Strategies For Talent Management In Healthcare And Medical Institutions – Exploring the Pedestrian Shade and Pedestrian Route Environment of Urban Parks with Open Source Data: A Case Study in Nanjing, China

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Strategies For Talent Management In Healthcare And Medical Institutions

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Army Talent Attribute Framework

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What Is A Swot Analysis In Healthcare And Why You Need It

By Roberto Luna-Arocas Roberto Luna-Arocas Silit Preprints.org Google Scholar 1, * and Francisco J. Lara Francisco J. Lara Skillit Preprints.org Google Scholar 2

Received: May 14, 2020 / Revised: June 29, 2020 / Accepted: July 2, 2020 / Published: July 4, 2020

Talent Management (TM) is a fundamental issue for both private and public sector companies. This study analyzes the effect of TM on service performance (SP) and the mediating role of affective organizational commitment (AOC). We analyze a sample of 104 local government employees with three measures of TM, AOC, and SP. The mediation hypothesis of AOC was also hypothesized in the study using Baron and Kenny’s method and the Hayes procedure. The results show how AOC is the total mediating variable in the TM → SP causal relationship. This study is transversal. Common method bias is controlled for in the study. The result indicates a concern to improve the services by the professionals who provide them, which in turn indicates a different, more flexible, less bureaucratic and more customer or citizen-oriented management. Given the paucity of research exploring the role of talent management in public services, this article provides valuable insights into the scientific literature and public administration practitioners.

Human Resource Swot Analysis For Talent Management

The current highly competitive situation of organizations means that there must be a deep knowledge of new social and economic challenges [1], which not only affect private sector companies but also have a major impact on public sector companies. Faced with this uncertain situation, talent management (TM) emerges as a crucial strategy in organizations to meet their needs for flexibility, competitiveness and efficiency [2, 3]. In fact, the key to competitiveness lies in talent management, not only in its design but in its effective implementation, bridging the literature gap between theory and practice [4].

That is why, in recent years, finding talented people has become a major concern for organizations trying to achieve both the required performance and potential for the immediate future. For this reason, it has aroused great interest among professionals and academics involved in this field [5, 6]. This includes thinking about how to attract, develop and secure the loyalty of talented people so that they can achieve excellence in the organisation’s objectives [7], or in Ellie Weeks’ Chartered Institute of Personnel and Development Fact Sheet (CIPD) [7] As the saying goes. . 8]: “Talent management is the systematic attraction, identification, development, involvement, retention and deployment of individuals who have exceptional value to the organization, either because of their ‘high potential’ for the future or because they are doing business. /Critical Tasks of Operation”.

Thus, talent management is key not only in the private sector but also in the public sector [6, 9, 10, 11, 12, 13, 14, 15, 16, 17, 18]. Indeed, the war for talent is a major agenda of public services worldwide [19, 20, 21].

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Research on talent management is still in its infancy, and as such there are few studies on the topic in the field of public administration [5, 20]. In fact, most scientific studies have been conducted in the private sector and multinational organizations [22]. Furthermore, practical interest in talent management has not yet reached public sector managers, as evidenced in a recent CIPD study [23] where CEOs of private organizations placed more importance on talent management talent than in other sectors such as the public sector.

Furthermore, the same study reflects the problems public sector organizations have in retaining professionals and experts compared to the private sector (the figure cited by public sector respondents was 60% compared to 40% in the private sector). This is surprising as it also highlights the need to retain talented staff in the public sector. Therefore, the main element of this study is to address this gap by conducting a study on talent management and its impact on organizational behavior and service performance (SP) in local government.

Many studies conducted in the field of human resource and talent management have attached enormous value to affective commitment to the organization [24, 25]. This commitment is considered important in so-called “soft” models where the focus was mainly on the professional development of employees [26]. Recent studies note how affective organizational commitment (AOC) positively affects job satisfaction and job performance and mediates the effect of work-family conflict on job satisfaction [27]. Affective commitment acquires particular relevance when linked to the dependent variables of the organization, as in the case of service performance in local administration. In this way, we are concerned with two perspectives, “soft” (affective commitment) and “hard” (service performance), as is the case in most companies’ strategies [28]. On the other hand, as previously mentioned [5], TM is highly contextual, both internal and external contexts of the organization affect the desired TM strategy, in which the actors involved in TM and their records are interrelated. These authors suggest the need for more in-depth and context-based research, such as the public sector.

John Hopkins Medicine Strategic Plan

The main objective of this article is to relate TM to the improvement of citizen focus through employee commitment. That is, we propose that talent management strategies will have a significant impact on service excellence to the extent that public employees are committed to the organization.

Thus, the current study not only advances the scientific literature regarding the need to achieve a deeper understanding of TM in public administration [5, 20] but also proposes a model that relates effective commitment to TM and its ultimate impact on better service provision. . Citizens Our research also contributes to Bertucci’s [29] call for greater influence and influence of HR managers in public sector organizational structures and decision-making processes.

The current context of organizations is highly competitive and talent management is essential to meet these social, technological and organizational challenges. In fact, a 1997 study by McKinsey and colleagues, initially called the “war for talent” and later published as a book [30], has become a real strategic material that has integrated both professional and scientific approaches [31].

Human Resources Manager Job Description [updated For 2023]

The approach taken in this study is based on the theory of resources and capabilities, where employees are a resource with the potential to be scarce, valuable and inalienable to the organization. This means competitive advantage for the organization’s sustainability over time [32, 33]. In fact, this MT is the most widely used theory in the scientific literature [34]. In addition, in an effort to better understand the meaning and interaction of TM use in an organization, several studies analyzing mediating variables in the relationship between TM and organizational performance have already been conducted [7, 35].

In the case of public services, this performance indicates the excellence of services provided to citizens [36, 37, 38], although there are few empirical studies exploring this relationship [5]. In fact, of the few studies that can be found, some are theoretical, others use qualitative analysis or are case studies [5, 11, 12, 14, 16, 17, 18, 38, 39, 40, 41, 42]. Therefore, both HR and MT are considered useful tools to promote service-oriented behaviors among public servants [43].

Furthermore, as Walker and Andrews [44] point out, three-quarters of studies on human resource quality and local government performance support the notion that staff quality is an important pathway to organizational success.

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However, some voices [16] have warned whether these “hard” assumptions used in the private sector are appropriate in the public service sector. This is because there is a clear tension in public administration in managing talent management if

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