Effective Talent Management Principles, which Promote Higher Performance and Advance Organizational Change

Cameron’s (2007) empirical-based research is focused on the evaluation of the perspectives of the knowledge-based performance outcomes when “closing of the deficit gaps” and effective problem-solving help to create continuous organizational improvement (p. 397). It can be argued as Cappelli (2009) identified these deficit gaps as “the failures in talent management practices” when organizations did not understand the connection between the cost of employees’ talent and the cost of outcomes they would have to pay for losing of a developed candidate for the right position (p. 5). In this respect, Kontoghiorghu and Frangou (2009) stated that the organization’s competitive advantage could be sustained with the help of talent-retention strategies, which include employee learning and development through “open communication, informational sharing, and employees’ involvement” (p. 33). Therefore, the main argument of these scholars’ research is based on the challenges of the organizational change, which includes integration of the economic value of the organization with the talent management concepts. The effectiveness of these determines organizations’ productivity, payoffs from development programs and the level of the workforce satisfaction. The https://prime-dissertations.com/ offers many more blogs and articles for reading.

Cameron’s teachable point of view developed for the future managers and professors assumed that organizations’ higher achievement scores, higher satisfaction levels and lower layoff rates could be accomplished through the process of positive collective efficacy (Cameron, 2007). The scholar argued that organizations, which initiated practices of abundance dynamics combined with negative and positive communicative exchanges reached a higher degree of the flourishing outcomes and extraordinary performance (Cameron, 2007). From Cameron’s perspective, these outcomes and performance rates could be achieved through defining, diagnosing and recommending the optimal solutions to the key challenges, obstacles and difficulties, rather than focusing on the problems that they cause (Cameron, 2007). Furthermore, Cameron’s reflected best self instrument of the abundance approach supports the perspectives of the social-cognitive approach, which includes five steps of the assessment of behavioral competency of the organization, validation of its effective performance principles, their examination and application in real organizational settings (Cameron, 2007). In this respect, the scholar’s perspectives of the inclination of the organizational systems toward positive energy support the management science concepts regarding the positive work approach, which promotes self-development of employees and high quality performance of the organization (Al Jenaibi, 2011).

In this regard, Cappelli stated that performance of the organization was defined by the effectiveness of the talent management practices concerned with the mismatches of supply and demand of the talented workers and inadequacy of the skills and abilities of the externally hired workers (Cappelli, 2009). Therefore, the scholar claims that promotion of self-development, training and coaching of retained employees could provide a sufficient return on investment and increase the certainty of the short-term succession planning (Cappelli, 2009). In this respect, the scholar postulated that talent management programs of employee development helped to increase the value of the organizational payoffs and value of the employees’ contribution to their self- and organizational improvement, and created a balance between the organizational and employees’ needs (Cappelli, 2009). Therefore, Cappelli’s supply chain model of talent management supports the perspectives of the employee life cycle development, which focus on the people-oriented collaboration with employees toward task-oriented accomplishment of the organizational objectives (White, 2012).

Furthermore, Kontoghiorghu and Frangou identified that strategic objectives of the modern organizations rely on the correlation of employees’ autonomy, their desire for risk taking, supervisors’ tolerance of the subordinates’ mistakes, open dialogue interaction and relations and effectiveness of the talent retention strategies (Kontoghiorghu and Frangou, 2009).In such a way, the scholars assumed that the correlation of these factors defined job satisfaction and organizational effectiveness, which were eventually promoted with learning and development of employees (Kontoghiorghu & Frangou, 2009). In this respect, the scholars supported Cappelli’s model of the value of skills, abilities and previous cognitive experience of employees for the economic value of the organization, which helped to manage the risks and reduce the uncertainty of talent demand, gain a payoff for developing workers and balance their interests with the process efficiencies of the organization (Cappelli, 2009). Therefore, Kontoghiorghu and Frangou’s concepts of the talent retention strategies identified that the organization’s productivity, performance and competitiveness depended on the combination of intrinsic and extrinsic rewards that influence job satisfaction and attitude that have the strongest effect on the organizational behavior (Kontoghiorghu and Frangou, 2009). Considering management practice perspectives, an organization had to increase affective attitude of employees, which measured employees’ attendance, performance and organizational sense of community, in order to respond to employees’ high expectations for achievement in performing tasks and succeed in accomplishment of the organizational objectives (Aziri, 2011).

To conclude, Cameron discussed talent management concepts in the light of the utilization of the experience-based knowledge in the problem-solving process, the outcomes of which are highly connected with the personal values of employees and effective processes of the organization. Therefore, the scholar identified that the effectiveness of these perspectives could be accomplished in the confident collective working environment, which promoted combination of the positive feedback and negative statements in the supportive communication and increased employees’ creativity, learning and self-development. In this respect, Cappelli claims that employees’ self-development and self-learning were the best ways for the individual to contribute to the costs of the demand for the competencies, which she/he achieved, in order to fit into the acquired position. Furthermore, the scholar identified that short-term talent management strategies that focused on the development of the talented retained employees helped to address the challenges of the rapid business innovations, match the differences of the number of employees with sufficiency of required skills, and gain payoffs for investing in these strategies. Additionally, Kontoghiorghu and Frangou supported the importance of the talent retention strategies for the competitive advantage of the organization. Accordingly, an organization should be focused on the open dialogue, informational sharing, and employees’ engagement in the performance work system that creates their affirmative commitment and identification with the organizational activities.