Analyzing Performance & Talent Management in Modern Organizations

This essay explores the intricate relationship between Human Resource Management (HRM) and organizational performance, emphasizing how HRM strategies and approaches significantly influence employee productivity and overall success. It highlights the importance of shifting focus from mere strategies to the process of addressing employee challenges. The essay also delves into talent management, using Lendlease Group as an example to illustrate how identifying and nurturing skilled workers in pivotal roles across all organizational levels drives competitive advantage. Furthermore, it discusses the role of money as a motivator, considering its limitations and the importance of intrinsic motivation and employee engagement. Finally, it examines how authentic leadership, self-awareness, and psychological capital impact employee engagement, emphasizing the need for a balanced relationship between leaders and followers to enhance organizational performance. This document is available on Desklib, a platform offering a wealth of study resources for students.

Running head: PERFORMANCE AND TALENT MANAGEMENT
Performance and talent management
Name of the student:
Name of the University:
Author note:

1PERFORMANCE AND TALENT MANAGEMENT
Response to Question 1
Over the period, the Human Resource Management (HRM) has gone through many
changes and have several inclusions that has progressively expanded its role. The connection
between the human resource management and performance of organisations has been
established over a long period. However, the connection between the two until today is
debatable (Guest 2011). It was observed that the organisations that had fully committed
human resource management of its own performed better and gained higher amount of
success (Guest 2011). There are many situational examples that signifies HRM acts as one of
the key figures that could immensely enhance the performance of an organisation. The
strategies and approach adopted by the HRM directly influences the employees and the
organisation as well. The focus must be shifted from strategies to the approach with which
HRM deals with the employees’. Hence, instead of emphasising upon the content, the process
of dealing with challenges concerning employees of the organisation must be given
significance (Bowen and Ostroff 2004). In addition to this, there are researches that have
outcome stating that the usage of Human Resource practices is related to improved
organisational outcome (Vermeeren et al. 2014).
Now, it is one of the key factors that a firm or an organisation’s performance is
analysed on terms of the revenue or profit it makes in a term. One of the key role of HRM is
to ensure that the organisation attain the height of success by analysing the situation carefully
and then implying necessary strategies (Mwaniki and Gathenya 2015). It is the responsibility
of HRM that with the usage of correct approach along with suitable strategies can enhance
the productivity level of an employee. For instance, application of training programmes for
employees would immensely accelerate the productivity and performance of an employee.
Hence, it can be rightly said that HRM heavily influences the performance of employees and
the organisation as well.

2PERFORMANCE AND TALENT MANAGEMENT
Response to Question 2
Lendlease Group headquartered in Barangaroo, Sydney, Australia is a highly
acclaimed construction company. The company was established upon the vision of creating a
successful integration of disciplines of investment, construction and development
(Lendlease.com 2018). Today, the company has become a multinational chain in
constructions, real estate and infrastructure sector with a net profit of $758.6 million.
For any organisation to run successfully, it has to possess an efficient amount of
skilled or talented workers that would pave the way for the organisation towards attaining
success. However, the procedure of identifying the pivotal roles that work in favour of
organisation’s sustainable competitive advantage and simultaneously filling up these roles
with highly skilled candidates is what can be termed as talent management (Collings and
Mellahi 2009). For the construction company as big as Lendlease it is extremely significant
that all the workers associated with it are selected according to their potential and suitable job
roles. Additionally, it is essential to note that the selection of pivotal roles should not be
restricted to high management team only, instead, must be throughout every level of the
organisation (Collings and Mellahi 2009). Lendlease being a multinational constructions and
Real Estate Company, the need of talent must not be limited to top management team such as
Human Resource Management moreover, must even be present among all the significant
stakeholders of the company that includes the investors, employees, suppliers and so on. The
high potential of these stated roles drives the way of the company towards the road to
success. Furthermore, in contemporary time, companies tend to believe in enhancing the
existing workers instead to eradicating the incompetent candidates (Al Ariss, Cascio and
Paauwe 2014). Here comes the role of talent management where companies take the initiative
of managing and developing the workers’ talent and potential to the fullest extent.

3PERFORMANCE AND TALENT MANAGEMENT
Response to Question 3
There are plenty of evidences that states employees’ are driven to perform better and
be satisfied with their jobs as a result of money. However, the truth may not be the accurate
regarding the above statement. It is observed that money may or may not act as a motivator
for employees’ depends upon the attitude and ethical believes of the employees (Grandey,
Chi and Diamond 2013). However, the correlation between the money and job satisfaction is
an overlapping concept. It is important to understand the fact that employee engagement is
extremely crucial for attaining successful position for an organisation. It is observed that
employees those have decreased amount of interest in external rewards such as money have
their natural instinct of showing high engagement level towards their work. While on the
other hand, employees who have increased or high amount of interest in money and other
external rewards such as incentives their intrinsic motivation towards job commitment is
comparatively diminished (Dobre 2013).
Money acts as one of the significant motivators for employees working for a firm or
an organisation. The salary structure for a job role attracts many skilled employees towards
an organisation. There are companies in abundance that offers incentives and as a result of
which employees tend to perform or commit more towards their job for earning the reward in
the form of incentives. However, there are limitations to it as well that confines the
employees’ motivation in the form of money. Employees attitude play an important role
whether money as a motivator works in favour for an organisation or against it. In case,
employees are only driven by the rewards that they earn in the form of money and have zero
commitment or responsibility towards their job role then it would confine the engagement
level of employees towards their work.

4PERFORMANCE AND TALENT MANAGEMENT
Response to Question 4
It is extremely important to determine the fact that employee engagement is
immensely essential for achieving success in any field of work (Mishra, Boynton and Mishra
2014). However, this could be affected by certain constructs and can influence the
performance of the employees. Self-awareness is one of the pivotal constructs that fall in
authentic leadership model and in my opinion; the former supervisor was open enough to
express his responses towards the employees. Therefore, the relationship transparency
between my former supervisor and me was excellent which ultimately had a positive
influence upon my engagement level. Since, the flow of information in my opinion was
smooth this had an excellent response in the relational transparency. In addition to this, the
self-efficacy level in regards of confidence towards achieving set goals is relatively high with
a value of 5.1 and as a result the productivity level increased gradually. However, on the
other hand psychological capital of my supervisor in regards of optimism is comparatively
high. This attribute of his significantly boosts my level of engagement towards my
performance.

5PERFORMANCE AND TALENT MANAGEMENT
The key factors that immensely affects the engagement of employees are the leaders
authentic leadership skills. From the above discussed data, the leadership skills that my
supervisor possessed helped me to reconstruct my engagement level towards my work. The
overall results were positive. For instance, the moderate relational transparency of my
supervisor had a positive impact upon the communication between me and my supervisor. In
addition to this, my moderate level of confidence in accomplishing the set target had a
positive impact upon the productivity of performance. Therefore, it is essential to maintain a
correct balance between the leader and his followers for enhancing the employee engagement
of an organisation. This balance was evidently seen between my former supervisor and me.

6PERFORMANCE AND TALENT MANAGEMENT
References
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<https://www.lendlease.com/au/company/about-us/>.
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7PERFORMANCE AND TALENT MANAGEMENT
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