Periodicity.: July - September 2017
e-ISSN......: 2236-269X
Cover Image

Talent management for developing leadership: an empirical investigation

Rinku Sanjeev, Anita Singh

Abstract


In the current situation where Indian IT Companies are facing high growth trajectory, getting good talents and retaining them is increasingly becoming difficult. Talent management and tapping potential leaders’ is becoming one of the key responsibilities of HR Managers. Though leadership development has always been rated as the most important need of IT Companies, it lacks proper address by top level management. To address this gap it is pertinent for the management to know the factors that impacts the talent management and leadership development within the company.

The basic emphasis of this paper is to analyze the factors influencing talent management in IT organization and also to understand the impact of talent management on overall leadership development. The study is descriptive and exploratory in nature. To identify factors influencing talent management factor analysis was used. To examine the hypothesis of the study Karl Pearson Coefficient correlation and regression analysis was done. The findings of the study suggests that potential identification, employee retention and rewards contributes significantly in leadership development It also suggests that there is a positive relation between talent management and leadership development


Keywords


Talent management; Leadership development; performance; factor; IT Company

Full Text:

PDF HTML

References


ALIMO-METCALFE, B. (1998) 360 degree feedback and leadership development, International Journal of Selection and Assessment, v. 6, n. 1, p. 35–44.

ARMSTRONG, M. (2003) A handbook of human resource management practices (10th ed.). London: Kogan Page.

AVOLIO, B. J.; HANNAH, S. T. (2008) Developmental readiness: Accelerating leader development, Consulting Psychology Journal: Research and Practice, n. 60, p. 331–347.

BENSON, G. S. (2006) Employee development, commitment and intention to turnover: a test of employability policies in action, Human Resource Management Journal, v. 16 , n. 2, p. 173-92.

BERGER, D. R. (2004a) The journey to organisation excellence: navigating the forces impacting talent management. In: BERGER, D. R.; BERGER, L. A. (Eds.), The Talent Management Handbook: Ch.3. New York: McGraw-Hill.

BERGER, L. A. (2004b) Creating a talent management system for organisation excellence: connecting the dots. In: BERGER, D. R.; BERGER, L. A. (Eds.), The Talent Management Handbook: Ch.1. New York: McGraw-Hill.

CAPPELLI, P. (2009) Talent on demand: managing talent in an age of uncertainty, Strategic Direction, v. 25 , n. 3, (suggested reading).

CARPENTER, M. A.; SANDERS, W. G.; GREGERSEN, H. B. (2000) International assignment experience at the top can make a bottom-line difference, Human Resource Management, v. 39, n. 2-3, p. 277-85.

CAMPBELL, M.; SMITH, R. (2014) High-potential talent: a view from inside the leadership pipeline [online], Center for Creative Leadership. Available at: www.ccl.org/leadership/pdf/research/highpotentialtalent.pdf (accessed on 6 May 2015).

CHAN, K. Y.; DRASGOW, F. (2001) Toward a theory of individual differences and leadership: Understanding the motivation to lead. Journal of Applied Psychology, v. 86, n. 3, p. 481–498.

COLLINGS, D. G.; SCULLION, H.; VAIMAN, V. (2011) European perspectives on talent management, European Journal of International Management, v. 5 , n. 5, p. 453-62

CIPD (2011) Learning and Talent Development, CIPD, London

DAY, D. V.; HARRISON, M. M. (2007) A multilevel, identity based approach to leadership development. Human Resource Management Review, n. 17, p. 360–373.

DERUE, D. S.; ASHFORD, S. J. (2010a) Who will lead and who will follow?, A social process of leadership identity construction in organizations, Academy of Management Review, n. 35, p. 627–647.

DERUE, D. S.; WELLMAN, N. (2009) Developing leaders via experience: The role of developmental challenge, learning orientation, and feedback availability, Journal of Applied Psychology, n. 94, p. 859–875.

DICKMANN, M.; BREWSTER, C.; SPARROW, P. R. (Eds) (2011) International Human Resource Management: Contemporary Issues in Europe, Routledge, London and New York, NY

DRAGONI, L.; TESLUK, P. E.; RUSSELL, J. E. A.; OH, I. S. (2009) Understanding managerial development: Integrating developmental assignments, learning orientation, and access to developmental opportunities in predicting managerial competencies. Academy of Management Journal, n. 52, p. 731–743.

EVANS, P.A.; SMALE, A.; BJORKMAN, I.; PUCIK, V. (2011) Leadership development in multinational firms, in STOREY, J. (Ed.), Leadership in Organisations: Current Issues and Key Trends, Routledge, London.

FARNDALE, E.; SCULLION, H.; SPARROW, P. (2010) The role of the corporate HR function in global talent management, Journal of World Business, v. 45 , n. 2, p. 161-168.

HASKINS, M. E.; SHAFFER, G. R. (2010) A talent development framework: tackling the puzzle, Development and Learning in Organizations, v. 24 , n. 1, p. 13-16.

JONES, G. (2008) How the best of the best get better and better, Harvard Business Review, v. 86, n. 6, p. 123-127.

GROYSBERG, B.; LEE, L.; ABRAHAMS, R. (2010) What it takes to make ’star’ hires pay off, MIT Sloan Management Review, v. 51 , n. 2, p. 57-61.

HIRST, G.; MANN, L.; BAIN, P.; PIROLA-MERLO, A.; RICHVER, A. (2004) Learning to lead: The development and testing of a model of leadership learning, Leadership Quarterly, n. 15, p. 311–327

KANG, S. C.; MORRIS, S. S.; SNELL, S. A. (2007) Relational archetypes, organizational learning, and value creation: extending the human resource architecture, Academy of Management Review, v. 32, n. 1, p. 236-56.

LAWLER, E.E. (2008) Talent: Making People Your Competitive Advantage, Jossey-Bass, San Francisco, CA.

LUCY, D.; POORKAVOOS, M.; WELLBELOVE, J. (2015) The management agenda 2015, Horsham: Roffey Park Institute. Available at: www.roffeypark.com/researchinsights/ the-management-agenda (accessed on 6 May 2015).

MCCAULEY, C. D.; HEZLETT, S. A. (2001) Individual development in the work place, in ANDERSON, N.; ONES, D.; SINANGIL, H. K.; VISWESVARAN, C. (Eds), Handbook of Industrial, Work, and Organizational Psychology, Sage, London, pp. 313-35.

MCDONNELL, A.; LAMARE, R.; GUNNIGLE, P.; LAVELLE, J. (2010) Developing tomorrow’s leaders:evidence of global talent management in multinational enterprises”, Journal of World Business, v. 45 , n. 2, p. 2-22

MCDONNELL, A. (2011) Still fighting the ‘war for talent’? Bridging the science versus practice gap, Journal of Business and Psychology, v. 26, n. 2, p. 169-73.

MCDONNELL, A.; COLLINGS, D. G. (2011) The identification and evaluation of talent. In MNES,SCULLION, H.; COLLINGS, D. G. (Eds), Global Talent Management, Routledge, London.

MA¨KELA¨, K.; BJO¨RKMAN, I.; EHRNROOTH, M. (2010) How do MNCs establish their talent pools?, Journal of World Business, v. 45 , n. 2, p. 134-42.

MINTZBERG H.; WATERS, J. (1982) Tracking strategy in an entrepreneurial firm, Academy of Management Journal, n. 25, p. 465–499

MUMFORD, M. D.; ZACCARO, S. J.; HARDING, F. D.; JACOBS, T. O.; FLEISHMAN, E. A. (2000) Leadership skills for a changing world: Solving complex social problems. Leadership Quarterly, n. 11, p. 11–35.

MUMFORD, T. V.; CAMPION, M. A.; MORGESON, F. P. (2007) The leadership skills strataplex: Leadership skill requirements across organizational levels. Leadership Quarterly, n. 18, p. 154–166

NOVATIONS (2009) Talent Development Issues Study, Novations Group, Long Island, NY, p. 1-20.

O’LEONARD, K. (2010) The corporate learning factbook 2009: Benchmarks, trends and analysis of the U.S. Training Market. Oakland, CA: Bersin & Associates.

PRUIS, E. (2011) The five key principles for talent development, Industrial and Commercial Training, v. 43 , n. 4, p. 206-16.

RUDDY, T.; ANAND, P. (2010) Managing talent in global markets, In SILZER, R.; DOWELL, B. E. (Eds), Strategy-Driven Talent Management: A Leadership Imperative, Jossey-Bass, San Francisco, CA, p. 549-94.

SANDLER, S. F. (2006) Critical Issues in HR Drive 2006 Priorities: #1 is Talent Management. HR Focus, v. 83, n. 1, p. 1 & 13-15.

SCULLION, H.; COLLINGS, D. G. (2011) Global Talent Management, Routledge, London.

SIMMERING, M. J.; COLQUITT, J. A.; NOE, R. A.; PORTER, C. (2003) Conscientiousness, autonomy fit, and employee development: a longitudinal field study, Journal of Applied Psychology, v. 88 , n. 5, p. 954-63.

TING, S.; SCISCO, P. (Eds.), (2006) The Center for Creative Leadership handbook of coaching: A guide for the leader coach.San Francisco, CA: Jossey-Bass

TYMON, W. G.; STRUMPF, S. A.; DOH, J. P. (2010) Exploring talent management in India: The neglected role of intrinsic rewards, Journal of World Business, v. 45 , n. 2.

VAIMAN, V. (2010) Managing talent of non-traditional knowledge workers – opportunities, Challenges, and trends, In VAIMAN, V. (Ed.), Talent Management of Knowledge Employees: Embracing Non-traditional Workforce, Palgrave Macmillan, Basingstoke, p. 1-22.

YOST, P. R.; MANNION-PLUNKETT, M. (2010) Developing leadership talent through experiences, In SILZER, R.; DOWELL, B. E. (Eds), Strategy-Driven Talent Management, Jossey-Bass, San Francisco, CA, p. 313-49.




DOI: http://dx.doi.org/10.14807/ijmp.v8i3.630

Article Metrics

Metrics Loading ...

Metrics powered by PLOS ALM

Refbacks

  • There are currently no refbacks.


Copyright (c) 2017 Rinku Sanjeev, Anita Singh

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.

LIBRARIES BY

Logo Gaudeamus

Logo INDIANA

Logo CHENG KUNG

Logo UTEP

Logo MOBIUS

Logo UNIVEM

Logo Kennedy

Logo Columbia

Logo UCS

Logo MSG/UFF

Logo OPT

Logo Biblioteca Professor Milton Cabral Moreira

Logo UFL

Logo ULRICHSWEB

Logo UNISA