slovakia. Journal of Risk and Financial Management, 13(3), 50, 1-14.
- 27.Sirisunhirun, S., Dhirathiti.S.S., (2015). Job characteristics and a Happy Workplace: Increasing Organisational Engagement in Thai Higher Education Institutions. Organization Development Journal, 33(1), 71-89.
- 28.Stachova, K., Stacho, Z., Raišienė, A. G. and Barokova, A., (2020). Human resource management trends in Slovakia. Journal of International Studies, 13(3), 320-331.
- 29.St, Gita., (2020). The Impact of Work Environment Factors on Work Engagement and Organisational Engagement of employees of different generations. Kaunas University of Technology, 10.13140/RG.2.2.10748.56960.
- 30.Tiwari, U., Shrivastav, D., (2016). Strategies and practices of Talent Management and their impact on Employee Retention and Effectiveness. The International Journal of Management, 2(4), 1-10.
- 31.Vural, Y., Vardarlier, P. and Aykir, A., (2012). The Effects of Using Talent Management with Performance Evaluation System over Employee Commitment. Procedia - Social and Behavioral Sciences, 58, 340-349.
Uwagi
Opracowanie rekordu ze środków MEiN, umowa nr SONP/SP/546092/2022 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2022-2023).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-6df23869-c059-46b6-8947-e4daf08b97e1