This study attempts to explore the use of Strategic Human Resource Management (SHRM), as a context for talent management practices in high performing work organizations. Following a multiple case embedded research design, we have investigated how the Talent Management System has been successfully implemented at five high performing well known organizations in the National Capital Region of India. Literature review highlights some testable propositions which the literal replication from the case studies support. Mapping of the Talent Management System is attempted in the case studies. Core issues emerging in the caselets and the linkage with high performance work practices are discussed therein. Implications drawing on the nomonological domain of talent management in HR practice and research are further addressed, in the current study.
Get full access to this article
View all access options for this article.
References
1.
AbbasiHollmanK. (2000), Turnover: The real bottom line, Public Personnel Management29(3).
2.
ASTD (2004) The New ASTD Competency Model from Training Magazine Annual.
3.
BarrettA.BeesonJ. (2002), Research report: Developing business leaders for 2010, Report R-1315-02-RR, New York: The Conference Board.
4.
BartlettC.A.McLeanA.N. (2004) GE's Talent Machine: The Making of a CEO, Harvard Business School Faculty Resource.
5.
BeckerBrian E.HuselidMark A.UlrichDave (2001), The HR Scorecard-Linking People, Strategy and Performance, Harvard Business School Press.
6.
BennetMickBellAndrew (2004), Leadership & Talent in Asia, Hewitt, John Wiley & Sons(Asia) Pte Ltd., 2004, Singapore.
7.
BensonJ. (1995) ‘Future Employment and the Internal Labour Market’, British Journal of Industrial Relations33(4): pp.603–608.
BhatnagarJ. (2004), New Dimensions of Strategic HRM: HRIS Managed Talent Management and Application of HR Six Sigma, EMERGING ASIA: An HR Agenda (Eds): PadakiRupandeAgrawalNarendra M. BalajiMahapatraC.GopalP., New Delhi: Tata McGraw Hill.
10.
BoudreauJ. W.RamstadP. M. (1997), Measuring intellectual capital: Learning from financial history, Human Resource Management36, pp.343–356.
11.
BoudreauJ. W.RamstadP. M. (2003), Strategic HRM measurement in the 21st century: From justifying HR to strategic talent leadership, in GoldsmithM.GandossyR. P.EfronM. S. (Eds.), HRM in the 21st century (pp.79–90). New York: Wiley.
12.
BoudreauJohn W.Ramstad PeterM. (2005), Talentship, Talent Segmentation, and Sustainability: A New HR Decision Science Paradigm for a New Strategy Definition. Human Resource Management, Summer, Vol. 44, No. 2, pp. 129–136.
13.
BoxallP.PurcellJ. (2003), Strategy and Human Resource Management, New York: Palagrave Macmillan.
14.
BrockbankWayneMelloJ. A. (2002), SHRM, If HR were really strategically proactive: Present and future directions in HR's contribution to Competitive Advantage: USA, Southwestern, Thomas Learning.
15.
BudhwarP.BoyneG. (2004) ‘Human Resource Management in the Indian Public and Private Sectors: An Empirical Comparison’, The International Journal of Human Resource Management15(2):pp.346–70.
16.
ButlerTWaldroopJ. (1999), Job Sculpting: The art of retaining your best people, Harvard Business Review77(5), pp. 144–152.
17.
CappelliP. (2000), A market-driven approach to retaining talent. Harvard Business Review78(1), pp. 103–111.
18.
CliffeSarah (1998), Human resources: Winning the war for talent, Harvard Business Review, Boston: Sep/Oct, Vol.76, No. 5.
19.
CopeF.RisherH. (1998), Current issues in selecting high potentials. Human Resource Planning21(3), pp. 15–18.
20.
SholkoffDavid, A principal in Deloitte & Touché's Human Capital Advisory Services, Quoted in Harvard Management Update.
21.
DorganStephen JDowdyJohn (2002), How good management raises productivity, The McKinsey Quarterly, New York: No. 4.
22.
DuttaAndrew (2004), Strategies for retaining employees, HRM Review, August.
23.
FarleyCheryl (2005), Employment Relations Today, Wiley Periodicals, Inc. Published online in Wiley InterScience (www.interscience.wiley.com). DOI 10.1002/ert.20053.
24.
Fitz-enz JackJ (1997), It's costly to lose good employees, Workforce50, Work Redesign, Mass: Addison Welsley.
25.
FrankFredric DTaylorCraig R (2004), Talent Management: Trends that will Shape the Future HR. Human Resource Planning. New York: Vol.27, No. 1.
GardnerTimothy M. (2002), In the Trenches at the Talent Wars: Competitive Interaction for Scarce Human ResourcesHuman Resource Management, Summer Vol. 41, No. 2, pp.225–237.
28.
GrattonLynda (2000), Living Strategy: Putting people at the heart of Corporate Strategy, Great Britain: Pearson Education Limited.
29.
GrossmanRobert J.MelloJ. A. (2002), Strategic Human Resource Management, Heirs unapparent, South Western, USA: Thomas Learning.
Kessler, (2003) Why Leadership benchstrenght never gets deeper. HR Planning.
35.
KochanT. A.DyerL.BattR. (1992) International Human Resource Studies: A Framework for Future Research. In LewinD.MitchellO. S.ShererP. D. (eds) Research Frontiers in Industrial Relations and Human Resources. Wisconsin: IRRA Series, pp.309–337.
36.
KodwaniAmitabhDr.KumarS.Senthil (2004), Employee retention: Issues and Challenges, HRM Review: India, August, 2004.
37.
LawlerJ. J.JainH. C.Venkata RatnamC. S.AtiyanandaV. (1995) ‘Human Resource Management in Developing Economies: A Comparison of India and Thailand’, International Journal of Human Resource Management6(2): pp.319–346.
38.
LeckKathy M.WangBarbara J. (2004), Five Core Ideas for Developing Leadership Capacity to Drive Business Results, Employment Relations Today, Wiley Periodicals, Inc. Published online in Wiley InterScience (www.interscience.wiley.com). DOI 10.1002/ert.20007.
39.
LublinJ.S., (2000), September 12, In hot demand, retention czars face tough job, Wall Street Journal, p. Bl; HR's Role in Talent Management and Driving Business Results.
40.
MichaelsE.Handfield-JonesH.AxelrodB., (2001) War for TalentHarvard Business School Press Boston, Massachusetts Copyright 2001 McKinsey & Company, Inc.
41.
Personnel Today (1/27/2004) Talent tops list of high priorities for business leaders.
42.
MaguireHeather (2002), Psychological contracts: Are they still relevant?, Career Development International, 7/3.
43.
MamidennaSireesha (2004), In defense of long term employment, HRM Review,: India, August, 2004.
44.
MetzEdmund J.MelloJ. A. (2002), Designing Succession Systems for new competitive realities Human Resource Planning in Strategic HRM, USA: Southwestern, Thomas Learning.
45.
MurtyG.R.K. (2004), Talent Retention: Businesses Gotta make work passionate, HRM Review, India: August, 2004.
46.
NyboGeir (2004), Personnel Development for dissolving jobs towards a competency based approach, The International Journal of Human Resource Management, 15:3, pp.549–564.
47.
RivenbarkLeigh (2004), The Talent Management Handbook, HR Magazine. Alexandria: May 2004. Vol.49:5.
48.
RogersRobert W.SmithAudrey B. (2004), Spotting Executive Potential and Future Senior Leaders, Employment Relations Today, Wiley Periodicals, Inc. Published online in Wiley InterScience (www.interscience.wiley.com). DOI 10.1002/ert.20006.
49.
ShahA.ChesserJ., (2001), Meeting the need for employee development in the 21st century, Advanced Management Journal66(2), pp.22–28.
50.
SinetarMarsha, (1985), Entrepreneurs, Chaos, and Creativity — Can Creative People Really Survive Large Company Structure?Sloan Management Review. Cambridge, Vol.26: 2.
51.
KirnSteve, VP(Organizational Learning and Development), Sears, Chicago, he recalls, in a recent meeting with HR executives from 30 blue chip companies including Johnson & Johnson and Procter and Gamble.
52.
SparrowStephanie (2004), Alpine trek leads Sony bosses to revamp talent management, Personnel Today, Sutton, July 13th.
53.
TobiasC (1977), Futurology and mismanagement of administrative personnel, Managerial Planning, Oxford: Vol.25:6.
54.
Trucking companies use perks to haul in rivals' drivers, (2000), January 4, Wall Street Journal, p. A1.
55.
WoodruffeCharles (1999), Winning the Talent War, John Wiley & Sons Ltd, England.
56.
YinRobert (1994), Case Study Research.Thousand Oaks, CA: Sage.
57.
ZemkeRonRainesClaireFilipczak (2000), Bob Generations at Work: Managing the Clash of Veterans Baby Boomers, Xers, and Nexters in your Workplace, American Management Association.
