Human Resource Management

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Institutional Affiliation

 

 

 

 

 

 

 

 

 

Question 1

Human resources. Specifically, talent management.

Question 2

Software development requires a highly skilled workforce. Therefore, continuous professional development to meet the standards and benchmarks in the industry is paramount. This means that the workforce has to maintain and develop the skills and competencies all the time to adapt the constant and changing systems within the software industry. The researcher believes that small businesses struggle to remain sustainable as few and little professional growth opportunities are accorded to staff. Hence many staff lack talent management opportunities and therefore moves on leaving considerable gaps in the company where they work.

Notably, to move a small company to the next level emphasis should be placed on retaining and attracting talents to counter being outplayed by their competitors. This may be realized by a holistic approach to talent management. Additionally, securing a place in the current global competitive environment requires an enhanced strategic position for a company to succeed. Therefore, by considering employees as the backbone of the success of a firm Human Resource managers should focus on training and developing a skilled workforce through effective strategies of tapping talent Cascio (2018).

The researcher observes that recruitment of new personnel adds vigor as well as experience to the existing staff. Equally urgent is the need to secure individual talent useful to achieving a company’s goals. Maximizing employee productivity, therefore, lies in the ability of an organization to have an enhanced performance appraisal system which allows for equal promotion opportunities to all genders. This, in turn, improves the organizational culture and increase the output of employees as they work harder proving to be one of the most efficient systems of talent management.

Question 3

Reimaging talent management as a strategic tool for sustaining small businesses in Johannesburg South in the IT industry.

Question 4

Talent management is a global strategy for human resources with a keen eye on retaining a quality workforce. Poor talent management has been the root cause of slow growth or even collapse of medium enterprises globally. Although control of talent can be applied to small and emerging software companies in South Africa, it can only gain an optimal production if both top-level managers and their employees align with the objectives. However, most firms do not understand the extent as this misalignment can cause the company lose its competitive advantage Sonnenberg et al. (2014). Additionally, as small companies search for better means of gaining an edge over their competitors, every aspect to improve organizational performance is paramount. Equally important, talent management programs are an efficient way to develop and retain workers with high potential. Therefore, they provide the company with a rare talent resource that can push the performance of a firm to its best. The treatment of employees as a liability by a company is the cause of poor talent management strategies. The workforce should be viewed as people who have an economic and social benefit to a company Sparrow et al.  (2015). Therefore, the critical question should lie on how a firm can hire manage and retain talent. The idea behind talent management is that organizations are run by people. Notably, from company processes to capital management all decisions lie in the hands of an individual or group of persons. The platforms created by the corporate enable these assets to develop products and services for consumption of the society. This means that betterment of employees in an organization determines how it performs in the future. Therefore, this rationale helps attract and retain best brains.

According to Sonnenberg et al. (2014), small companies have been observed not to concentrate on the importance of talent management. However, to meet current and future market needs most businesses rely on acquiring and retaining a talented lot. Therefore, it can implement new strategies and help create leadership capacity required in achieving individual and company goals. This is indeed important due to the emergence of many small and medium enterprises that target the same people that large companies sought. For this reason, small companies should offer opportunities to workers that only a few large companies can accommodate.

Recent research shows that top performers change their employers more than twice in their career. Notably, job mobility is seen as a way of looking for better opportunities due to the emergence of new cycles of business growth Sparrow (2013). The change in workforce demographics reduces labor pools resulting in talent squeeze. As a result, these trends are pushing workplaces worldwide to experience complexity in a changing landscape in their efforts to retain and motivate a talented workforce. Surveys conducted to show that to obtain a long-term organizational success talent management ranks as the most critical challenge among business leaders. This is only after the health of the global economy James (2012).

Question 5

The primary objective of this study is to find out the role of talent management in sustaining small businesses in South Africa.

Specific Objectives

The specific goals are:

i.    To determine different dimensions that can be used by small and emerging companies in talent management.

ii.    To establish the relationship there is between talent management and individual productivity.

iii.    Determine the importance of a performance appraisal in the management of talent.

iv.    To highlight the link that exists between talent management and organizational performance.

Question 6

1.    Which talent management strategies can be used by small and emerging companies?

2.    What is the relationship between talent management and individual productivity?

3.    What is the effect of performance appraisal on talent management?

4. What is the link between talent management and organizational performance?

Question 7

i.    There is no significant difference as to how employees in a company perceive management of talent practices in a particular firm as compared to the internationally accepted system.

ii.    Employees can take benefits from a talent management system.

iii. Workers can be retained successfully through an effective talent management system.

iv.    Employee production can be affected by a talent management practice.

Question 8

i.    There is a significant difference as to how employees in a company perceive management of talent practices in a particular firm as compared to the internationally accepted system

ii.    Employees are not able to take benefits from a talent management system.

iii.    Workers cannot be retained successfully through an efficient talent management system.

Question 9

A theoretical framework which attempts to explain why things are the way they are based on theories. It’s, therefore, an assumption about nature and phenomenon. According, to Neuman & Robson (2014) a theory is a set of principles that explain facts or phenomenon especially those that have been widely used and accepted over time. The researcher preferred this method as it offers a larger perspective from different people on the subject. Some of the propositions to include in this study are the theory of talent attraction theory which suggests that the investment in people by an organization can generate a worthwhile return. It also observes that value addition in people can lead to an economic benefit to the company.

Talent retention theory finds that potential rewards to an individual equal their production. The backbone of the method is determined by how an individual perceives equity and fairness practiced by the management as this is a guide to their motivation level. This is a backbone of talent management and may influence the employee’s turnover. The researcher will also use the learning and development theory which looks to explain the concept that people are likely to engage in the desired outcome if there is an incentive to do so. Notably, unrewarded behaviors are less likely to be repeated. Therefore, managers can influence a particular act if by reinforcing those that are deemed favorable Sparrow (2013).

Question 10

A primary source of information provides first-hand evidence of work, event or person. The researcher will use the following:

1.    Published work such as books and newspapers.

2.    Audio/video recorded conversations i.e. Interviews.

3.   White Papers.

4.    Electronic /online journal articles

5.    Questionnaires in the form of surveys

Question 11

The researcher will use the interpretive philosophy which believes that the social management world of business has such complexity to be explained in theories or laws like those in natural science. This philosophy notes that there exist meanings of a simple fact which are suitable for every research problem. This research philosophy enhances production of data collected. Therefore, the individual conducting the study seeks to understand an interpretation of events and not just to interact with the environment. The reason to use the philosophy is that this study aims at inquiring individual perspectives to all small and emerging enterprises regarding organizational performance to sustain medium enterprises.

The study will adopt a cross-sectional survey design to capture data by using both qualitative and quantitative approaches. The researcher will mostly use the qualitative method to gain an in-depth understanding of the situation surrounding talent management as a strategic tool to sustain small firms. Saunders et al. (2003). Open-ended questions are essential for this study. The quantitative method will be used to verify the hypothesized relationship between dependent and independent variables on organizational performance or sustainability of small companies and independent variable which is talent management.

Question 12

A phenomenological study design suggests that to arrive at absolute certainty in research, anything outside immediate experience should not be put to consideration. With this regard, the external view is reduced to personal consciousness. Therefore, this draws the need to prove what is termed real. Lewis (2015) terms phenomenology as the science of pure theory, with its aim being to return to basics. The researcher chose this method to describe the phenomena accurately by refraining from previous frameworks but remaining in line with the facts.

Notably, Smith (2015) argues that the aim of a phenomenologist is to understand the social and psychological phenomena basing their arguments from the people involved. This philosophy seeks to know how talent management can be applied for survival of emerging businesses. Lewis (2015) states that researchers who choose this method do not prescribe techniques as one cannot impose a method to a circumstance. Additionally, this would pose injustice to the integrity of that phenomenon.

However, for novice researcher’s guidelines are paramount as they provide a clear way that will be used. To choose participants, the researcher will use purposive sampling to identify primary participants. Telephonic inquiry before actual conversations with people will be considered. In the same way, a signed consent from the one being interviewed will also be sought. To expand the sample size, snow balling will be applied where one interviewee will recommend me to another for interviewing.

Target Population

This study will target senior and junior employees of small software companies in South Africa and more specifically Johannesburg South.

Research Tools and Instruments of Data Collection

Questionnaires will be used, observations and as the primary tools for data collection. Quantitative type of data will be collected from at least 10 individuals of the sample population.

Questionnaires

Employee questionnaires will be to determine whether small companies are using talent management as a strategic tool for employee production and consequently their survival.

Question 13

According to Merriam (2002), assessing reliability findings of a study requires researchers to make conclusions about the methods used to reach conclusions. Qualitative research is especially accused of lacking scientific backing. The lack of transparency is seen as a mere personal opinion which is subject to research bias Silverman (2016). While the methods applied to quantitative research cannot be used to qualitative, the terms reliability and validity are referred in broad terms with validity meaning integrity and reliability describing consistency. Therefore, this study will involve the inclusion of truth value, neutrality, and unity Henning et al. (2004).

Additionally, the use of phone for appointments will be supplemented by use of a cover letter to detail the purpose of the research; the questionnaire will also be piloted to enhance its effectiveness. The respondents will be invited to a central point for interviews. To address credibility of results, the researcher will attempt to show that the phenomenon under scrutiny is accurately represented. To allow transferability, provision of sufficient details in context of data from fieldwork will let the reader decide whether the findings can apply to another setting. The dependability criterion will enable a future researcher repeat the study.

Question 14

Quantitative data collection will use a transparent and systematic approach from the sources by maintaining an audit through clear documentation to enhance secure processing of information. According to Bryman & Cramer (2012), member checking will ensure a reliable strategy. Validity will be observed by use of a focus group with a sample of researchers who can agree on whether the data collected is in line with set standards Neuman & Robson (2014). Research will also consider use of inferable and descriptive stratification to ensure information is stable Bryman et al. (2012).

 

Question 15

Interviews will be used to get detailed information from employees on issues relating to talent management and its influence on survival of small firms Henning et al. (2004). Consent from participants will ensure that the possibility of harm or discomfort is minimized Neuman & Robson (2014).  Additionally, a written consent from participants will guide the researcher.

Protecting the anonymity of research participants is essential especially for private information. This will ensure more people willing to volunteer information. Additionally, if the methods of data collection are insensitive, then there is a likelihood of harm once the collection of data is over Rubin & Babbie (2007). The research will not apply a deceptive concept.

Question 16

Talent management

In the current competitive world, attracting and retaining talented personnel for a given period is a problem that faces many companies around the globe. As a result, companies are now keen to hire and retain competitive talent. Talent management can be described as the entire cycle from when a resource is employed to sustaining them upon their retirement. The process also includes identifying gaps between what talent a company needs to have the desired outcome and the ability in place.  It ensures that a particular individual is assigned to the right position about their capabilities Cascio (2018).

Notably, the process is assigned to the human resource manager who recognizes critical talents within an organization and identifies employees to consider and after that conducts development programs. These practices are essential to maintaining a competent talent pool with an organizational mindset of achieving both personal and company objectives. Many studies thus claim that effectiveness of a talent management strategy is shown by how a firm can retain its best employees.

According to Peretz &Fried (2012) talent management is revealed by the effectiveness to engage employees. This can be brought about by continuous support from managers, work-life balance, organizational culture and environmental factors. These factors are the strengths to retaining a talented workforce. Similarly, lack of employment opportunities may cause a worker to leave. Equally important is the ability to work independently. The human resource manager should provide a platform where workers are responsible for their decisions without influence from a higher authority. This helps them realize the role of their course of action to define the overall company value. The pressure put on them guarantees the best decision is achieved improving not just their character but the company benefits too.

According to the order of needs, Maslow believed that people are motivated to achieve set goals by fulfilling their requirements. Every person starts from physiological needs to obtain the goals in the next category step by step. If one realizes those on a given layer, they focus to achieve the following failure may result in falling back to the previous category. Notably, the self-actualization category has feelings that one has been all that he can be. For example, in an organization, workforce talents should efficiently be tapped for the benefit of the firm and the workers as well.

Google is one of the best companies with a talent management strategy that small software and technology firms should envy. According to Stahl et al. (2012), the multinational company relies on innovation as its cornerstone in all aspects of its business strategy including its Human resource department. The established organizational culture at the organization focuses on empowerment of its employees. Similarly, personnel managers hire the best talent which they are keen on retaining. Differentiating it from other companies is that its hiring strategy favors ability over experience. This approach ensures only the smartest people join its workforce. Consequently, its outstanding salaries keep the employees motivated.

According to Lira (2014) studies, it is evident that use of technology is vital in all phases of talent management. This includes the use of social media sites to attract and recruit a skilled workforce. Furthermore, recent reports note Apple Company as the innovation factory. Its ability to harness creativity from specialists to come up with new exciting products is profound. Even when the company’s founder announced his resignation in 2011, the firm maintained its market position under Thomas Cook. It owes its success to a strategy that is culture driven.

Talent management theories

Talent attraction theory

This proposition suggests that investment in people by an organization can generate a worthwhile return. It also observes that value addition in people can lead to an economic benefit to the company. It is based on Maslow’s theory of needs which suggest that people are motivated to achieve set goals while fulfilling their requirements. Every person starts from basic needs to obtain the goals in the next category step by step. If one realizes those on a particular layer they focus the one following failure may result in falling back to the previous category. Companies, therefore, attract employees through good pay and favorable working conditions enabling them to tap their potential Stahl et al. (2012).

Talent retention theory

Potential rewards to an individual equal their production. The backbone of the argument is determined by how an individual perceives equity and fairness practiced by the management as this is a guide to their motivation level. This is a backbone of talent management and may influence the employee’s turnover. The implication of this suggestion is that when an employee can perceive fairness in their environment thus, they are loyal to the company and likely to stay longer Sonnenberg (2014).

Learning and development theory

This theory looks to explain the concept that people are likely to engage in the desired outcome if there is an incentive to do so. Notably, unrewarded behaviors are less likely to be repeated. Therefore, managers can influence a particular act if by reinforcing those that are deemed favorable. In this context, the researcher argues that it is applicable to development strategies such as coaching and mentoring.

Link between performance appraisal and talent management

Therefore, to have an enhanced competitive advantage it is imperative for an organization to consider ways of managing the performance of their employees. According to Peretz et al. (2012) to nurture, retain and enhance talent, a system should be put in place that aligns with the needs of an organization. Therefore, performance appraisal is a guiding tool used to evaluate an employee’s job performance by considering their skills, achievements, and growth to justify their award promotion, demotion or termination. It is conducted periodically for example quarterly, mid annually or annually depending on the resources available and the overall objective of the company. Specifically, it creates a platform for employee development by providing regular training and recognizing weaknesses that an employee can work. To make annual reviews more productive, human resource managers offer an efficient method of communication throughout the year to keep track of challenges faced by their personnel.

The role of performance appraisals in talent management can be observed as it forms an integral part of all organizations because they solve challenges by creating clear guidelines to be followed Lira (2014). Appreciating hardworking employees boosts their morale and improves their performance. In the case of Google, its ability to retain top talents is evident and is obtained from the matchless perks and remuneration offered to its employees. Periodic evaluation of employees is supposed to improve their performances and not for the administrative course of action. Notably, low performing employees should be given a chance to prove they are up to the task Peretz  et al. (2012).

Performance management has an inclusion strategy which makes sure that all its employees’ suggestions are taken into account. In most multinational software companies, newly developed products are first released to the internal community before being released to the market Lira (2014). Feedback provided helps developers improve before market consumption. Fairness and equity form the basic guideline of every aspect of the human resource management team a tactic crucial in talent retention. This is a good way to motivate employees who in turn receive positive feedback and recognition through a shared vision.

 

Employee engagement and talent management

According to Daley (2012), research on employee engagement has revealed consistent results. Variables such as retention, employee performance, and productivity are always as a result of how a company regards its workers by keeping them involved in company business. Social exchange theorists support this by arguing that the employee is easily committed to an organization that recognizes their existence. For both academic researchers and consultants, this area of interest can be used interchangeably as job or work engagement. Peretz et al. (2012) observes that this approach focuses on unique resources in the organization where employees are viewed as an asset since they are responsible for sustaining a competitive edge of the firm.

Talent management future trends

This topic is not part of the talent management process it is however included in this chapter as it offers meaningful insight into the future of efficient and progressive talent management practices. Daley (2012) proposed management of talent strategy involves the inclusion of a ‘decision science’ that is used in resource management in an organization. In the discussion, their model aims at increasing the success of a company through improvement of decisions that depend on talent resources. Notably, this framework negates the traditional process method to a more strategic approach. It, therefore, outlines choices at specific levels of analysis such as impact, efficiency, and effectiveness. Managers should incorporate this model as it can open up strategic opportunities Bhatnagar (2007).

Additionally, development of software which may be useful in decreasing job vacancy periods is essential. Technology enabled tools that make recruitment easier include Yahoo and Monster.com. They help create job postings and disperse them across the population. This allows managers lessen periods of time to hire and start as well as creating behavioral assessments. This ensures the manager to spot the talent required for background checks.

Critiquing talent management

According to Sparrow et al. (2015) focus on management of skill can have a negative impact on the company and workers as there is focus on a specific group of people specialized in their category. Therefore, such employees are awarded a higher pay and considered for development programs. Researchers argue that emphasis should be based on team contribution.

Looking for talented individuals outside the company through recruitment may undermine the existing workforce as it creates the impression that gifted individuals are not present in the company and can only be gained externally. This may lead to low motivation and thus resignations as a consequence James (2012).

References

 

Sparrow, P., Hird, M., & Cooper, C. L. (2015). Strategic Talent Management. In Do We Need       HR? (pp. 177-212). Palgrave Macmillan, London.

James Sunday Kehinde PhD, A. C. A. (2012). Talent management: Effect on organizational          performance. Journal of Management Research, 4(2), 178.

Stahl, G., Björkman, I., Farndale, E., Morris, S. S., Paauwe, J., Stiles, P., … & Wright, P.     (2012). Six principles of effective global talent management. Sloan Management Review, 53(2), 25-42.

Sonnenberg, M., van Zijderveld, V., & Brinks, M. (2014). The role of talent-perception     incongruence in effective talent management. Journal of World Business, 49(2), 272-280.

Sparrow, P., Farndale, E., & Scullion, H. (2013). An empirical study of the role of the     corporate HR function in global talent management in professional and financial service firms in the global financial crisis. The International Journal of Human Resource Management, 24(9), 1777-1798.

Cascio, W. (2018). Managing human resources. McGraw-Hill Education.

Dries, N. (2013). The psychology of talent management: A review and research agenda. Human Resource Management Review, 23(4), 272-285.

Daley, D. M. (2012). Strategic human resources management. Public Personnel Management, 120-125.

Peretz, H. and Fried, Y., 2012. National cultures, performance appraisal practices, and

organizational absenteeism and turnover: a study across 21 countries. Journal of Applied Psychology, 97(2), p.448.

Lira, M., 2014. Satisfaction with a performance appraisal system in the Portuguesepublic sector: The importance of perceptions of justice and accuracy. Tékhne, 12, pp.30-37.

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Smith, J. A. (Ed.). (2015). Qualitative psychology: A practical guide to research methods. Sage.

Neuman, W. L., & Robson, K. (2014). Basics of social research. Pearson Canada.

Bryman, A., & Cramer, D. (2012). Quantitative data analysis with IBM SPSS 17, 18 & 19: A guide for social scientists. Routledge.

Silverman, D. (2015). Interpreting qualitative data. Sage.

Silverman, D. (Ed.). (2016). Qualitative research. Sage.

Hallgren, K. A. (2012). Computing inter-rater reliability for observational data: an overview and tutorial. Tutorials in quantitative methods for psychology, 8(1), 23.

Neuman, W. L., & Robson, K. (2014). Basics of social research. Pearson Canada.

Henning, E., Van Rensburg, W., & Smit, B. (2004). Finding your way in qualitative research (pp. 19-22). Pretoria: Van Schaik.

Merriam, S. B. (2002). Qualitative research in practice: Examples for discussion and analysis. Jossey-Bass Inc Pub.

Saunders, Collis, J., Hussey, R., Crowther, D., Lancaster, G., , M., Lewis, P., … & Johnson, P. (2003). Business research methods. Chongqing, China: University Press. Cosier, RA and Harvey, M.(1998), The hidden strengths in family business: functional conflict, Family Business Review, 11(1), 75-79.

Rubin, A., & Babbie, E. (2007). Research methods for social work. Cengage Learning.

 

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