Talent Management and HRM Research Project: Lenovo Group Ltd

This project explores the concepts of Talent Management (TM) and Human Resource Management (HRM) within the context of Lenovo Group Ltd. It addresses the ambiguity surrounding TM, its differentiation from traditional HRM, and the drivers behind its adoption by organizations. The research questions focus on how TM is defined and perceived differently from HRM in Chinese MNCs like Lenovo, and whether it represents a genuine evolution or simply a rebranding of existing practices. The objectives include differentiating TM from HRM, establishing an academic definition of TM, and evaluating Chinese management styles concerning talent. The project references academic literature to provide a comprehensive understanding of TM and its application within a global company, highlighting the ongoing debate and the need for empirical research in this area. Desklib provides access to this project and many other solved assignments for students.

TALENT MANAGEMENT (TM) AND HUMAN RESOURCE MANAGEMENT
(HRM)
IN
LENOVO GROUP LTD.

TALENT MANAGEMENT AND HRM
Background to the Problem
Talent management (TM) is a common term today, yet it didn't show up until the late 1990s
when it was first mentioned in a report by a HRM agency. TM is said to be basic to authoritative
achievement, having the capacity to give an aggressive edge through the distinguishing proof,
advancement, and redeployment of talented workers. For instance, in a UK study cited in Jay,
Abubakar and Sagagi (2011), more than 90% of the respondents trusted that TM exercises can
decidedly influence an organization’s primary concern, and the greater part had just embraced
TM exercises. In a US study, almost 75% of the respondents said TM was at the highest point of
their basic HR issues list. However most expounding on TM has originated from advisors and
specialists, as opposed to from scholarly research, and a number of basic inquiries stay for
encouraging observational research and hypothetical advancement. These incorporate what is
implied by TM, how TM contrasts from prior ways to deal with overseeing individuals, and what
drives associations to receive TM.
TM is regularly anticipated to be the following center competency in HR area aptitude; the
management of senior supervisors and high-potential individuals who have been distinguished
as key HR has been perceived as a key part for the corporate HR work, particularly in the
worldwide firm. Mandana, Sandra, Mustafa and Cynthia (2015) contend that as the information
economy keeps on building up, the benefit of extraordinary talent will keep on being perceived.
For some, TM raises numerous issues for management, associations, and HRM, as it challenges
bureaucratic accentuations on frameworks and structures (talent, it is contended, includes an
association wide change towards a TM attitude) and populist models of HRM. TM from a
selective point of view exhibits a separated/sectioned perspective of the workforce in which
certain talents are more very prized than others (Klarita and Ferry, 2015).
Management Decision
To date, the TM singularities have not been liable to a noteworthy level of basic examination,
and there has been generally minimal experimental research into the nature and utilization of
talent and TM techniques in hierarchical practice and the issues emerging. The talk on TM has
just barely started vigorously. Mel (2012) calls attention to the number of counseling firms
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TALENT MANAGEMENT AND HRM
taking part in talent management and the number of articles and books on the subject. One
may likewise trust 'talent management' to be a very much characterized region of practice
bolstered by broad research and a center arrangement of standards. There are issues in the
way TM has been characterized in the specialist press and an absence of information
supporting numerous expert cases. As Satish and Rajesh (2014) call attention to the terms of
the level-headed discussion…. are not clear and mistake results for forms with choice choices.
Likewise, as Svensson (2013) has noted, there has additionally been minimal experimental
research in regards to TM in China. It appears, at that point, that it is important to investigate
the TM wonders by means of an examination of both the surviving writing and an observational
examination of authoritative practice in Lenovo Group Ltd., asking 'what is talent and what is
TM? How are they conceptualized in the writing and by experts, and operationalized in
hierarchical practice?' Does TM have a few highlights which are unmistakable from HRM?
Obviously, as to the observational work, it was important to put some particular limits upon the
populace from which the information would be accumulated (Eden, 2013).
Research Questions
The researcher focused upon multi-national companies (MNCs) such as Lenovo Group Ltd.
situated in Beijing, China, and the accompanying three primary inquiries will guide the study:
i. How was TM defined in these Chinese MNCs, e.g. Lenovo Group Ltd?
ii. In what ways was Talent Management perceived as different from HRM?
iii. Is Talent Management simply ‘old wine in new bottles’, essentially little difference from
HRM, or is it quite distinct?
Objectives
The following objectives guided the research project:
 To differentiating Talent Management and Human Resource Management
 To establish an academic definition of Talent Management (TM)
 To evaluate Chinese management style regarding talent.
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TALENT MANAGEMENT AND HRM
TM appears to guarantee new and rather unique ways to deal with the management of the
general population resource in Lenovo Group, instead of a straightforward repackaging of old
strategies and thoughts with another brand name. TM isn't viewed as simply one more
endeavor by HR experts to upgrade their authenticity, status, and validity, however as offering
an unmistakable way to deal with the management of the general population resource.
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TALENT MANAGEMENT AND HRM
References
Eden, B. L. (2013). International Business Research: Strategies and Resources. Collection Building, 12(3),
32-33.
Jay M., Abubakar Y. A & Sagagi M. (2011). Knowledge creation and human capital for development: the
role of graduate entrepreneurship. Education + Training, 53(5), 462-479.
Klarita G. & Ferry K. (2015). Making the right move. Investigating employers’ recruitment strategies.
Personnel Review, 12(3), 781-800.
Mandana V., Sandra I., Mustafa K. & Cynthia D. (2015). Challenges in recruiting hard-to-reach
populations focusing on Latin American recent immigrants. International Journal of Human
Rights in Healthcare, 16(1), 36-44.
Mel, F. (2012). The Impact of Leadership, Management, and HRM on Employee Reactions to
Organizational Change. In A. J. Joseph J. Martocchio (Ed.), Research in Personnel and Human
Resources Management (pp. 177-208). Emerald Publishing Limited.
Satish K. M. & Rajesh P. (2014). Business Research in India. Journal of Management Development, 28(4),
68-74.
Svensson, G. (2013). Processes of substantiations and contributions through theory building towards
theory in business research. European Business Review, 14(5), 466-480.
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