Performance Management
1. Executive summary
In order to have a sustainable competitive advantage, organisations realized that to do well economically, it is important to have the appropriate human capital within the company. That is how the term talent management was brought up. Human resource management is one of the pillars leading to organizational success and TM has become an important issue that HR professionals are dealing with. As companies go global, the need to focus on TM is increasing. This report is a critique of the journal article ‘Strategic talent management: A review and research agenda’ written by David G.Collings and Kamel Mellahi (2009). The report includes a broad view of how IHRM can address TM issues stated in the article. In the report, the strengths and weaknesses of the article have been stated and some recommendations concerning TM have been formulated and all the main points were highlighted in the conclusion.
2. Introduction
This report is a critique of the journal article, ‘Strategic talent management: A review and research agenda’ written by David G.Collings and Kamel Mellahi (2009) for Elsevier publishing company. The report aims at critically analysing the mentioned article to find Talent Management issues relevant to International Human Resource management. Firstly the credibility of the authors and the validity of the article will be briefly analysed. The main key term this report deals with, that is Talent management (TM) will be explained as well as International human resource management (IHRM), ensuring clear understanding of the discussion which will follow. Further to the definition of the key terms, the theoretical model of strategic talent management proposed by the authors will be analysed and compared to the talent management wheel proposed by MIT Sloan Management Review (2012). The main body of the report will focus on the TM issues reported in the article and their relevance to IHRM, in this regard, other
In order to have a sustainable competitive advantage, organisations realized that to do well economically, it is important to have the appropriate human capital within the company. That is how the term talent management was brought up. Human resource management is one of the pillars leading to organizational success and TM has become an important issue that HR professionals are dealing with. As companies go global, the need to focus on TM is increasing. This report is a critique of the journal article ‘Strategic talent management: A review and research agenda’ written by David G.Collings and Kamel Mellahi (2009). The report includes a broad view of how IHRM can address TM issues stated in the article. In the report, the strengths and weaknesses of the article have been stated and some recommendations concerning TM have been formulated and all the main points were highlighted in the conclusion.
2. Introduction
This report is a critique of the journal article, ‘Strategic talent management: A review and research agenda’ written by David G.Collings and Kamel Mellahi (2009) for Elsevier publishing company. The report aims at critically analysing the mentioned article to find Talent Management issues relevant to International Human Resource management. Firstly the credibility of the authors and the validity of the article will be briefly analysed. The main key term this report deals with, that is Talent management (TM) will be explained as well as International human resource management (IHRM), ensuring clear understanding of the discussion which will follow. Further to the definition of the key terms, the theoretical model of strategic talent management proposed by the authors will be analysed and compared to the talent management wheel proposed by MIT Sloan Management Review (2012). The main body of the report will focus on the TM issues reported in the article and their relevance to IHRM, in this regard, other
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