The assignment delves into the significance of talent management in businesses, highlighting its role in creating growth and success. It examines various resources, such as academic journals, online articles, and books, to provide a comprehensive understanding of talent management and organizational reputation.
Contribute Materials
Your contribution can guide someone’s learning journey. Share your
documents today.
1 ASSIGNMENT 1FRONT SHEET QualificationBTEC Level 5HND Diploma in Business Unit number and titleUnit11:Research Project Submission date04/02/2020DateReceived1stsubmission04/02/2020 Re-submissionDateDateReceived2ndsubmission Student NameCao Phuong LinhStudent IDGBH190801 ClassGBH0809Assessor nameHoang Thi Lan Anh Student declaration I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism.I understand that making a false declaration is a form of malpractice. Student’s signaturelinh Grading grid P1P2M1
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
3 Table of Contents RESEARCH PROPOSAL FORM....................................................................................................................................................4 Section One: Title, objective, responsibilities......................................................................................................................4 Section Two: Reasons for choosing this research project....................................................................................................4 Section Three: Literature sourcessearched.........................................................................................................................4 1.Employer Reputation.................................................................................................................................................4 1.1Definition of Employer Reputation.......................................................................................................................4 1.2Factors/components of Employer Reputation: definition...................................................................................6 1.3Impacts of Employer Reputation on employees and potenial candidates..........................................................7 2.Talent management..................................................................................................................................................9 2.1Talent definition....................................................................................................................................................9 2.2Talent management process...............................................................................................................................10 2.3Talent acquisition definition and methods.........................................................................................................13 3.Gaps in the literaturereview..................................................................................................................................15 Section Four: Activities andtimescales..............................................................................................................................17 Section Five: Research approach and methodologies........................................................................................................18 RESEARCH ETHICS FORM.........................................................................................................................................................19 REFERENCES.............................................................................................................................................................................25
4 RESEARCH PROPOSAL FORM Section One: Title, objective, responsibilities In the current corporatecontext, talent management is a dilemma that any company is facing. This researchwill enable companies to build talentnetworks and deal with shortages of high-quality workers. With the big theme "TalentManagement", the title ofthissmall project is aboutEmployer Reputationand in order to answer the research question is“What are impacts of Employer Reputation on talent’s application decision?”.Theobjective of this research project is to find out how an employer's reputation influences talent recruitment decisions. Section Two: Reasons for choosing this research project There are two main reasons for me to choose this project for my research. First, when I decided to research this project, I thought this topic was essential for a young graduate like me to choose the right company for me. And I also want to find out why the reputation of an employer like Deloitte attracts so much talent. Thereby, I can find a position for myself at each stage of developing my own orientation. The other reason I chose this topic is because it combines from Human Resource Managementcourse, which I have studied before to give me a more comprehensive view of how to manage human resources and especially how to manage talentin a company or a large organization. Section Three: Literature sources searched 1.Employer Reputation In the search for anemployer's reputation, the following3partsinvestigate the reputation of employers in depth. Firstly, an employer's reputation must be established in compliance with current research papers. The factors and components of employer's reputation are thus identified. The final segment discusses the impacts of Employer Reputation on employees and potenial candidates. 1.1Definition ofEmployerReputation In a growing number of academic studies in management literature, the concept ofemployerreputation, at once simpleand complex, plays a central role.Reputation is focused on previous behavior and associations of
Paraphrase This Document
Need a fresh take? Get an instant paraphrase of this document with our AI Paraphraser
5 the organization, but it can be suddenlyaltered as fresh details about past activities of the company becomes apparent or when observers find out about current behavior or associations of thecompany(Lange, Lee and Dai, 2010).Theemployerreputationis also known as the reputation of the organization or the reputation of a corporation or business. There are3 main concepts of employer reputation, based onOrganizational Reputation: A ReviewofDonald Lange & Peggy M. Lee, belonged to Arizona State University and Ye Dai in University of Texas–Austin,was writtenin January in 2011. In a number of published research in management literature,one definitionof employer reputation can be illustratedby the concept thatreputationcan be simply to be well known.This conceptualization is also a component of multidimensional frames of definition by Rindova et al (2005). This dimension is defined by Rindova et al(2005) as 'prominence' and it is suggested that the degree to which an organization is widely recognized among stakeholders in its field of organization and its outstanding role in relation to its competitors is a significant element in the reputation of employer. In a similar direction,the company reputation by Saxton and Dollinger (2005) refers to "brand name". If a company is well known, observes have a good understanding of its core qualities, especially compare to other businesses. A second conceptualisation of the reputation of the employer is that reputation means that thebusiness has a special benefit or merit attributeto the perceiver. This definition is also part of multidimensional description structures which is researched by Fischerand Reuber (2007), Love and Kraatz (2009), and Rindova et al (2005). The study states that the reputation "is an evaluation of a specific characteristics or attribute" according to Fischer and Reuber (2007). For instance, a business is regarded as an aggressive predator for price or forselling better products. Rindova et al also exploredthe word "quality perceived quality" in 2005. The terms "perceived quality" imply the degree to which the parties involved measure a business favorably on its basic attributes, such as the ability to deliver products of quality. In thistype ofconcept, Rhee and Haunschild(2006)alsodescribes reputation as "a subjective evaluation in consumer quality perceived by the producer" as the concept known for something conceptualization.Bergh, Ketchen, Boyd, and Bergh (2010) state that "the reputation of a group of companies is geared to understanding differences in product quality".Therefore,Deutsch and Ross (2003) proclaim in this veinis thatcompanies will
6 build reputationsfor manythings about which many others are concerned.For example, a company is recognizedforitsmanagementefficiency,productorservicequality,environmentalandCommunity responsibility, innovation and the soundness about financial. The third conception of the reputation is ageneral appraisalof the organisation's favorability character, including"appreciation, consideration of the company's placement and the company's appeal"(Barnett, Jermier and Lafferty, 2006). This concept is also one aspect of Fischer andReuber's multidimensional description structuresin2007. Contrary to the second concept, the abstract conceptualization of favorability means impression assumptions about the business which are focused on various organizational characteristics rather thanon perceptions of particular organizational outcomes of a given audience.Considering that, under the establishedconceptualisation,constituencieslookthebusinesstosuittheirownuniqueneeds(e.g. environmental performance), the perceivors considerthat the overall company is moreor less decent and appealing under the general favorable conceptualisation. As the other aspects of the corporate credibility, reputation metrics in the general dimension of favorability depend strongly on whether public researchers or practitioners wishto examine. The three main concepts of an employer's reputation are discussed in the above three sections based on the word "reputation". Although there are many research papers on employer reputation, the other three main concepts have somewhat covered every aspect when understanding its definition. 1.2Factors/componentsof Employer Reputation: definition These elements are also consideredemployerreputation measures. Lloyd and Mortimer (2006) are the six core components of corporatereputationto describe performance, identity, image, brand, management and ethical leadership. In his analysis, Schwaiger (2004), however, defined preciselyten componentsofemployerreputation in terms of components and parameters.The followingpartsare part of these factors. The first is the“quality of the workers”, which lies in the quality of workforce companies hiring. The next aspect is the“depth of motivation and talents”which prove that they are handled and the nature of theirjob behaviour, which is integrated into the public domain, and which therefore influences their reputation or
7 otherwise.Management qualityis next, then well-managed companies likethe public, which can still boast high-quality managers and good vision for the future. The fourth factor isfinancial performance, which improves its reputation once a company is formed to become financially powerful, has long-term profitability and consistent growth potential. The fifth is thequality of products and services, with companies contributing to their reputation by providing good quality products and services that can be verified. High-quality products and services provided by companies could also be the start of the road to gain a reputation. Market leadershipisone of the factors that are respected by companies whichhave grown well to become market leaders. This admiration is part of the group's intangible properties. The other factor is thata company cares for its clients, which turns into ideals that create areputational fortress for themselves. This increases companies' ability to build solid consumer commitments.When people feel well about an organization for reasons relevant to the positive perception they have about an organization, it may be said that the attractiveness or emotional appeal of the companyis the next. Organizations should then constantly revisit their plans to continue to benefit from this commodity.(Schwaiger,2004) It rewardes organizations in recognizing social obligations and promoting goodcause in society as the following is related tosocial responsibility. These are not unrewarded.This last aspect concernsethical behaviour, which is valued, revered and embraced as an epitome of trust while an institution conducts ethically. Thisgives its image a great prestige. Reliability is viewed as trustworthy asthe company that maintains the goods or services and delivers consistent services. It must be remembered that the quality of governmence found in companies directly impacts all of the above ten components. 1.3Impacts of Employer Reputation on employees and potenial candidates The reputation of an employer really has an impact on employees and potential candidates. There are two states of employer reputation, including the bad one andthe good one, which actually affect both the employees and the talented candidates in two ways.
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
8 On the one hand, the direction of the employer's reputation isin the bad direction. Research by Mr. Wade Burgess-Global Vice President of LinkedIn Talent Solutions and has worked in the talent and technology field for more than 15 years shows that thetop three factors contribute the most to a bad reputation for a The workplace is concerned about job security, team dysfunction, and poor leadership. According to his survey, the reputation of employers among employees and candidates, even a 10% salary increase only attracts 28% of them to join such a company. This proves that a bad reputation does not seem to be attractive and convincing enough for both contemporaries and prospective candidates to come to work. (Burgess, 2016) On the other hand, it seems to have a positive effect both on employees and potential applicants in the future, in the direction of thegood reputation of the employer. One reason is that awell-known organization raises workers' morale. An employee in that enterprise shows a high degree of trust in dealing with business questions, is proud to be affiliated to such renowned organisations, and speaks about the enterprise everywhere. Some people tend to work in a respectable enterprise and think little of their revenues because of the company's good name.As a result, the company's good reputation gives existing employees an identity and is well-treated so that the office attracts new personneloutside the company, who have professional experience and talent. can play a huge role in the organization.(Otchere-Ankrah, Tenakwah and Tenakwah, 2015) Moreover, the reputation of a corporation influences the actions and attitudeof its employees. Results from the research of Otchere-Ankrah, Tenakwah and Tenakwah (2015) show that the reputation of an organization decides whether the decision is taken by a person to apply or not. This indicates that employees will decide on their jobs on the basis of the reputation they possess. The decision by an employee to continue working for an organization less paying than another may be a product of the prestige and reputation of the organization.This is consistent with Kelly'sresearch(2010), which shows that reputation is a significant determinant of employee engagement. Furthermore, the results suggest that workers are more likely than organisations, to have a reputation for themselves, to continue operating with these firms more enthusiastically, than to have no reputation for their business. Staff also have the potential to show the reputation of customer care and relationships.This is in line withImranAli andJawaria FatimaAli(2011)research showing that if an employee is aware of a company's
9 strategic reputation, they will have a deeper understanding of the organization's situation andthey will deliver more promising value,make more appointments for their stakeholders. In short, the reputation of the employer has an important influence on the employeesin the company and at the same time has a positive attraction to potential candidates. The reputation of the employer is both the foundation for employees to have the opportunity to develop the right direction of the company, but also helps to attract manyother talented candidates to take the company to newlevels. 2.Talent management In the section on talent management, to explore the ways of talent management, first of all, the definition of the word "talent" will be provided. The next step is to explorethe talent management process, from whichit willbelearntmore about methods of acquiring talent, including definitions and methods. 2.1Talent definition The word“talent”is known for millennia, and lexicologists have recognized how the term varies greatly with the times, people and places of interest (Tansley, 2011, p. 267). Understanding the origin and development of the talent already illuminates the various ideational and conceptual channels in which contemporary discussion and exploration of the talent competition are based.The novelists derived talent (the root for talent in the old English) from the Greek tálanton (τάλαντον), referring to a specific measured weight and coin unit of very rich people(Gallardo-Gallardo, Dries and González-Cruz, 2013).Talent was employed in the thirteenth century to indicate a passion, the natural quality of a person's activities(Hoad, 2008).During the late Middle Ages, talent meant the mental ability that was divinely entrusted to people for personal use (Hoad,2008; Knowles, 2005).A similar view of talent washeld throughout the seventeenth century—i.e., talent as inborn aptitudesand skills possessed by special people, albeit without reference to divinity (Knowles, 2005). Turning to modern-day dictionaries, it is found“talent”being defined as “a natural ability to do something well”(Mayor, 2011)and “a special aptitude or faculty; high mental ability, a person or persons of talent” (Concise Oxford Dictionary, 1990). In the current debates about talent, several types of talent are taken from the beginning. This is called "innate talent" and is usually talked about in musical or sports talent. Others argue, however, that it is too strong to base talent on innate ability and make the person excellent in future(Howe, Davidson and Sloboda, 1998).
10 However, others agree that while its full effects may not be obvious in a very early stage, some advance indications will be provided that trained people will be able to identify the presence of talent prior to exceptional levels of mature performance. These early talent indications provide a basis to predict who can excel. They argueonly aminority has the ability to predict or explain differential success if everyone was there. According toGagné,(2000),there are only a few people with the necessary capability regardless of academia, arts, leisure, sport, social action, technology or enterprise, who can influence in a specific field of human effort. Gagné,(2000)argues that talent is the result of the learning experience of a person. Tansley, (2011), based ona diverse group of researchers working on a definition of talent, says thatGagné,(2000)is the one who sees that the term talent refers to the highest level mastery of skills and expertise systematically developed in at least one field of human efforts. 2.2Talent management process In the following framework, by researching of Phillipsand Roper (2009) all actions regarding talent management can be derived. In this framework, there are five key elements: attracting; selecting; engaging; developing; and retaining employees. Figure1: Talent management process(Phillips and Roper, 2009)
Paraphrase This Document
Need a fresh take? Get an instant paraphrase of this document with our AI Paraphraser
11 In terms ofattracting, it is often the responsibility of the recruiting skilled persons to source and screen the bright talent for the recruiter. This task requires not only time, but also financial investment, especially when a management search company is used. An organization must be creative in developing a strategy for recruitment and avoid traditional recruitment methods for attracting generation Y and Z. Interactive networking sites, accessible events (for prospects and relatives or friends), referral programs, internships and online workboards, are recommended strategies for this generation.(Phillips and Roper, 2009) Selectingcomes next.The subjectivity of the assessment of resumes and answers to interview questions makes these practices less reliable, and exposes companies to greater legal ramifications. Traditional recruitment practices, such as reviewing summaries, checking references as well as conducting interviews, get outdated. In combination with additional recruitment instruments to improve companies' possibilities for matching the right person to the job, especially "talent" it is becoming increasingly common to include an objective measure of performance, such as psychological assessment. The selection, promotion and placement tools may be useful in behavioralinterviews, personality assessments and job knowledge testing.(FMI, 2007) It is only the beginning and the most simple of the phases to attract and select the talent. While pay and benefits may attract employees initially, the importance of employee engagement is now being realized by top companies.Engagementis much more than pleasure. A satisfied staff member is satisfied with current pay, benefits and atmosphere. This contentment can lead to doubts about any additional initiative or achievement and creates a worker who has thestatus quo comfortable. When managers measure the involvement of their own organisation, they want to find ways to improve participation between all ranks immediately. Indeed, many hope to improve their engagement, and hope that the disengaged employee changes gear and gets involved. This is not likely to change. Employee engagement is in many cases a result of strong leadership. The challenge and opportunityis to strengthen the engagement of our employees. This engagement can best be achieved by recognizing that four different generations work in organisations. Aseparateand distinct protocol is provided for each generation to increase their engagement. Traditionalists, for example, are the most satisfied and often committed people who might not face the challenges of childcare, who are retired and able to work for the "fun of" themselves. These traditionalists are more happy and see
12 work rather than a way ofachieving ends as an activity. Baby boomers need energy; they are generally called work-a-holicsand are generally "stressed out." This is also the group that shows the least satisfaction with their immediate supervisor or manager (Lancaster and Stillman,2002). Young workers, Gen-Xers as well as Millennials, are uncomfortable at work, not because ofinexperience or difficulties adjustments. They are looking for a different kind of job balance. Since early life, this group has watched their parentsfight in corporations at the end of the 20th century and they appear to have decided to take up severalcareers at an early stage. This age group seeks a robust and engaging place of work which promotes college, teamwork and fun. They are looking for wide-ranging opportunities to learn and grow, including challenges and flexibility and leisure activities.Their supervisor or mentor is also looking for immediate feedback. They want to work for someone who appreciates the point of view of a person and promotestheir development (Dychtwald et al., 2006). The nextaspectisDeveloping.In order to achieve them, strategies should be tailor-made to each generation due to its unique features. However, there are common threads which generally increase retention. Gostick and Elton (2007) report thattheir employees remain in a good relationship with their managers. Itis reported that there are opportunities for personal growth and development. It is also reported that they will maintain an equilibrium between work-life."The chance to learn, grow andtry new things" ranked among the ten fundamental elements in a national survey of employees and their preferences. It was higher than the additional salary, more holidays, flexible working halls, work which is stimulating and even a small margin, an enjoyable workplace (Dychtwald et al., 2006). Employees at every level of employment appreciate learning, but people in small businesses appreciate learning above bigger people, and those who work more than 50 hours a week show an above average learning appreciation. The preference for learning and growing is significantly higherthan in other sectors for employees in business and professional services, information, technology and construction.These findings therefore support the value of the organization as whatDavid Garvin of the Harvard Business School describes as a “learningorganization"that"isskilledincreatingknowledge,acquisition,interpretation,transferand conservation and subsequently changes its conduct to reflect new understandings and insights" (Dychtwald et al., 2006, p. 164).
13 A further aspect is that theretention of employeesis closely associated with the performance management system of a company. A compensation package is recommended to clearly articulate performance expectations, requirements for skill, experience and performance. This system should lead to high performance at all levels of expertise in the company. Compensation and benefits should support the overall objectives of the organisation, not just in terms of recruiting and retaining but also in terms of business performance, commonly referred to as the HR Scorecard (Becker et al., 2001). Opportunities to develop and advance in their careers are one of the main factors driving employee retention, particularly in the USA and Europe.A recent study has shown that one of the best predictors is whether an employee has recently been trained (Cohn et al., 2005). Other studies show that managers who feel like they are waiting longer for promotions tend to be disenchanted and left.A Generation Y survey found that it would only be an average of ten months before the advances could be blocked and progressed (Fairis, 2004). This can only be achieved if an employee decides to move on, by a successional planning process focused on long term organizational implications and shares that with employees, ratherthan just a profound bench of ready and available skills. Most traditional successor plans simply focus on which people in a hierarchy of jobs, commonly called the job ladder, should move to thenext position. Today, succession planning should concentratemore on talent evaluation and force managers to ask, 'Who is ready for the job?' "The improvement focuses on the fact that the vacancy has been determined well in advance. The aim of a successionplan, then, is to identify what jobs are vacant at what time and which individuals have the skills, talent and expertise necessary to fill them in the pipeline.Further detailed plans try to determine who is equipped at each levelwith the right attributes to later in their careers as high level promoters. As thenumber of skilled workers drops and Generation Y looks for more "work/life balance" positions, the number of managers ready to move forward will decrease. This advanced training enables further training, as well as further employee satisfaction and commitment.(Phillips and Roper, 2009) 2.3Talent acquisition definition and methods Talent acquisition, as defined by Deloitte, is ―a strategic approach to identifying, attracting and on boarding top talent to efficiently and effectively meet dynamic business needs(Deloitte, 2018). It’s important to note that
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
14 talent acquisition and recruitment arenot synonymous. Recruitment is just one aspect of talent acquisition, that has to do with the selection and hiring of a candidate to fit a job vacancy. Talent acquisition, on the other hand, has a far broader ambit. Thetalent attraction methodtoday is one of the most effective methods that leading companies are trying to study to most effectively attract talent to their companies. On-going methods of attraction include the following.(Walford, Ma and Scott-Jackson, 2018) First, the organizationsdirectly recruit the top talentin the industry. This involves reaching talented individuals who are currently recruited by a competitor or in related fields and persuading them to join the organization with bargains as a prime example. Second, companies can findtalented freelancersby identifying freelancers and then actively pursuing them to join the organization. Often, such individuals may already have a contractor relationshipwith another company. This strategy revolves around "selling" the idea ofbecoming an employee such as a long-term job, more challenging, higher salary, better technical conditions, a bigger outlook. Third, in order to attract talented candidates, companies are forced tocreate attractive internships, the goal is to use theinternships to attract talented (prospective) students and recruit them after graduating. This strategy builds relationships withprofessional learning and learning institutions, takes in a steady stream of college intern students from those institutions and rotates them across departments / work centers. different in organization. Fourth, in addition to the above methods, companies shouldattend job fairs, hackathons and various job market eventsas more and more employees looking for career change visit the events. careers such as job fairs, hackathons, seminars and career counseling sessions. Establishing regular presence at these events and hosting or sponsoring them regularly, is another way to get the talent sought after for the organization. Fifth, large organizations as well as businesses need tofocus on their current employees, at the same time discover internal talent and prepare them for future roles. In large organizations with an "inside view" HR policy, this strategy is the primary way to attract new talent. This strategy includes encouraging existing employees,
15 who may already be in junior positions or in follow-up roles, to take on additional responsibilities that could ultimately bring them to higher level position. The next approach that large organizations as well as growing businesses shouldtake place in place for potential future roles. This talent acquisition strategy works well in burgeoning organizations or companies that are going through extensive transformation or restructuring. Ascompany management outlines a future leadership structure, employees take on interim (new) roles-with outside candidates or existing employees-and hone and supervise to “fit good match ”. The role is then confirmed and the position of incumbents in thegroup formalized, if the candidate exhibits the desired talent traits. The final approach, to attracttalented employees who have worked for the company, companies should have new policies to reach them and nurture them as potential future talent. In short, talent managers may use some or all the methods highlighted above either stand-alone or in combination with one another to create organization-specific talent acquisition initiatives. Additionally, there’s no rule against personalizing some of these strategies to the organization’s needs. 3.Gaps in the literature review 3.1In Vietnam In Vietnam, most reputable organizations as well as corporations often attract a large numberof employees from newly graduated to experienced professionals. However, in Vietnam, in terms of recruitment process in reputable companies/ organizations, there is a small gap in the recruitment process of talent.That is the situation that many large companies or organizations in Vietnam, after interviewing many talented people, promise them thatthere will be a notice after a few days after completing the interview processeven they passed or failed.However, at the date of receivingthe notice, those who have not received the notice do not receive any notice. This will createa distinction of respectfor each individual of the organizations(Nhu, 2019). That's why when these talented people, after a few years of extensive experience in the marketplace, they do not want to go back to the places they interviewed without respecting them. This is a huge hole for the development of the business in the future.
16 In addition, the issue of talent management in Vietnamese companies and how to retain them isalso one of the problems that companies have many gaps. In the talent management aspect of companies, there is recruitment part in this stage. Many companies in Vietnam arenot transparent recruiting, leading to no room for talented people. Or more commonly, the term used here is "nepotism", it is understood that good positions are reserved for the wealthy,the talented who do not have the opportunity to develop themselves. For example, the hospital director in Dong Thap appoints ason with epilepsy to be an assistant professor (Nguyen, 2017). It is a flaw of Dychtwald and his associates' research (which ispointed above) in 2006 on talent recruitment. This will result inVietnamesetalent not having enough opportunities to thrive in such environments, and forcing them to leave to look for another suitable opportunity. Besides, in many places suchas large Vietnamese organizations, or the bureaucrats, the issue ofrecruiting people with seniorityin the job ishigher than new talent. Although this situation is still controversial, but for employers, they prefer certain things over breakthroughs. Although people with long-term experience can hardly change the environment or working style as newcomers, they have enough calmness and confidence to solve problems causing problems for the company. Therefore, when looking at the opportunity costs for businesses, businesses often prefer senior citizens over old ones (Ta, 2018). On the other hand,employee retentionis also one of the most important issues. One of the most conspicuous flaws is in the behavioral behavior and the regime's apparatus. The most obvious example is FPT Corporation-a large corporation in Vietnam, FPT group attracts a lot of talented and talented employees but it is difficult to retain talent in the long term(Nguyen, 2019). The employees here all work for them for a while, then they turn their work to a new company or corporation. FPT Corporation can support the idea ofbalancing work and life of employees, but expects people to stay up late for many nights continuously to finish the deadline as soon as possible. Perhaps it is because of it that many talented employees cannot stand the pressure from the company to change jobs. 3.2Among new freshersor students in 3 years after their graduation For students who have just graduated in about 3 years, they need to really improve their skills and work experience in order to possess certain talents in each field they try. However, the biggest gap here is the lack of
Paraphrase This Document
Need a fresh take? Get an instant paraphrase of this document with our AI Paraphraser
17 reality of some students or not fully understanding the definition of the word "talent". When they study in school, they think that they are good at a field by having all the theories in their hands and they think what they learn in school is no different from going to work. Therefore, they think that they are definitely talented employees and that the company will have to treatthem well. But in reality, when they go to work, the industry they choose is not like what they learn, the pressure on the job after the job makes them discouraged and quit. According to Gagné (2000), he defines talent as people whose proficiency in skills and expertise is systematically developed in at least one area ofhuman effort. The gap here is related to the new students' consciousness and perceptions. In addition, for many students who graduate for about 3 years, working at a company with a great reputation is one of the most valuable experiences. However, many people want to run after the company's reputation that fake CV(Duong, 2020). They try to paint the CV to get the impression of the recruiter without thinking about the time after which the job is to try. This is really a matter of chasing the company's reputation as a springboard to help them grow. But because they don't have the strength, the problem of lying is one of the things that employers may later reject them. Section Four: Activities and timescales Activities to be carried out during the researchproject (e.g. research, development and analysis of ideas, writing, data collection, numerical analysis, tutor meetings, production of final outcome, evaluation, writing the report):How long this will take: Milestone one:ResearchQuestion Target date (set by tutor):23/1/2021 Milestonetwo:Literature reviewandConceptual framework Target date (set by tutor):4/2/2021 Milestonethree:Report (Survey questions, survey delivery/ data collectionand data analysis) Target date (set by tutor):24/04/2021 Milestonefour:Presentation
18 Target date (set by tutor):29/04/2021 Section Five: Research approach and methodologies In the Literature Review, I have usedthe deductive research approach of the researchers and applied them into practice about my research questions. Then I will use the experimental method to prove their views in practice. As for the research question, I also use thesurvey method(over 50 people) to find out how the reputation of the employer affects the recruitment decisions of talent through those whogo to work or new graduates. I have received a tutor'sacceptionfor thisstudy research. I confirm that the project is not work which has been or will be submitted for another qualification and is appropriate. Agreed: ....................................Cao Phuong Linh............................... date...........04/02/2021....................... Comments and agreement from project proposal checker (if applicable) Comments (optional): I confirm that theprojectis appropriate. Agree................................................CaoPhuongLinh....................................................................(date) ...................04/02/2021...................................
19 RESEARCH ETHICS FORM
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
25 REFERENCES Ali, I. and Ali, J.F. (2011).Corporate social responsibility, corporate reputation and employee engagement. [online] mpra.ub.uni-muenchen.de. Available at: https://mpra.ub.uni-muenchen.de/id/eprint/33891 [Accessed 3 Feb. 2021]. Barnett, M.L., Jermier, J.M. and Lafferty, B.A. (2006). Corporate Reputation: TheDefinitional Landscape. Corporate Reputation Review, 9(1), pp.26–38. Becker, B.E., Huselid, M.A. and Ulrich, D. (2001), TheHR Scorecard, Harvard Business School Press, Boston, MA. Bergh, D.D., Ketchen, D.J., Boyd, B.K. and Bergh, J. (2010). New Frontiers of the Reputation—Performance Relationship: Insights From Multiple Theories.Journal of Management, 36(3), pp.620–632. Burgess, W. (2016).A Bad Reputation Costs a Company at Least 10% More Per Hire. [online] Harvard Business Review. Available at: https://hbr.org/2016/03/a-bad-reputation-costs-company-at-least-10-more-per-hire [Accessed 3 Feb. 2021]. Cohn, J., Khurana, R. and Reeves, L. (2005), “Growing talent as if your business depended on it”, Harvard Business Review, Vol.83 No. 10, pp.62-70. Concise Oxford Dictionary (1990), Concise Oxford Dictionary, Oxford University Press, Oxford. Deloitte (2018).Talent Acquisition. [online] Deloitte Belgium. Available at: https://www2.deloitte.com/be/en/pages/accountancy/solutions/hr-outsourcing/talent-acquisition.html [Accessed 3 Feb. 2021]. Deutsch, Y. and Ross, T.W. (2003). You are Known by the Directors YouKeep: Reputable Directors as a Signaling Mechanism for Young Firms.Management Science, 49(8), pp.1003–1017. Duong, T. (2020).Doanh nghiệp phàn nàn “người mới ra trường nhảy việc nhiều.”[online] vnexpress.net. Available at: https://vnexpress.net/doanh-nghiep-phan-nan-nguoi-moi-ra-truong-nhay-viec-nhieu- 4184419.html [Accessed 4 Feb. 2021].
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
26 Dychtwald, K., Erickson, T.J. and Morison, R. (2006), Workforce Crisis: How to Beat the Coming Shortage of Skills and Talent, Harvard Business School Press, Boston, MA Fairis, D. (2004), “Internal labor markets and worker quits”, Industrial Relations, Vol. 43 No. 3, pp. 573-94. Fischer, E. and Reuber, R. (2007). The Good, the Bad, and the Unfamiliar: The Challenges of Reputation Formation Facing New Firms.Entrepreneurship Theory and Practice,31(1), pp.53–75. FMI (2007), The 2007 US Construction Industry Talent Development Report, FMI, Raleigh, NC. Gagné, F. (2000).Understanding the Complex Choreography of Talent Development Through DMGT-Based Analysis. [online] researchgate.net. Available at: https://www.researchgate.net/publication/286509016_Understanding_the_Complex_Choreography_of_Talent _Development_Through_DMGT-Based_Analysis. Gallardo-Gallardo, E., Dries, N. and González-Cruz, T.F. (2013). What is the meaning of “talent” in the world of work?.Human Resource Management Review, 23(4), pp.290–300. Hoad, T.F. (2008).The ConciseOxford Dictionary of English Etymology.Paw Prints. Howe, M.J.A., Davidson, J.W. and Sloboda, J.A. (1998). Innate talents: Reality or myth?Behavioral and Brain Sciences, 21(3), pp.399–407. Kelly, S. (2010).Herding Social Media. [online] Treasury & Risk.Available at: https://www.treasuryandrisk.com/2010/04/01/herding-social-media/?slreturn=20210103102408 [Accessed 3 Feb. 2021]. Lancaster, L.C. and Stillman, D. (2002),When Generations Collide: Who They Are, Why the Clash. How to Solve the Generational Puzzle at Work, Harper Collins, New York, NY. Lange, D., Lee, P.M. and Dai, Y. (2010). OrganizationalReputation: A Review.Journal of Management, 37(1), pp.153–184.
27 Lloyd, S. and Mortimer, K. (2006).Corporate Reputation: Seeing through the eye of the beholder. [online] ResearchGate. Available at: https://www.researchgate.net/publication/254402920_Corporate_Reputation_Seeing_through_the_eye_of_th e_beholder [Accessed 3Feb. 2021]. Love, E.G. and Kraatz, M. (2009). Character, Conformity, or the Bottom Line? How and Why Downsizing Affected Corporate Reputation.Academy of Management Journal, 52(2), pp.314–335. Mayor, M. (2011).Longman dictionary of contemporary English : [DCE new edition for advanced learners]. Harlow Pearson Longman. Nguyen, T. (2019).Tuyển dụng và giữ chân nhân tài, đâu mới là khó khăn mà nhà Cáo đang gặp phải?[online] http://fptjobs.com. Available at: https://fptjobs.com/tin-tuc/tuyen-dung-va-giu-chan-nhan-tai-dau-moi-la-kho- khan-ma-nha-cao-dang-gap-phai-252 [Accessed 4 Feb. 2021]. Nguyen, V.D. (2017).Tuyển dụng không minh bạch, người tài thua thiệt. [online] https://nld.com.vn. Available at: https://nld.com.vn/thoi-su/tuyen-dung-khong-minh-bach-nguoi-tai-thua-thiet-20171021204258431.htm [Accessed 4 Feb. 2021]. Nhu, T.H. (2019).Tầm quan trọng của quản trị tài năng trong việc tạo ra tăng trưởng và thành công của doanh nghiệp. [online] Tạp chí Công Thương. Available at: http://tapchicongthuong.vn/bai-viet/tam-quan-trong-cua- quan-tri-tai-nang-trong-viec-tao-ra-tang-truong-va-thanh-cong-cua-doanh-nghiep-59460.htm [Accessed 4 Feb. 2021]. Otchere-Ankrah, B., Tenakwah, E.S. and Tenakwah, E.J. (2015). Organisationalreputation and impact on employee attitude: A case study of MTN Ghana limited and Vodafon Ghana Limited.Journal of Public Affairs, [online] 16(1), p.n/a–n/a. Available at: https://www.academia.edu/21415433/Organisational_reputation_and_impact_on_employee_attitude_A_case _study_of_MTN_Ghana_limited_and_Vodafon_Ghana_Limited [Accessed 3 Feb. 2021]. Phillips, D.R. and Roper, K.O. (2009). A framework for talent management in real estate.Journal of Corporate Real Estate, 11(1), pp.7–16.
28 Rhee, M. and Haunschild, P.R. (2006). The Liability of Good Reputation: A Study of Product Recalls in the U.S. Automobile Industry.Organization Science, 17(1), pp.101–117. Rindova, V.P., Williamson, I.O., Petkova, A.P. and Sever, J.M. (2005). Being Good or Being Known: An Empirical Examination of the Dimensions, Antecedents, and Consequences of Organizational Reputation.Academy of Management Journal, 48(6), pp.1033–1049. Saxton, T. and Dollinger, M. (2004). Target Reputation and Appropriability: Picking and Deploying Resourcesin Acquisitions.Journal of Management, 30(1), pp.123–147. Schwaiger, M. (2004).Components and Parameters of Corporate Reputation-an Empirical Study. [online] papers.ssrn.com. Available at: https://papers.ssrn.com/sol3/papers.cfm?abstract_id=555102 [Accessed 3 Feb. 2021]. Ta, P.H. (2018).Kiến thức, kinh nghiệm, tài liệu quản trị doanh nghiệp cho kỷ nguyên số-10000+ subscribers. [online] resources.base.vn. Available at: https://resources.base.vn/hr/tuyen-dung-ung-vien-tiem-nang-nhung- thieu-kinh-nghiem-nen-hay-khong-273 [Accessed 4 Feb. 2021]. Tansley, C. (2011). What do we mean by the term “talent” in talent management?.Industrial and Commercial Training, 43(5), pp.266–274. Walford, G., Ma, W. and Scott-Jackson, W. (2018).Talent Rising; People Analytics & Technology driving Talent Acquisition Strategy. [online] . Available at: https://ora.ox.ac.uk/objects/uuid:de547263-bb14-4484-9dc1- 2938453353b0/download_file?safe_filename=Strategic%2BHR%2BReview%2B-%2BFull%2BArticle%2B- %2BTalent%2BRising%2Bby%2BGavin%2BWalford-Wright%2Band%2BWilliam%2BScott- Jackson%2B160818.pdf&file_format=application%2Fpdf&type_of_work=Journal+article [Accessed 3 Feb. 2021].