Examining Talent Management: A Comprehensive Literature Review

This literature review explores current research on talent management (TM) practices within human resource management. It examines the significance of TM, focusing on recruitment, selection, and retention of talented employees as value-added resources. The review analyzes scholarly articles, highlighting the importance of clarifying career paths and job responsibilities. It covers diverse perspectives on TM, including its impact on organizational performance, employee engagement, and strategic alignment. While some studies note misconceptions and negative impacts, the overall consensus emphasizes that effective TM, when aligned with organizational goals, yields positive results. The review concludes by recommending that TM strategies be integrated with the strategic choices of organizations to link TM with management practices and organizational objectives.

Student Name
Institutional Affiliation(S)
hrm recruitment
Talent Management

P a g e | 1
Introduction
Talent management (TM) concept is considered as cornerstone in human resource
management study as it undertakes different elements of HR like polishing expertise and
employee skills (Acar & Yene, 2016). This literature review aims at examining and analysing
one of the significant aspects of selection and recruitment, TM for comprehending activities
that constitutes scholarly articles to realise and see the way through which knowledge is built
gradually. This paper will focus more upon significance behind talent management,
excluding other HRM aspects to focus more upon the proposed topic. Present research
indicates that strategy for conserving talent is clarifying career paths and job responsibilities
and thus, this paper choses to study current literature pertaining talent management concept.
Body
Current literature suggests that talented employees act as a value-added resource in
organisations. Acar & Yene (2016) underpins the observation made of TM activities in
different companies and concludes that in most of the organisations, misunderstanding for
talent management remains persistent while others applied talent management formally and
informally. The author signifies that the confusion seen in the problem area within some
organisations needs to be resolved by today’s innovative management. With descriptive study
made from the investigations made regarding different talent management techniques, the
author utilised theories like egalitarian and elitist approach and underpins significance of TM
in both individual and organisational context.
Sareen & Mishra (2016) believes that TM is a business strategy that helps
organisations to retain and enable talented employees. To support this viewpoint, the authors
undertakes both qualitative and quantitative research methodology. The authors made TM
concept clearer by giving useful definitions along with analysing and interpreting data
collected of employees working in different firms. The authors conclude after citing TM as a
process of hiring and preparing employees to take top positions in future, managing and
accessing performance and preventing them from leaving the organisation. Similar viewpoint
is discussed by Mohammed (2015) in which the author presents an association between TM
and employee retention, value-addition, attraction and engagement for enhancing
organisational performance. Through an empirical research-based evidence and the literature
review presented, it is revealed that there are great possibilities of positive association

P a g e | 2
between above mentioned variables, however, previous studies made by the author reflects
negative impacts of TM, thereby disagreeing with the concept to some extent.
While Acar & Yene (2016) agrees that recruitment, selection and training nowadays
have become very significant for enhancing workplace performance Abdollahbeigi, Salehi &
Jayashree (2017) stated that if firms start investing upon TM, they must focus on every level
of the organisation, from top to bottom. Finding talent is significant for realisation of success,
however, many organisations fail to understand its importance and do not include in their
core business strategies. Therefore, Abdollahbeigi and others questions whether there is any
relationship between selection techniques and talent recruitment used by firms. The authors
also find out whether talent development and TM techniques differ in every organisation. In
doing so, the authors undertake a case analysis of an Iranian company, IKCO and concludes
on the note that TM is in the mindset of every organisations where they all follow specific
method for managing talent. The analytical research made by the authors indicates that
although development, selection and recruitment techniques related to TM differs in every
organisation, the main motive behind them affects directly upon managing talent.
Schuler, Jackson & Tarique (2011) describes the major shaper and forces behind
global talent challenges. In todays globalised and rapidly developing environment, firms
encounter various global talent challenges that has a high impact on HR related business
decisions. Global talent challenges can emerge in the context of dynamic workplace
environment due to the factors like changing demographics, motivated and competitive
workers demand and technological advancements. The authors discuss and conceptualise the
global talent challenges in the article and depicts a framework that contains global talent
challenges and contextual forces along with other HR related practices and policies that aids
management in crafting global TM initiatives. Competition and limited availability of skilled
and talented employees make retaining and finding of talented people one of the major
priorities in contemporary organisations (Hejase , et al., 2016). The HR departments focuses
on development and recruitment to more strategic position and hence believes in uniting
management with HR capital and organisational goals. Therefore, the researcher’s purposes
to explore TM strategies and practices and finds that TM not only improves organisations
performance and flexibility, but also gives tools and information’s to plan for sustainable
growth, new products, change and service initiatives.

P a g e | 3
Anwar, Nisar, Khan & Sana (2014) identifies strategic significance of TM and
examines the role of TM for bringing organisational effectiveness. With the help of data
collected from different banks through interviews made, authors reveal that effective TM
strategies have critical significance and positive relationship with organisational performance.
However, Bayyurt & Rizvi (2015) argues that TM has several impacts on organisational
effectiveness according to the study made and questionaries’ prepared by the authors in last
few decades. Researchers believe that the key to gain competitive success in any industry is
talent, but 5 dimensions of TM: training, development, policy, motivation and ability have
stronger impacts on perceived organisational effectiveness. The study made by the authors
hypothesised that though TM brings several opportunities, its negative impacts must also be
considered. After analysing gaps within current literature, the author suggests to make
detailed and comparative research to know impact of TM on organisational effectiveness.
Conclusion
The above report has attempted to identify and explore current literature pertaining
‘Talent Management’ practices, giving a detailed overview of effective steps taken for
implementing TM and the role of HRM in it. The findings support that managers and
employees brings forward a positive result to the study and undertakes TM process seriously
despite few misconceptions found in it. Although few researchers disagreed behind TM
effectiveness, the overall conclusion drawn by most of them addresses that effective TM can
be noticeable only if done well. Thereby, recommends that TM strategy must be made in
alignment with strategic choice of the organisations to link TM with management practices
and organisational goals.
Total word count: 1014

P a g e | 4
References
Abdollahbeigi, B., Salehi , F. & Jayashree, S., 2017. The Effect of Recruitment, Selection and
Development on Talent Management in IKCO Company in Iran. International Journal of
Advanced Engineering and Management, 02(03), pp. 69-77.
Acar, P. & Yene, M. I., 2016. Theoretical Journey of Talent Management: Egalitarian and
Elitist Approach. Journal of Management, Marketing and Logistics, 03(03), pp. 284-290.
Anwar, A., Nisar, Q. A., Khan, N. Z. A. & Sana, A., 2014. Talent Management: Strategic
Priority of Organizations. International Journal of Innovation and Applied Studies, 09(03),
pp. 1148-1154.
Bayyurt, N. & Rizvi, S., 2015. Impact of talent management on perceived organizational
effectiveness: service industry in Lahore, Pakistan. Research Journal of Business and
Management, 02(04), pp. 468-484.
Hejase , H. J., Hejase, A. J., Mikdashi , G. & Bazeih , Z. F., 2016. Talent Management
Challenges: An Exploratory Assessment from Lebanon. International Journal of Business
Management and Economic Research, 07(01), pp. 504-520.
Mohammed, A., 2015. The Impact of Talent Management on Employee Engagement,
Retention and Value Addition in achieving Organizational Performance. International
Journal Of Core Engineering & Management, 01(12), pp. 142-152.
Sareen, P. & Mishra, S., 2016. A Study of Talent Management and Its Impact on
Performance of Organizations. Journal of Business and Management , 18(12), pp. 66-73.
Schuler, R. S., Jacksona, S. E. & Tarique, I., 2011. Global Talent Management and Global
Talent Challenges: Strategic Opportunities for IHRM. Journal of World Business, 46(4), pp.
506-516.

P a g e | 5