مجال التميز | تميز دراسي وبحثي |
البحوث المنشورة |
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البحث (1): | |
عنوان البحث: |
The influence of responsible leadership on talent retention |
رابط إلى البحث: | |
تاريخ النشر: |
25/08/2020 |
موجز عن البحث: |
Recently, the relationship between responsible leadership and talent retention has been discussed in the literature. Retention of talent is perceived as a crucial component in an organisation’s business strategy where employees become the key set of stakeholders. However, the particular practices that result in retaining the most effective employees, specifically young professionals, and new managers, remain difficult to pinpoint. The aim of this research is to study the relationship between responsible leadership and talent retention. Existing literature on the topic has been reviewed to address the objective of this research. The findings indicate that there is a close association between responsible leadership and talent retention. Responsible leadership encourages leaders to lead their followers in a way that enhances their connection with society, the environment, stakeholders and with the organisation generally. The findings of the study further reveal that responsible leadership does not just influence talent retention, it enables autonomous motivation amongst employees and improves the performance of the organisation as a whole. |
المؤتمرات العلمية |
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المؤتمر (1): | |
عنوان المؤتمر: |
Recovering from Covid: Responsible Management and Reshaping the Economy British academy of management conference 2021 |
تاريخ الانعقاد: |
31/08/2021 |
مكان الانعقاد: |
UK |
طبيعة المشاركة: |
Oral Presentation |
عنوان المشاركة: |
A Critical Review of Talent Management in a Local Context: A Case Study |
ملخص المشاركة: |
Talent management (TM) is the current buzzword for organisations attaining competitive advantage globally, including Saudi Arabia. Our study explores the status and the emergence of TM in Saudi Arabia in the last few years based on reviewing the pre-existing literature. In addition, an insight into the challenges specific to the management of talent in Saudi Arabia is discussed. Due to the traditional and conservative society of Saudi Arabia, along with its governmental policies such as Saudization and the Nitaqat system, it has become extremely challenging for private organisations to employ TM practices. Our study provides insights into some of the TM practices employed in Saudi Arabia; however, none of the studies have provided any information about the types of TM practices to be employed for a better and more efficient organisational performance in the context of Saudi Arabia. It can be concluded that the practice of TM in Saudi Arabia is extremely selective in private organisations and can be considered to be in its infancy. Moreover, the gaps in the research in these areas are identified, and based on those, recommendations are made for the scope of future work. Our study contributes to the foundation for understanding and evaluating TM practices suitable for adoption by private organisations specifically in the Saudi Arabian context. This will drastically reduce the chance of failures in the implementation process. Our study finds its relevance among TM academicians, human resource (HR) departments, policy makers, government agencies, talent managers, and employers who are either already functional in Saudi Arabia or are planning to open business processes in Saudi Arabia in the near future. This can act as a strategic development when collaborated appropriately with the government authorities. |
مسعود هادي مسعود الحيدر
دكتوراه
الأعمال التجارية والإدارية
University of Dundee