RELATIONSHIP BETWEEN MOTIVATION AND TALENT MANAGEMENT
A wrong fit of employee will result in extra hiring, re-training and other wasteful activities (Hanif, and Yunfei, 2013). TM is favorable to both the firm and the employees. It will result in enhancement of employee’s motivation also (Altınöz, Çakıroğlu, and Çöp, 2013).
Gitonga, et al., (2016) explained that attraction, selection maintenance of the required manpower is a critical ingredient to organizational success and TM is a deliberate approach for an organization to attract, development of people in the organization with the requirement of appropriate skills to meet the exciting and future needs of organization (Mathew, 2015).
Wellins et al. (2006) explained that talent is some special skills of employees which articulate the employee’s present performance towards future goals of organization.TM should provide some additional opportunities to talented employees to retain and motivate workforce (Blass and Ferris, 2007). Rani and Kumar (2016) work to examine and investigate the issues faced during implementation of talent management practices.
Studying of entities of human capital of educational system, talents can be discovered, and managing and training of these talents correctly, the efficiency of employees of educational system can be increased (Kavianinia, 2010). Duttagupta (2005) believes that talent management originates from strategic management of talents flows in organization and its goal is to create an accessible source of talents for adapting the right individuals with the rights jobs and the right time based on the strategic purposes of business (Kaviani and Bahrami, 2013).
As Taleghani et al. (2013) expressed, talent development has a positive and significant effect on performance and this causes the improvement of employees’ performance in organization and the job satisfaction and motivation increase significantly. These findings are in line with the research results of Gorozidis et al. (2014).
If beneficial mechanisms and processes are used in all educational and job affairs, it will cause the needed tendency and motivation in employees. The findings of the research of Brown and Hughes (2012) confirm this relationship. According to the research findings, these suggestions are presented:
1) Managers have one-on-one meetings with their employees to identify the talented employees.
2) Governments plan for attraction and maintenance of talented, motivated, and professional employees and develop the needed instructions.
3) Managers communicate with innovative employees constantly and honestly and involve the employees in decision-makings as showing caring for them.
4) For participation of the talented employees, design and establishment of suggestion and criticism systems is necessary.
5) Managers must trust the employees and give them more responsibility and supervision in order to make motivation in them.
6) In future studies, it’s suggested to use other variables as the mediating variable and to review the relationship between the structures in a total model.
Reference
- Altınöz, M., Çakıroğlu, D., &Çöp, S. (2013). Effects of talent management on organizational trust: A field study. Procedia-Social and Behavioral Sciences, 99, 843-851.
- Blass, F. R., & Ferris, G. R. (2007). Leader reputation: The role of mentoring, political skill, contextual learning, and adaptation. Human Resource Management, 46(1), 5-19.
- Brown, T. L. and Hughes, G. D. 2012. Teacher and Administrator of Teacher. Motivation. Journal of Research in Education, 18: 46–57.
- Gitonga, G. A., Kilika, J.M., Obere, E. (2016). Generation Y Talent Management strategy and competitive advantage: Case of Commercial Banks in Kenya. Journal of Human Resource Management, 4(2), 10-18.
- Gorozidis, G. and Papaioannou, A. G. (2014). Teachers’ motivation to participate in training and to implement innovations. Teaching and Teacher Education, 39: 1–11.
- Hanif, M.I. and Yunfei, S. (2013). The role of talent management and HR generic strategies for talent retention. African Journal of Business Management, 7(29), 2827-2835.
- Kaviani, A. (2010). The discovery of talents within the organization and producing motivation, Management, 2: 8–11
- Kaviani, E. and Bahrami, S. (2013). Talent management with global vision. Tadbir, 260: 23–27.
- Mathew, A. (2015). Talent management practices in select organizations in India, 16(1), 137-150.
- Rani, K., & Kumar, S. (2016). A Study of Problems Encountered by the IT Sector in Effective Implementation of Talent Management Practices. Pacific Business Review International, 8(7), 33-39.
- Taleghani, G., Amini, S., Ghafari, A. and Adousi, H. (2013). Study of the role on talent management on the performance of faculty members of University of Isfahan, 3: 83–102.
- Wellins, S; Smith, B & Rogers, W. (2006). "Talent Management". Pittsburgh, PA: Development Dimensions International Press.
I agree with your content and i would like to add that talent management is of importance to employees, and should be of importance to the organization as well because it can lead to a competitive advantage to all employees but what is more important at this particular moment is to give a clear explanation of what talent is and how it can be managed, as readers are not clear of the exact meaning of talent and talent management (Baqutayan, 2014)
ReplyDeleteThank you for your valuable comment on my blog. Employee motivation is the level of energy, commitment, and creativity that a company's workers bring to their jobs (Gard, 2001). Motivated employees are the ones who roll out of bed almost every morning feeling excited to go to work and take on new challenges. They look forward to learning new skills, stretching their capabilities, and taking on new responsibilities and they are not just full of energy and enthusiasm they are also very beneficial for Organization (McDonough, 2007).
DeleteGreat blog post Ishara, adding to your content, Duttagupta (2005) believes that talent management originates from strategic management of talents flows in organization and its goal is to create an accessible source of talents for adapting the right individuals with the rights jobs and the right time based on the strategic purposes of business (Kaviani and Bahrami,2013). Since human has a key role in development happens by human, fulfilling the emotional and psychological needs of individuals is very important. Thus, one of the important duties of managers is motivating individuals, humans with different needs in order to achieve the organizational goals (Sadough Shahmirzadi, 2011).
ReplyDeleteThank you for adding value to the topic Nilusha. Given the competitive global environment in which organizations operate, the need to develop (and retain) highly skilled employees is paramount for prosperity and survival (Crawshaw, Van Dick, & Brodbeck, 2012). Performance management (PM) is widely advocated as a way to develop employees (Aguinis, 2013; Cascio, 2014). Broadly speaking, PM can be defined as “identifying, measuring, and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization” (Aguinis, 2013, pp. 2-3).
DeleteGood article Ishara. Agree with all above points . Further there is little doubt that the area of TM is as important now as it was when it emerged from practice at the turn of the current century in response to the challenges which firms in the United States and elsewhere were facing in attracting and retaining critical employees (Michaels, Handfield-Jones, & Axelrod, 2001).
ReplyDeleteAgreed Vidura. As can be seen, companies put a significant amount of effort and resources into employee training in the hopes of assisting workers in acquiring knowledge and abilities pertinent to their work (Noe, 2006)
ReplyDeleteMotivation is highlighted and discussed in the subject of organizational behavior which has a distinctive featuring of models and theories pertaining to motivation. The development and growth of employees are significantly focused. As for Maslow, Alderfer, McClelland, Hackman, and Hertzberg; growth is the most influential and intrinsic motivator for individuals that exploit employees' potential. It is found that an undeniable link exists between employee motivation and their satisfaction with their jobs and organizational commitment (Basset-Jones and Lloyd, 2005; Chen et al., 2004).
ReplyDeleteThank you Thilini for commenting on the blog. Studying of entities of human capital of educational system, talents can be discovered, and managing and training of these talents correctly, the efficiency of employees of educational system can be increased (Kavianinia, 2010). Duttagupta (2005) believes that talent management originates from strategic management of talents flows in organization and its goal is to create an accessible source of talents for adapting the right individuals with the rights jobs and the right time based on the strategic purposes of business (Kaviani and Bahrami, 2013).
DeleteAgreed Vidura Employee motivation is defined as the level of energy, commitment, persistence, and creativity that workers bring to their jobs. It goes without saying that higher employee motivation leads to better engagement and productivity.
ReplyDeleteThank you for valuable comment on my blog Anuradha. Motivation has a positive effect on performance. The results give meaning that the role of motivation becomes a supporting factor in an organization both government and private especially in improving performance. Empirical findings indicate that the direct influence of motivation on performance has an influence. This is based on the relationship between performance and motivation. The findings of this study are in line with several previous studies which have proven in advance that motivation has a significant effect on employee performance both directly (Elvina and Chao, 2019) as well as acting as mediators (Jayaweera, 2015).
DeleteGreat blog post Ishara, According to Lockley (2012) offering training and development programs that effectively contributes to personal and professional growth of individuals is another effective employee motivation strategy. At the same time, Lockley (2012) warns that in order for motivational aspects of training and development initiatives to be increased, ideally they need to be devised and implemented by a third party with relevant competency and experience
ReplyDeleteThank you Isuri for commenting on my blog. In addition to that, Das, S.P. and Parikh, Prema (2007) defined talent management as “The managerial, and of creating and maintaining an atmosphere that supports people working together to accomplish, a mutually-agreed vision, mission and set of goals using minimum time, money and materials using their talent”.
DeleteAccording to Thomas (2009) the main challenge of motivation in workplaces is identifying what motivates each individual employee taking into account his or her individual differences. In other words, individual differences have been specified by Thomas (2009) as the major obstruction for management in engaging in employee motivation in an effective manner.
ReplyDeleteThank you Nimesha on the comment. In addition, the motivation possessed by employees further has the ability to improve organizational performance (Dobre, 2013).
DeleteCorrectly said Ishara, further adding to the above, to fully realize the potential of an employ's internal talent, an organization must first identify those positions within the organization that have the potential to have a differential impact on performance. Only then does the focus shift to filling those positions. This will lead to motivation and talent development (Pritchard & Payne,2003).
ReplyDeleteThank you Safiya for adding an extra value to the blog. Wellins et al. (2006) explained that talent is some special skills of employees which articulate the employee’s present performance towards future goals of organization.TM should provide some additional opportunities to talented employees to retain and motivate workforce (Blass and Ferris, 2007). Rani and Kumar (2016) work to examine and investigate the issues faced during implementation of talent management practices.
Deletein terms of feasibility, motivation could be categorised into intrinsic and extrinsic motivation. According to Sansone, & Harackiewicz, (2000), intrinsic motivation could be conceived as the internal/unseen factors which propel action; when intrinsically motivated, a person is moved to act due to an inner drive rather than because of external pressures, or rewards. In humans, intrinsic motivation is not the only form of motivation, but it is a pervasive and important one.
ReplyDeleteThank you, Anuradha, for commenting my blog. Motivation is the driving force that will lead people to achieve (Bedeian,1993). Employees get motivated by intrinsic (internal) as well as extrinsic (external) factors. (Alshamemri, 2017).
ReplyDeleteGood Post Ishara, Employees that are motivated and content with their jobs are an organization's greatest asset because they continually work toward its goals and objectives. An efficient HRM system could be very helpful in maintaining good staff morale (Kumar and Garg, 2011).
ReplyDeleteEmployee motivation brings commitment and enthusiasm to the workplace and can create an energetic atmosphere for many employees. It helps in encouraging team members and creating a productive work environment. Understanding the benefits of employee motivation can help you develop ways to motivate your teammates (Walters & Rodriguez, 2017).
ReplyDelete