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talent retention</title> <meta name="description" content="Search results for: national talent retention"> <meta name="keywords" content="national talent retention"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button 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action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="national talent retention"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 5357</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: national talent retention</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5357</span> Exploring Relationship of National Talent Retention and National Value Proposition</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Dzul%20Fahmi%20Md.%20Nordin">Dzul Fahmi Md. Nordin</a>, <a href="https://publications.waset.org/abstracts/search?q=Rosmini%20Omar"> Rosmini Omar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This conceptual paper aims to explore the concept of National Talent Retention for a nation by extending the works on Talent Retention in organizations to the scope of nations. The objective of this paper is to explore the relationship of National Talent Retention as the dependent variable with the three explored value propositions namely Firm Value Proposition, Higher Education and Training Value Proposition and National Attractiveness Value Proposition as the independent variables. Life Satisfaction is introduced in this study as a moderating variable to explore possibilities of Life Satisfaction as a mediator for the relationship between National Value Proposition and National Talent Retention. Theories such as Migration, Value Propositions, Life Satisfaction, Human Resource Management and Resource Based View are referred to in order to understand and explore the concept of National Talent Retention. Malaysia is chosen as the background of this study since Malaysia represents a developing nation with progressive economic, education and national policy which presents an interesting background for this exploratory paper. Surprisingly, Malaysia is still facing the phenomenon of Brain Drain which if not handled properly will hinder its Vision 2020 to progress a fully developed nation by year 2020. Mixed methodology analysis is proposed in this paper to include both qualitative face-to-face interview as well as quantitative survey questionnaire to study on the value proposition factors explored. Target respondents are strictly confined to Malaysia’s local high skilled talents either residing in Malaysia or migrated abroad since this paper is mainly interested to study on the concept of National Talent Retention and how successful Malaysia is projecting its value propositions from the perception of high skilled talent Malaysians. It is hoped that this paper could contribute towards understanding National Talent Retention concept where, the model could be replicated to identify influential factors specific to other nations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=national%20talent%20retention" title="national talent retention">national talent retention</a>, <a href="https://publications.waset.org/abstracts/search?q=national%20value%20proposition" title=" national value proposition"> national value proposition</a>, <a href="https://publications.waset.org/abstracts/search?q=life%20satisfaction" title=" life satisfaction"> life satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=high%20skilled%20talents" title=" high skilled talents"> high skilled talents</a> </p> <a href="https://publications.waset.org/abstracts/16078/exploring-relationship-of-national-talent-retention-and-national-value-proposition" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/16078.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">402</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5356</span> Effects of Alternative Opportunities and Compensation on Turnover Intention of Singapore PMET</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Han%20Guan%20Chew">Han Guan Chew</a>, <a href="https://publications.waset.org/abstracts/search?q=Keith%20Yong%20Ngee%20Ng"> Keith Yong Ngee Ng</a>, <a href="https://publications.waset.org/abstracts/search?q=Shan-Wei%20Fan"> Shan-Wei Fan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In Singapore, talent retention is one of the most persistent and real issue companies have to grapple with due to the tight labour market. Being resource-scarce, Singapore depends solely on its talented pool of high quality human resource to sustain its competitive advantage in the global economy. But the complex and multifaceted nature of turnover phenomenon makes the prescription of effective talent retention strategies in such a competitive labour market very challenging, especially when it comes to monetary incentives, companies struggle to answer the question of “How much is enough?” By examining the interactive effects of perceived alternative employment opportunities, annual salary and satisfaction with compensation on the turnover intention of 102 Singapore Professionals, Managers, Executives and Technicians (PMET) through correlation analyses and multiple regressions, important insights into the psyche of the Singapore talent pool can be drawn. It is found that annual salary influence turnover intention indirectly through mediation and moderation effects on PMET’s satisfaction on compensation. PMET are also found to be heavily swayed by better external opportunities. This implies that talent retention strategies should not adopt a purely monetary based blanket approach but rather a comprehensive and holistic one that considers the dynamics of prevailing market conditions. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20turnover" title="employee turnover">employee turnover</a>, <a href="https://publications.waset.org/abstracts/search?q=high%20performers" title=" high performers"> high performers</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20workers" title=" knowledge workers"> knowledge workers</a>, <a href="https://publications.waset.org/abstracts/search?q=perceived%20alternative%20employment%20opportunities%20salary" title=" perceived alternative employment opportunities salary"> perceived alternative employment opportunities salary</a>, <a href="https://publications.waset.org/abstracts/search?q=satisfaction%20on%20compensation" title=" satisfaction on compensation"> satisfaction on compensation</a>, <a href="https://publications.waset.org/abstracts/search?q=Singapore%20PMET" title=" Singapore PMET"> Singapore PMET</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20retention" title=" talent retention"> talent retention</a> </p> <a href="https://publications.waset.org/abstracts/45906/effects-of-alternative-opportunities-and-compensation-on-turnover-intention-of-singapore-pmet" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/45906.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">280</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5355</span> Talent Management by Employee Involvement in Healthcare Industries of India: An Analytical Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alpa%20Mehta">Alpa Mehta</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Talent acquisition, development, and retention are major issues encountered in the health care industries in any country. Recent authentic data showed that employee turnover in the field of health care is increasing day by day compare to other industrial sectors. There are many reasons behind retention issues. One of such can be the lack of involvement and engagement of health workers in day to day HRM. Health care is a noble profession and employee has to deal with the patient with the optimum level of satisfaction and productivity. So employee morale and motivation should be high. This area of concern is mostly ignored by management, and ultimately it turns into dissatisfaction and abandonment in search of other jobs. The paper analyses the HRM tools to retain healthcare employee with high moral through employee involvement. The paper includes the case study of One of the Prominent Health care institute of India has found out a way to retain talented employees in the organization with the tool of employee engagement. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20involvement" title="employee involvement">employee involvement</a>, <a href="https://publications.waset.org/abstracts/search?q=health%20care%20industry" title=" health care industry"> health care industry</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources%20management" title=" human resources management"> human resources management</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20retention" title=" talent retention"> talent retention</a> </p> <a href="https://publications.waset.org/abstracts/64055/talent-management-by-employee-involvement-in-healthcare-industries-of-india-an-analytical-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/64055.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">456</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5354</span> Management Trainee Program</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ambreen%20Amir%20Ali">Ambreen Amir Ali</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In todays’ dynamic environment, it has become very crucial to have comprehensive management trainee program to hire future leaders of organization. It is being proved that fresh graduates mostly join organizations because of its institution but later on they leave organization because of their immediate manager or supervisor. The concept of coaching and mentoring in talent management systems are very important, because mentors are those who can advise, facilitate, help and support new entrants to advance in their career. When it comes to going for talent hunt, one point needs to be highlighted that MTs are the raw talent for your organization, now it’s the responsibility of employers to nourish them, polish and developed them so that they can enthusiastically take care of senior leadership roles. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=management%20trainee" title="management trainee">management trainee</a>, <a href="https://publications.waset.org/abstracts/search?q=retention" title=" retention"> retention</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20roles" title=" leadership roles"> leadership roles</a>, <a href="https://publications.waset.org/abstracts/search?q=coaching" title=" coaching"> coaching</a> </p> <a href="https://publications.waset.org/abstracts/17494/management-trainee-program" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/17494.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">636</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5353</span> Human Talent Management: A Research Agenda</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mehraj%20Udin%20Ganaie">Mehraj Udin Ganaie</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Israrul%20Haque"> Mohammad Israrul Haque</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this paper is to enhance the theoretical and conceptual understanding of human talent management (HTM). With the help of extensive review of existing literature, we proposed a conceptual framework and few propositions to elucidate the influential relationship of competency focus, talent pooling, talent investment, and talenting orientation with value creation of a firm. It is believed that human talent management model will enhance the understanding of talent management orientation among practitioners and academicians. Practitioners will be able to align HTM orientation with business strategy wisely to yield better value for business (Shareholders, Employees, Owners, Customers, agents, and other stakeholders). Future research directions will explain how human talent management researchers will work on the integration of relationship and contribute towards the maturity of talent management by further exploring and validating the model empirically to enhance the body of knowledge. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=talent%20management%20orientation" title="talent management orientation">talent management orientation</a>, <a href="https://publications.waset.org/abstracts/search?q=competency%20focus" title=" competency focus"> competency focus</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20pooling" title=" talent pooling"> talent pooling</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20investment" title=" talent investment"> talent investment</a>, <a href="https://publications.waset.org/abstracts/search?q=talenting%20orientation" title=" talenting orientation"> talenting orientation</a> </p> <a href="https://publications.waset.org/abstracts/69757/human-talent-management-a-research-agenda" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/69757.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">384</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5352</span> Challenging Role of Talent Management, Career Development and Compensation Management toward Employee Retention and Organizational Performance with Mediating Effect of Employee Motivation in Service Sector of Pakistan</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Younas">Muhammad Younas</a>, <a href="https://publications.waset.org/abstracts/search?q=Sidra%20Sawati"> Sidra Sawati</a>, <a href="https://publications.waset.org/abstracts/search?q=M.%20Razzaq%20Athar"> M. Razzaq Athar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizational development history reveals that it has ever been a challenge to identify and fathom the role of talent management, career development and compensation management towards employees’ retention and organizational performance. Organizations strive hard to measure the impact of all those factors which affect employee retention and organizational performance. Researchers have worked in great deal in order to know the relationship of independent variables i.e. Talent Management, Career Development and Compensation Management on dependent variables i.e. Employee Retention and Organizational Performance. Employees adorned with latest skills with long lasting loyalty play a significant role towards successful achievement of short term as well as long term goals of the organizations. Retention of valuable and resourceful employees for a longer time is equally essential for meeting the set goals. The organizations which spend reasonable chunk of their resources for taking such measures that help to retain their employees through talent management and satisfactory career development always enjoy a competitive edge over their competitors. Human resource is regarded as one of the most precious and difficult resource to management. It has its own needs and requirement. It becomes an easy prey to monotony when lacks career development. Wants and aspirations of this resource are seldom met completely but can be managed through career development and compensation management. In this era of competition, organizations have to take viable steps to management their resources especially human resource. Top management and Managers keep on working for an amenable solution in order to address the challenges relating career development and compensation management as their ultimate goal is to ensure the organizational performance on optimum level. The current study was conducted to examine the impact of Talent Management, Career Development and Compensation Management towards Employees Retention and Organizational Performance with mediating effect of Employees Motivation in Service Sector of Pakistan. The current study is based on Resource Based View (RBV) and Ability Motivation Opportunity (AMO) theories. It explains that by increasing internal resources we can manage employee talent, career development through compensation management and employee motivation more effectively. It will result in effective execution of HRM practices for employee retention enabling an organization to achieve and sustain competitive advantage through optimal performance. Data collection was made through a structured questionnaire which was based upon adopted instruments after testing reliability and validity. A total 300 employees of 30 firms in service sector of Pakistan were sampled through non-probability sampling technique. Regression analysis revealed that talent management, career development and compensation management have significant positive impact on employee retention and perceived organizational performance. The results further showed that employee motivation have a significant mediating effect on employee retention and organizational performance. The interpretation of the findings and limitations, theoretical and managerial implications are also discussed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=career%20development" title="career development">career development</a>, <a href="https://publications.waset.org/abstracts/search?q=compensation%20management" title=" compensation management"> compensation management</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20retention" title=" employee retention"> employee retention</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20performance" title=" organizational performance"> organizational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20management" title=" talent management"> talent management</a> </p> <a href="https://publications.waset.org/abstracts/79991/challenging-role-of-talent-management-career-development-and-compensation-management-toward-employee-retention-and-organizational-performance-with-mediating-effect-of-employee-motivation-in-service-sector-of-pakistan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/79991.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">320</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5351</span> Level of Application of Integrated Talent Management According To IBM Institute for Business Value Case Study Palestinian Governmental Agencies in Gaza Strip</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Iyad%20A.%20A.%20Abusahloub">Iyad A. A. Abusahloub</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research aimed to measure the level of perception and application of Integrated Talent Management according to IBM standards, by the upper and middle categories in Palestinian government institutions in Gaza, using a descriptive-analytical method. Using a questionnaire based on the standards of the IBM Institute for Business Value, the researcher added a second section to measure the perception of integrated talent management, the sample was 248 managers. The SPSS package was used for statistical analysis. The results showed that government institutions in Gaza apply Integrated Talent Management according to IBM standards at a medium degree did not exceed 59.8%, there is weakness in the perception of integrated talent management at the level of 53.6%, and there is a strong correlation between (Integrated Talent Management) and (the perception of the integrated talent management) amounted to 92.9%, and 88.9% of the change in the perception of the integrated talent management is by (motivate and develop, deploy and manage, connect and enable, and transform and sustain) talents, and 11.1% is by other factors. Conclusion: This study concluded that the integrated talent management model presented by IBM with its six dimensions is an effective model to reach your awareness and understanding of talent management, especially that it must rely on at least four basic dimensions out of the six dimensions: 1- Stimulating and developing talent. 2- Organizing and managing talent. 3- Connecting with talent and empowering it. 4- Succession and sustainability of talent. Therefore, this study recommends the adoption of the integrated talent management model provided by IBM to any organization across the world, regardless of its specialization or size, to reach talent sustainability. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=HR" title="HR">HR</a>, <a href="https://publications.waset.org/abstracts/search?q=talent" title=" talent"> talent</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20management" title=" talent management"> talent management</a>, <a href="https://publications.waset.org/abstracts/search?q=IBM" title=" IBM"> IBM</a> </p> <a href="https://publications.waset.org/abstracts/154399/level-of-application-of-integrated-talent-management-according-to-ibm-institute-for-business-value-case-study-palestinian-governmental-agencies-in-gaza-strip" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/154399.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">83</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5350</span> Talent Management through Integration of Talent Value Chain and Human Capital Analytics Approaches</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Wuttigrai%20Ngamsirijit">Wuttigrai Ngamsirijit</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Talent management in today’s modern organizations has become data-driven due to a demand for objective human resource decision making and development of analytics technologies. HR managers have been faced with some obstacles in exploiting data and information to obtain their effective talent management decisions. These include process-based data and records; insufficient human capital-related measures and metrics; lack of capabilities in data modeling in strategic manners; and, time consuming to add up numbers and make decisions. This paper proposes a framework of talent management through integration of talent value chain and human capital analytics approaches. It encompasses key data, measures, and metrics regarding strategic talent management decisions along the organizational and talent value chain. Moreover, specific predictive and prescriptive models incorporating these data and information are recommended to help managers in understanding the state of talent, gaps in managing talent and the organization, and the ways to develop optimized talent strategies.     <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=decision%20making" title="decision making">decision making</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20capital%20analytics" title=" human capital analytics"> human capital analytics</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20management" title=" talent management"> talent management</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20value%20chain" title=" talent value chain"> talent value chain</a> </p> <a href="https://publications.waset.org/abstracts/107981/talent-management-through-integration-of-talent-value-chain-and-human-capital-analytics-approaches" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/107981.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">187</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5349</span> Talent-Priority: Exploring the Human Resource Reengineering Model in Digital Transformation of a Benchmark Company</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hsiu%20Hua%20Hu">Hsiu Hua Hu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Digital transformation has widely affected various industries. It provides technological innovation, process redesign, new business model construction, and talent value creation. This transformation not only allows organizations to obtain and deploy specific technologies and methods suitable for organizational reengineering but also is an important way to solve management problems in human resource (HR) reengineering, business efficiency, and process redesign. In this study, we present the results of a qualitative study that offers insight into a series of key feature of reengineering related to the digital transformation and how to create talent value when the companies successfully perform digital transformation and human resource reengineering, which is led by business digitalization strategies including talent planning, talent acquisition, talent adjustment, and talent development. Drawing from the qualitative investigation findings, we built an inductive model of HR reengineering, which aims to provide research and practical references on future digital transformation and management inquiry. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=talent%20value%20creation" title="talent value creation">talent value creation</a>, <a href="https://publications.waset.org/abstracts/search?q=digital%20transformation" title=" digital transformation"> digital transformation</a>, <a href="https://publications.waset.org/abstracts/search?q=HR%20reengineering" title=" HR reengineering"> HR reengineering</a>, <a href="https://publications.waset.org/abstracts/search?q=qualitative%20study" title=" qualitative study"> qualitative study</a> </p> <a href="https://publications.waset.org/abstracts/130406/talent-priority-exploring-the-human-resource-reengineering-model-in-digital-transformation-of-a-benchmark-company" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/130406.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">156</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5348</span> The Impact of Talent Management on Improving Employee Loyalty in IT Sector, Kerala, India</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Obaidullah%20Molakhail">Obaidullah Molakhail</a>, <a href="https://publications.waset.org/abstracts/search?q=R.%20Reshmi"> R. Reshmi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Objective: This study explains the impact of talent management on employee loyalty in the IT sector in Kerala, India. Methods: A descriptive investigation was conducted within the confines of this paper to gain insight into the ramifications of talent management on enhancing employee allegiance to the organization. A quantitative study was conducted by distributing questionnaires to respondents in three IT companies. One hundred and seventy questionnaires were distributed, with `150 being utilized and the remainder being discarded. Data was collected from various departments within the companies, and the selection of respondents was conducted randomly. statistical software SPSS (version 26) was used to analyze the data and determine the outcomes. Results: The objective was examined through Pearson correlation to find the relation, and linear regression was used to find the strength of variables as talent management is independent and employee loyalty is the dependent variable. The results reveal that talent management is essential to employee loyalty. If there is a high-level implementation of talent management practices, there will be low turnover rate, it reflected employee loyalty towards the organization. Conclusion: Strategic planners ought to devote their attention to the realm of talent management due to the existence of a correlation between talent management and the loyalty exhibited by employees. The results of this study suggest that there is a favorable correlation between talent management and employee loyalty. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=talent%20management" title="talent management">talent management</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20loyalty" title=" employee loyalty"> employee loyalty</a>, <a href="https://publications.waset.org/abstracts/search?q=IT%20sector" title=" IT sector"> IT sector</a>, <a href="https://publications.waset.org/abstracts/search?q=quantitative%20study" title=" quantitative study"> quantitative study</a> </p> <a href="https://publications.waset.org/abstracts/184063/the-impact-of-talent-management-on-improving-employee-loyalty-in-it-sector-kerala-india" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/184063.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">59</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5347</span> Two Fold Dimensional Analysis of Post-Employment Dissonance in Employer Branding Framework of it SMES</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=J.%20Janani">J. Janani</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20Gomathi"> S. Gomathi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Despite the new economy is embodied with the ample size of talent pool, the corporate world is facing the hardship in the mismatch of talent demand supply. Therefore to combat with this fallout crisis, here depicts the relevance of Employer Branding. Employer branding is gaining its popularity in Large sized companies especially IT companies but less employer branding awareness among IT SMEs (Small and Medium size Enterprises). There are N range of analysis has been dole out on employer branding from different perspectives and in different industries. The hidden factor behind the employer branding namely the post employment dissonance was not given a lot of importance into the research picture. The present study examines the employer branding as the employer image and the organizational identity. It focuses on the two fold dimensional branding initiatives namely job offer attributes and organizational attractiveness. The study will depict the dissonance level and their variations among the foresaid initiatives from the former employees and the post-employment dissonance from the present employees in IT SMEs and it will also examine the employer perception from the prospective employees towards the stated branding initiatives. The demographic factors such as generational factors (gen X and gen Y) and the career stages are majorly focused in the study. The study will promote the IT SMEs to strengthen their employer branding effectively and efficiently through implementing varied strategies and this will help them to enhance the talent pool at their best. This will eventually result in talent attraction and talent retention. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employer%20image" title="employer image">employer image</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20identity" title=" organizational identity"> organizational identity</a>, <a href="https://publications.waset.org/abstracts/search?q=post-employment%20dissonance" title=" post-employment dissonance"> post-employment dissonance</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20offer%20attributes" title=" job offer attributes"> job offer attributes</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20attractiveness" title=" organizational attractiveness"> organizational attractiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20pool" title=" talent pool"> talent pool</a>, <a href="https://publications.waset.org/abstracts/search?q=career%20stages" title=" career stages"> career stages</a>, <a href="https://publications.waset.org/abstracts/search?q=generational%20factors" title=" generational factors"> generational factors</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20technology" title=" information technology"> information technology</a>, <a href="https://publications.waset.org/abstracts/search?q=SMEs" title=" SMEs"> SMEs</a> </p> <a href="https://publications.waset.org/abstracts/22129/two-fold-dimensional-analysis-of-post-employment-dissonance-in-employer-branding-framework-of-it-smes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/22129.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">496</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5346</span> Career Path: A Tool to Support Talent Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rashi%20Mahato">Rashi Mahato</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Talent management represents an organization’s effort to attract, develop and retain highly skilled and valuable employees. The goal is to have people with capabilities and commitment needed for current and future organizational success. The organizational talent pool is its managerial talent referred to as leadership pipeline. It is managed through various systems and processes to help the organization source, reward, evaluate, develop and move employees into various functions and roles. The pipeline bends, turns, and sometimes breaks as organizations identify who is 'ready now' and who is 'on track' for larger leadership roles. From this perspective, talent management designs structured approach and a robust mechanism for high potential employees to meet organization’s needs. The paper attempts to provide a roadmap and a structured approach towards building a high performing organization through well-defined career path. Managers want career paths to be defined, so that an adequate number of individuals may be identified and prepared to fill future vacancies. Once career progression patterns are identified, more systematic forecasting of talent requirements is possible. For the development of senior management talent or leadership team, career paths are needed as guidelines for talent management across functional and organizational lines. Career path is one of the important tools for talent management and aligning talent with business strategy. This paper briefly describes the approach for career path and the concept of <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=career%20path" title="career path">career path</a>, <a href="https://publications.waset.org/abstracts/search?q=career%20path%20framework" title=" career path framework"> career path framework</a>, <a href="https://publications.waset.org/abstracts/search?q=lateral%20movement" title=" lateral movement"> lateral movement</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20management" title=" talent management"> talent management</a> </p> <a href="https://publications.waset.org/abstracts/56663/career-path-a-tool-to-support-talent-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/56663.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">215</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5345</span> Assessing Factors That Constitute Talent in the Islamic Financial Institutions among Bank Officers</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zairani%20Zainol">Zairani Zainol</a>, <a href="https://publications.waset.org/abstracts/search?q=Zulkiflee%20Daud"> Zulkiflee Daud</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study employed 86 respondents representing bank officers of Bank XYX (one of the full-fledged Islamic banks in Malaysia) in the northern region of Malaysia to assess the factors that constitute talent in the Islamic financial industries. To test the discriminant factors for talent among bank officers, a factor analysis was performed. The KMO, Bartlett and MSA tests were executed as the prerequisite before performing the factor analysis. The discriminant factors for talent were extracted via eigenvalues and rotated component matrixes. The results show that five factors, namely (1) self-motivation, (2) leadership, (3) teamwork, (4) interpersonal skills, and (5) creativity/innovation constitute talent in the Islamic financial industries. It is hoped that this study could offer guidelines to education providers, specifically those that conduct the Islamic finance and banking program, as to the areas of emphasis for students before graduating. For the Islamic financial institutions, this study is also vital since they could tackle the areas that need to be improved in managing their talents. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=talent" title="talent">talent</a>, <a href="https://publications.waset.org/abstracts/search?q=Islamic%20financial%20industries" title=" Islamic financial industries"> Islamic financial industries</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20development" title=" talent development"> talent development</a>, <a href="https://publications.waset.org/abstracts/search?q=bank%E2%80%99s%20officers" title=" bank’s officers"> bank’s officers</a> </p> <a href="https://publications.waset.org/abstracts/33701/assessing-factors-that-constitute-talent-in-the-islamic-financial-institutions-among-bank-officers" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/33701.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">402</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5344</span> Presenting the Mathematical Model to Determine Retention in the Watersheds</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=S.%20Shamohammadi">S. Shamohammadi</a>, <a href="https://publications.waset.org/abstracts/search?q=L.%20Razavi"> L. Razavi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper based on the principle concepts of SCS-CN model, a new mathematical model for computation of retention potential (S) presented. In the mathematical model, not only precipitation-runoff concepts in SCS-CN model are precisely represented in a mathematical form, but also new concepts, called “maximum retention” and “total retention” is introduced, and concepts of potential retention capacity, maximum retention, and total retention have been separated from each other. In the proposed model, actual retention (F), maximum actual retention (Fmax), total retention (S), maximum retention (Smax), and potential retention (Sp), for the first time clearly defined, so that Sp is not variable, but a function of morphological characteristics of the watershed. Indeed, based on the mathematical relation of the conceptual curve of SCS-CN model, the proposed model provides a new method for the computation of actual retention in watershed and it simply determined runoff based on. In the corresponding relations, in addition to Precipitation (P), Initial retention (Ia), cumulative values of actual retention capacity (F), total retention (S), runoff (Q), antecedent moisture (M), potential retention (Sp), total retention (S), we introduced Fmax and Fmin referring to maximum and minimum actual retention, respectively. As well as, ksh is a coefficient which depends on morphological characteristics of the watershed. Advantages of the modified version versus the original model include a better precision, higher performance, easier calibration and speed computing. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=model" title="model">model</a>, <a href="https://publications.waset.org/abstracts/search?q=mathematical" title=" mathematical"> mathematical</a>, <a href="https://publications.waset.org/abstracts/search?q=retention" title=" retention"> retention</a>, <a href="https://publications.waset.org/abstracts/search?q=watershed" title=" watershed"> watershed</a>, <a href="https://publications.waset.org/abstracts/search?q=SCS" title=" SCS"> SCS</a> </p> <a href="https://publications.waset.org/abstracts/45992/presenting-the-mathematical-model-to-determine-retention-in-the-watersheds" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/45992.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">457</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5343</span> Early Talent Identification and Its Impact on Children’s Growth and Development: An Examination of “The Social Learning Theory, by Albert Bandura"</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Michael%20Subbey">Michael Subbey</a>, <a href="https://publications.waset.org/abstracts/search?q=Kwame%20Takyi%20Danquah"> Kwame Takyi Danquah</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Finding a child's exceptional skills and abilities at a young age and nurturing them is a challenging process. The Social Learning Theory (SLT) of Albert Bandura is used to analyze the effects of early talent identification on children's growth and development. The study examines both the advantages and disadvantages of early talent identification and stresses the significance of a moral strategy that puts the welfare of the child first. The paper emphasizes the value of a balanced approach to early talent identification that takes into account individual differences, cultural considerations, and the child's social environment. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=early%20talent%20development" title="early talent development">early talent development</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20learning%20theory" title=" social learning theory"> social learning theory</a>, <a href="https://publications.waset.org/abstracts/search?q=child%20development" title=" child development"> child development</a>, <a href="https://publications.waset.org/abstracts/search?q=child%20welfare" title=" child welfare"> child welfare</a> </p> <a href="https://publications.waset.org/abstracts/168115/early-talent-identification-and-its-impact-on-childrens-growth-and-development-an-examination-of-the-social-learning-theory-by-albert-bandura" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/168115.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">108</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5342</span> Competency Based Talent Acquisition: Concept, Practice, and Model, with Reference to Indian Industries</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Manasi%20V.%20Shah">Manasi V. Shah</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organizations, in the competitive era, are participating in the competency act. They have discerned that, strategically researched and defined competencies when put up on the shelf, can help in achieving business goals. The research focuses on critical elements of competency-based talent acquisition process from practical vantage, with significant experience in a variety of business settings. The research is exploratory and descriptive in nature. The research conduct and outcome is the hinge on with reference to Indian Industries. It elaborates about the concept, practice and a brief model that human resource practitioner can use for effective talent acquisition process, which in turn would be in alignment with business performance. The research helps to present a prudent understanding of recruiting and selecting apt human capital, that can fit in a given job role and has action oriented competency based assessment approach for measuring the probable success of a job incumbent in a given job role. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=competency%20based%20talent%20acquisition" title="competency based talent acquisition">competency based talent acquisition</a>, <a href="https://publications.waset.org/abstracts/search?q=competency%20model" title=" competency model"> competency model</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20acquisition%20concept" title=" talent acquisition concept"> talent acquisition concept</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20acquisition%20practice" title=" talent acquisition practice"> talent acquisition practice</a> </p> <a href="https://publications.waset.org/abstracts/61639/competency-based-talent-acquisition-concept-practice-and-model-with-reference-to-indian-industries" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/61639.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">311</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5341</span> Talent Management, Employee Competency, and Organizational Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sunyoung%20Park">Sunyoung Park</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Context: Talent management is a strategic approach that has received considerable attention in recent years to improve employee competency and organizational performance in many organizations. The implementation of talent management involves identifying objectives and positions within the organization, developing a pool of high-potential employees, and establishing appropriate HR functions to promote high employee and organizational performance. This study aims to investigate the relationship between talent management, HR functions, employee competency, and organizational performance in the South Korean context. Research Aim: The main objective of this study is to investigate the structural relationships among talent management, human resources (HR) functions, employee competency, and organizational performance. Methodology: To achieve the research aim, this study used a quantitative research method. Specifically, a total of 1,478 responses were analyzed using structural equation modeling based on data obtained from the Human Capital Corporate Panel (HCCP) survey in South Korea. Findings: The study revealed that talent management has a positive influence on HR functions and employee competency. Additionally, HR functions directly affect employee competency and organizational performance. Employee competency was found to be related to organizational performance. Moreover, talent management and HR functions indirectly affect organizational performance through employee competency. Theoretical Importance: This study provides empirical evidence of the relationship between talent management, HR functions, employee competency, and organizational performance in the South Korean context. The findings suggest that organizations should focus on developing appropriate talent management and HR functions to improve employee competency, which, in turn, will lead to better organizational performance. Moreover, the study contributes to the existing literature by emphasizing the importance of the relationship between talent management and HR functions in improving organizational performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20competency" title="employee competency">employee competency</a>, <a href="https://publications.waset.org/abstracts/search?q=HR%20functions" title=" HR functions"> HR functions</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20performance" title=" organizational performance"> organizational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20management" title=" talent management"> talent management</a> </p> <a href="https://publications.waset.org/abstracts/168290/talent-management-employee-competency-and-organizational-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/168290.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">96</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5340</span> Enhancing Teacher Retention and Professional Satisfaction: An Analysis of Salaries, Policies, and Educational Frameworks</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Melissa%20Beck%20Wells">Melissa Beck Wells</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study examines the complex factors affecting teacher retention across states, focusing on the roles of salaries, educational policies, and professional development. Despite efforts to reduce teacher turnover, it remains a significant challenge, impacting the quality of education and student outcomes. Analysis of data from the National Education Association, the ‘Raise the Bar’ initiative, and the Education Commission of the States reveals a minimal negative correlation between teacher salaries and retention, indicating that salary alone does not determine retention. Additionally, thematic analysis of educational policies and development programs highlights effective strategies for addressing retention challenges. The research emphasizes the need for holistic support systems, including mentorship and professional growth opportunities, to improve retention. These findings urge policymakers and educational leaders to develop comprehensive strategies to maintain a qualified teaching workforce and enhance educational quality and equity nationwide. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=teacher%20retention" title="teacher retention">teacher retention</a>, <a href="https://publications.waset.org/abstracts/search?q=salary%20levels" title=" salary levels"> salary levels</a>, <a href="https://publications.waset.org/abstracts/search?q=educational%20policies" title=" educational policies"> educational policies</a>, <a href="https://publications.waset.org/abstracts/search?q=professional%20development" title=" professional development"> professional development</a>, <a href="https://publications.waset.org/abstracts/search?q=teacher%20turnover" title=" teacher turnover"> teacher turnover</a> </p> <a href="https://publications.waset.org/abstracts/187060/enhancing-teacher-retention-and-professional-satisfaction-an-analysis-of-salaries-policies-and-educational-frameworks" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/187060.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">45</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5339</span> Global Race for Talent: Exploring Global Talent Management (GTM) and its Impact on Organizational Development: From the Prospective of Malaysian MNEs</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Asma%20Moomal">Asma Moomal</a>, <a href="https://publications.waset.org/abstracts/search?q=Zukarnain%20Zakaria"> Zukarnain Zakaria </a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this uncertain, highly competitive and hasty moving era, most of the organizations are surviving under the pressure of complex dynamics, fierce competition and many challenges in terms of global talent management within the global market. One key result of these challenges is that the organizations have to be organized and good at handling human capital if they want to gain sustainable and steady success in near future. By keeping in mind the importance of global competition, many human resource (HR) professionals are diagnosing the complexities in managing talent of human capital at global level, especially those of multinational enterprises (MNEs). As, there has been little research in the country regarding identification of the GTM in MNEs, this paper reviewed the relevant literature in order to examine the role of GTM strategies in enhancing the organizational development in the MNEs of Malaysia. The data collection technique used in this study was done through the secondary data resources (i.e. the existing literature analysis). This study contributes to extend our understanding of the impact of GTM on organizational development of MNEs within the country. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Global%20Talent%20Management%20%28GTM%29" title="Global Talent Management (GTM)">Global Talent Management (GTM)</a>, <a href="https://publications.waset.org/abstracts/search?q=multinational%20enterprises%20%28MNEs%29" title=" multinational enterprises (MNEs)"> multinational enterprises (MNEs)</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20development" title=" organizational development"> organizational development</a>, <a href="https://publications.waset.org/abstracts/search?q=talent" title=" talent "> talent </a> </p> <a href="https://publications.waset.org/abstracts/17029/global-race-for-talent-exploring-global-talent-management-gtm-and-its-impact-on-organizational-development-from-the-prospective-of-malaysian-mnes" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/17029.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">439</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5338</span> Interaction between Human Resource Management and Marketing</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Besa%20Muthuri">Besa Muthuri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper examines the correlation between the organization's human resources (HR) and marketing entities and reviews the literature on customer acquisition and loyalty retention and the various aspects of employer branding. It will also explore how these concepts can be applied to the marketing and human resources departments. HR and marketing teams in the organization function to educate, attract and retain the attention and interests of the modern talent market. While the teams' target products, personas, or services tend to differ, their execution, desired results, and implementation of the respective activities are closely related. Therefore, promoting collaboration between HR and marketing enables the company to enhance business branding and recruitment of top-tier talents that will drive the much-needed change in the organization and promote a higher employee and customer retention rate. To achieve the ultimate HR and marketing relationship, organizations should build their external and internal awareness, track their performance and programs, and promote in-house meetings among employees from all interfacing departments. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=branding" title="branding">branding</a>, <a href="https://publications.waset.org/abstracts/search?q=employee%20retention" title=" employee retention"> employee retention</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resources" title=" human resources"> human resources</a>, <a href="https://publications.waset.org/abstracts/search?q=marketing" title=" marketing"> marketing</a> </p> <a href="https://publications.waset.org/abstracts/161322/interaction-between-human-resource-management-and-marketing" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/161322.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">97</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5337</span> Employee Branding: An Exploratory Study Applied to Nurses in an Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Pawan%20Hinge">Pawan Hinge</a>, <a href="https://publications.waset.org/abstracts/search?q=Priya%20Gupta"> Priya Gupta</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Due to cutting edge competitions between organizations and war for talent, the workforce as an asset is gaining significance. The employees are considered as the brand ambassadors of an organization, and their interactions with the clients and customers might impact directly or indirectly on the overall value of the organization. Especially, organizations in the healthcare industry the value of an organization in the perception of their employees can be one of the revenue generating and talent retention strategy. In such context, it is essential to understand that the brand awareness among employees can effect on employer brand image and brand value since the brand ambassadors are the interface between organization and customers and clients. In this exploratory study, we have adopted both quantitative and qualitative approaches for data analysis. Our study shows existing variation among nurses working in different business units of the same organization in terms of their customer interface or interactions and brand awareness. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=brand%20awareness" title="brand awareness">brand awareness</a>, <a href="https://publications.waset.org/abstracts/search?q=brand%20image" title=" brand image"> brand image</a>, <a href="https://publications.waset.org/abstracts/search?q=brand%20value" title=" brand value"> brand value</a>, <a href="https://publications.waset.org/abstracts/search?q=customer%20interface" title=" customer interface"> customer interface</a> </p> <a href="https://publications.waset.org/abstracts/72160/employee-branding-an-exploratory-study-applied-to-nurses-in-an-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/72160.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">285</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5336</span> Analysis of the Current and Ideal Situation of Iran’s Football Talent Management Process from the Perspective of the Elites</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mehran%20Nasiri">Mehran Nasiri</a>, <a href="https://publications.waset.org/abstracts/search?q=Ardeshir%20Poornemat"> Ardeshir Poornemat</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this study was to investigate the current and ideal situations of the process of talent identification in Iranian football from the point of view of Iranian instructors of the Asian Football Confederation (AFC). This research was a descriptive-analytical study; in data collection phase a questionnaire was used, whose face validity was confirmed by experts of Physical Education and Sports Science. The reliability of questionnaire was estimated through the use of Cronbach's alpha method (0.91). This study involved 122 participants of Iranian instructors of the AFC who were selected based on stratified random sampling method. Descriptive statistics were used to describe the variables and inferential statistics (Chi-square) were used to test the hypotheses of the study at significant level (p ≤ 0.05). The results of Chi-square test related to the point of view of Iranian instructors of the AFC showed that the grass-roots scientific method was the best way to identify football players (0.001), less than 10 years old were the best ages for talent identification (0.001), the Football Federation was revealed to be the most important organization in talent identification (0.002), clubs were shown to be the most important institution in developing talents (0.001), trained scouts of Football Federation were demonstrated to be the best and most appropriate group for talent identification (0.001), and being referred by the football academy coaches was shown to be the best way to attract talented football players in Iran (0.001). It was also found that there was a huge difference between the current and ideal situation of the process of talent identification in Iranian football from the point of view of Iranian instructors of the AFC. Hence, it is recommended that the policy makers of talent identification for Iranian football provide a comprehensive, clear and systematic model of talent identification and development processes for the clubs and football teams, so that the talent identification process helps to nurture football talents more efficiently. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=current%20situation" title="current situation">current situation</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20finding" title=" talent finding"> talent finding</a>, <a href="https://publications.waset.org/abstracts/search?q=ideal%20situation" title=" ideal situation"> ideal situation</a>, <a href="https://publications.waset.org/abstracts/search?q=instructors%20%28AFC%29" title=" instructors (AFC)"> instructors (AFC)</a> </p> <a href="https://publications.waset.org/abstracts/69682/analysis-of-the-current-and-ideal-situation-of-irans-football-talent-management-process-from-the-perspective-of-the-elites" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/69682.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">213</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5335</span> Stress Perception, Ethics and Leadership Styles of Pilots: Implications for Airline Global Talent Acquisition and Talent Management Strategy</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Arif%20Sikander">Arif Sikander</a>, <a href="https://publications.waset.org/abstracts/search?q=Imran%20Saeed"> Imran Saeed</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The behavioral pattern and performance of airline pilots are influenced by the level of stress, their ethical decision-making ability and above all their leadership style as part of the Crew Management process. Cultural differences of pilots, especially while working in ex-country airlines, could influence the stress perception. Culture also influences ethical decision making. Leadership style is also a variable dimension, and pilots need to adapt to the cultural settings while flying with the local pilots as part of their team. Studies have found that age, education, gender, and management experience are statistically significant factors in ethical maturity. However, in the decades to come, more studies are required to validate the results over and over again; thereby, providing support for the validity of the Moral Development Theory. Leadership style plays a vital role in ethical decision making. This study is grounded in the Moral Development theory and seeks to analyze the styles of leadership of airline pilots related to ethical decision making and also the influence of the culture on their stress perception. The sample for the study included commercial pilots from a National Airline. It is expected that these results should provide useful input to the literature in the context of developing appropriate Talent Management strategies. The authors intend to extend this study (carried out in one country) to major national carriers (many countries) to be able to develop a ultimate framework on Talent Management which should serve as a benchmark for any international airline as most of them (e.g., Emirates, Etihad, Cathay Pacific, China Southern, etc.) are dependent on the supply of this scarce resource from outside countries. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=ethics" title="ethics">ethics</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=pilot" title=" pilot"> pilot</a>, <a href="https://publications.waset.org/abstracts/search?q=stress" title=" stress"> stress</a> </p> <a href="https://publications.waset.org/abstracts/115605/stress-perception-ethics-and-leadership-styles-of-pilots-implications-for-airline-global-talent-acquisition-and-talent-management-strategy" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/115605.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">141</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5334</span> Talent Sourcing Practices in Sri Lankan Software Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Malmi%20Amadoru">Malmi Amadoru</a>, <a href="https://publications.waset.org/abstracts/search?q=Chandana%20Gamage"> Chandana Gamage</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Sri Lanka is emerging as a global IT-BPO hub topping up among the 20 global outsourcing destinations. When setting up a new venture in Sri Lanka, talent sourcing plays one of the key functions due to the rapid growth of workforce. Getting competent people with right skills for right positions leads organizations achieving its vision, mission and objectives. It also drives in earning competitive advantage over industry competitors. Thus it is crucial to scan and recruit the best employees to an organization. However there is no published information available on recruitment methods utilized in Sri Lankan software industry, as a study of this nature had not being conducted previously in Sri Lanka. The main objective of this study was to explore various talent sourcing practices exploited in Sri Lankan software industry. Also this study analyses the extent which Sri Lanka has adopted different recruitment strategies utilized in worldwide and its deviations. The research outcome is beneficial for HR professionals to identify the current trends in recruitment practices. Moreover investors who are interested in IT-BPO engagements can gain a thorough knowledge about talent sourcing techniques in Sri Lankan software industry. Finally, this research clues trending areas which can be further investigated in future. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=IT-BPO" title="IT-BPO">IT-BPO</a>, <a href="https://publications.waset.org/abstracts/search?q=recruitment" title=" recruitment"> recruitment</a>, <a href="https://publications.waset.org/abstracts/search?q=Sri%20Lanka" title=" Sri Lanka"> Sri Lanka</a>, <a href="https://publications.waset.org/abstracts/search?q=software%20industry" title=" software industry"> software industry</a>, <a href="https://publications.waset.org/abstracts/search?q=talent" title=" talent"> talent</a> </p> <a href="https://publications.waset.org/abstracts/27375/talent-sourcing-practices-in-sri-lankan-software-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/27375.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">487</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5333</span> Driving Performance Improvement in Mini Markets: The Impact of Talent Management, Business Skills, and Technology Adoption in Johannesburg and Cape Town, South Africa</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fedil%20Jemal%20Ahmed">Fedil Jemal Ahmed</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This conference abstract paper presents a study that aimed to explore the impact of talent management and business skills on performance improvement in mini markets located in Johannesburg and Cape Town, South Africa. Mini markets are small retail stores that play a crucial role in providing essential goods and services to communities. However, due to their small size, they often face significant challenges in terms of resources and management. The study conducted interviews with mini market owners and managers in Johannesburg and Cape Town to understand their approach to talent management, business skills, and their impact on business performance. The results showed that effective talent management practices, including recruitment, training, and retention, along with strong business skills, had a significant positive impact on business performance in mini markets. Furthermore, the study found that the use of technology, such as point of sale systems and inventory management software, can also contribute to business performance improvement in mini markets. The results suggest that mini market owners and managers should prioritize talent management, business skills, and invest in technology to improve their business performance. Comparing the improvements made by mini markets in Johannesburg and Cape Town to those made by others, the study found that the adoption of effective talent management practices and strong business skills were key factors in driving performance improvement. Mini market owners and managers who invested in these areas were better equipped to manage their resources, enhance their customer service, and increase their profitability. When comparing the personal experiences of the fedil jemal who improved their business performance from a small market to a large one, they found that effective talent management practices and strong business skills were crucial in achieving success. Through the adoption of effective talent management practices, the fedil was able to attract and retain top talent, ensuring that the business was managed effectively. Furthermore, the fedil invested in improving their business skills, such as financial management, marketing, and customer service, which helped to increase their revenue and profitability. In terms of technology adoption, the author found that the use of point-of-sale systems and inventory management software were essential in managing their inventory and improving their customer service. By investing in technology, the fedil was able to streamline their operations and enhance their overall business performance. In conclusion, this study provides valuable insights into the importance of talent management, business skills, and technology adoption in improving business performance in mini markets. It highlights the need for mini market owners and managers to prioritize these areas and invest in them to enhance their business performance. The findings of this study have practical implications for mini market owners and managers who are looking to improve their business performance and compete in a highly competitive market. By adopting effective talent management practices, developing strong business skills, and investing in technology, mini market owners and managers can improve their operations and increase their profitability. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=talent%20management" title="talent management">talent management</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20skills" title=" business skills"> business skills</a>, <a href="https://publications.waset.org/abstracts/search?q=technology%20adoption" title=" technology adoption"> technology adoption</a>, <a href="https://publications.waset.org/abstracts/search?q=mini%20markets" title=" mini markets"> mini markets</a> </p> <a href="https://publications.waset.org/abstracts/165958/driving-performance-improvement-in-mini-markets-the-impact-of-talent-management-business-skills-and-technology-adoption-in-johannesburg-and-cape-town-south-africa" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/165958.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">101</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5332</span> Thermal Behavior of Green Roof: Case Study at Seoul National University Retentive Green Roof</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Theresia%20Gita%20Hapsari">Theresia Gita Hapsari</a> </p> <p class="card-text"><strong>Abstract:</strong></p> There has been major concern about urban heating as urban clusters emerge and population migration from rural to urban areas continues. Green roof has been one of the main practice for urban heat island mitigation for the past decades, thus, this study was conducted to predict the cooling potential of retentive green roof in mitigating urban heat island. Retentive green roof was developed by Han in 2010. It has 320 mm height of retention wall surrounding the vegetation and 65mm depth of retention board underneath the soil, while most conventional green roof doesn’t have any retention wall and only maximum of 25 mm depth of drainage board. Seoul National University retentive green roof significantly reduced sensible heat movement towards the air by 0.5 kWh/m2, and highly enhanced the evaporation process as much as 0.5 – 5.4 kg/m2 which equals to 0.3 – 3.6 kWh/m2 of latent heat flux. These results indicate that with design enhancement, serving as a viable alternate for conventional green roof, retentive green roof contributes to overcome the limitation of conventional green roof which is the main solution for mitigating urban heat island. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=green%20roof" title="green roof">green roof</a>, <a href="https://publications.waset.org/abstracts/search?q=low%20impact%20development" title=" low impact development"> low impact development</a>, <a href="https://publications.waset.org/abstracts/search?q=retention%20board" title=" retention board"> retention board</a>, <a href="https://publications.waset.org/abstracts/search?q=thermal%20behavior" title=" thermal behavior"> thermal behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=urban%20heat%20island" title=" urban heat island"> urban heat island</a> </p> <a href="https://publications.waset.org/abstracts/76640/thermal-behavior-of-green-roof-case-study-at-seoul-national-university-retentive-green-roof" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/76640.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">277</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5331</span> Improving the Quality of Staff Performance with a Talent-Driven Approach: Case Study of SAIPA Automotive Manufacturing Company in Iran</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abdolmajid%20Mosleh">Abdolmajid Mosleh</a>, <a href="https://publications.waset.org/abstracts/search?q=Afzal%20Ghasimi"> Afzal Ghasimi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this research is to investigate and identify effective factors that can improve the quality of personal performance in industrial companies. In the present study, it was assumed that the hidden variables of talent management could be explained by an important part of the variance in improving the quality of employee performance. This research is targeted in terms of applied research. The statistical population of the research is SAIPA automobile company with a number (N=10291); the sample of 380 people was selected based on the Cochran formula in a random sampling method among employed people. The measurement tool in this research was a questionnaire of 33 items with a control questionnaire that included two talent management departments (talent identification and talent exploitation) and improvements in staff performance (enhancement of technical and specialized capabilities, managerial capability, organizational interaction, and communication). The reliability of the internal consistency method was confirmed by the Cronbach's alpha coefficient and the two half-ways. In order to determine the validity of the questionnaire structure, confirmatory factor analysis was used. Based on the results of the data analysis, the effect of talent management on improving the quality of staff performance was confirmed. Based on the results of inferential statistics and structural equations of the proposed model, it had high fitness. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=employee%20performance" title="employee performance">employee performance</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20management" title=" talent management"> talent management</a>, <a href="https://publications.waset.org/abstracts/search?q=performance%20improvement" title=" performance improvement"> performance improvement</a>, <a href="https://publications.waset.org/abstracts/search?q=SAIPA%20automobile%20manufacturing%20company" title=" SAIPA automobile manufacturing company"> SAIPA automobile manufacturing company</a> </p> <a href="https://publications.waset.org/abstracts/156831/improving-the-quality-of-staff-performance-with-a-talent-driven-approach-case-study-of-saipa-automotive-manufacturing-company-in-iran" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/156831.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">90</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5330</span> Effect of Drop Impact Behavior on Spray Retention</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hassina%20Hafida%20Boukhalfa">Hassina Hafida Boukhalfa</a>, <a href="https://publications.waset.org/abstracts/search?q=Mathieu%20Massinon"> Mathieu Massinon</a>, <a href="https://publications.waset.org/abstracts/search?q=Fr%C3%A9deric%20Lebeau"> Fréderic Lebeau</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohamed%20Belhamra"> Mohamed Belhamra</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Drop behaviour during impact affects retention. The increase of adhesion is usually seen as the objective when applying crop protection products, while bouncing and shattering are seen as detrimental to spray retention. However, observation of drop impacts using high speed shadow graphy shows that fragmentation can occur in Wenzel wetting regime. In this case, a part of the drop sticks on the surface, what contributes to retention. Using simultaneous measurements of drop impacts with high speed imaging and of retention with fluorometry for 3 spray mixtures on excised barley leaves allowed us to observe that about 50% of the drops fragmented in Wenzel state remain on the leaf. Depending on spray mixture, these impact outcomes accounted for 25 to 50% of retention, the higher contribution being correlated with bigger VMD (Volume Median Diameter). This contribution is non-negligible and should be considered when a modelling of spray retention process is performed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=drop%20impact" title="drop impact">drop impact</a>, <a href="https://publications.waset.org/abstracts/search?q=retention" title=" retention"> retention</a>, <a href="https://publications.waset.org/abstracts/search?q=fluorometry" title=" fluorometry"> fluorometry</a>, <a href="https://publications.waset.org/abstracts/search?q=high%20speed%20imaging" title=" high speed imaging"> high speed imaging</a> </p> <a href="https://publications.waset.org/abstracts/47237/effect-of-drop-impact-behavior-on-spray-retention" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/47237.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">381</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5329</span> Gender Diversity Practices in Talent Management: An Exploratory Study in the Space Industry in Luxembourg</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=K.%20Usanova">K. Usanova</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study contributes to the conceptual and empirical understanding of how gender diversity management (GDM) is integrated into talent management (TM). Following the grounded theory, we interviewed 40 HR managers and talents from the space industry in Luxembourg. We provide a nuanced picture of what attitude on the GDM in TM organizations have, what strategies and practices they conduct, and how they differ from each other. Based on these differences, we developed three types of GDM integration to TM and explained the talents’ view on this issue. To the author's best knowledge, this study is the first empirical investigation of GDM in TM in the space industry that integrates both the TM executives' and TM receivers' views on gender equality in TM. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=gender%20diversity%20management" title="gender diversity management">gender diversity management</a>, <a href="https://publications.waset.org/abstracts/search?q=high-technology%20industry" title=" high-technology industry"> high-technology industry</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management" title=" human resource management"> human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=talent%20management" title=" talent management"> talent management</a> </p> <a href="https://publications.waset.org/abstracts/133290/gender-diversity-practices-in-talent-management-an-exploratory-study-in-the-space-industry-in-luxembourg" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/133290.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">133</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">5328</span> Improving Student Retention with Summer Bridge Programs</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Elizabeth%20Watson">Elizabeth Watson</a>, <a href="https://publications.waset.org/abstracts/search?q=Sara%20Vogt"> Sara Vogt</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The transition from high school to college can be an exciting and confusing time for many students, especially college students with disabilities. In 1983, the University of Wisconsin-Whitewater created a Summer Transition Program (STP) for such students as part of a US Department of Education Demonstration Grant. This program offers incoming students the opportunity to take 2 college courses and live on campus for 4 weeks to help introduce and familiarize them with typical college expectations and support services. Over the past 30 years, 48% of the students have graduated, exceeding the national college graduation rate for students with disabilities. This mixed methods longitudinal study will discuss how this program has increased retention and graduation rates, and success in the co-curricular and living environments for students with disabilities. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=disability" title="disability">disability</a>, <a href="https://publications.waset.org/abstracts/search?q=transition" title=" transition"> transition</a>, <a href="https://publications.waset.org/abstracts/search?q=post-secondary%20education" title=" post-secondary education"> post-secondary education</a>, <a href="https://publications.waset.org/abstracts/search?q=retention" title=" retention"> retention</a> </p> <a href="https://publications.waset.org/abstracts/82376/improving-student-retention-with-summer-bridge-programs" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/82376.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> 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