TALENT MANAGEMENT
2
Author(s):
MS. AAKANKSHA NIRALA , MS. NAVODITA CHAUDHARY
Vol - 5, Issue- 5 ,
Page(s) : 49 - 55
(2014 )
DOI : https://doi.org/10.32804/BBSSES
Abstract
This study underlines the new concept of Talent Management. Managing talent in a global organization is more complex and demanding than it is in a national business—and few major worldwide corporations have risen to the challenge. The current business and economic environment is exposing a host of weaknesses in the talent management practices of many organizations, as well as the lack of a comprehensive understanding of skills, capabilities,
- Ashton, C., & Morton, L. (2005). Managing talent for competitive advantage. Strategic HR Review,4(5), 28–31. doi:10.1108/14754390580000819
- Hamel, G., & Prahalad, C. K. (1994).Competing for the future. Boston, MA: Harvard Business School Press.
- Iles, P and Preece, D (2010) Talent management and career development, in (eds) J Gold, R Thorpe and A Mumford, Gower Handbook of Leadership and Management Development, Farnham, Gower, pp 243–60
- Lawler, E. E. III. (2005). From human resource management to organizational effectiveness. Human Resource Management,44(2), 165–169. doi:10.1002/ hrm.20059
- Lewis, R E and Hackman, R J (2006) Talent management: a critical review, Human Resource Management Review, 16 (2), pp 139–54
- Ulrich, D., Brockbank, W., Yeung, A., & Lake, D. G. (1995). Human resource competencies: An empirical assessment. Human Resource Management,34(4), 473–495. doi:10.1002/hrm.3930340402
|