‫‪The Effect of Talent Management on Organizational Excellence: A Case Study‬‬ ‫ﺍﻟﻌﻨﻮﺍﻥ‪:‬‬

‫‪of the Jordanian Manaseer Group‬‬

‫ﺑﻨﻰ ﺳﻌﻴﺪ‪ ،‬ﺿﺤﻰ‬ ‫ﺍﻟﻤؤﻟﻒ ﺍﻟﺮﺋﻴﺴﻲ‪:‬‬
‫ﺍﻟﺸﻤﺮﻱ‪ ،‬ﺣﺴﺎﻣ)ﻤﺸﺮﻑ(‬ ‫ﻣؤﻟﻔﻴﻦ ﺁﺧﺮﻳﻦ‪:‬‬
‫‪2020‬‬ ‫ﺍﻟﺘﺎﺭﻳﺦ ﺍﻟﻤﻴﻼﺩﻱ‪:‬‬
‫ﺇﺭﺑﺪ‬ ‫ﻣﻮﻗﻊ‪:‬‬
‫‪1 - 93Excellence: A‬‬
‫‪The Effect of Talent Management on Organizational‬‬ ‫ﺍﻟﺼﻔﺤﺎﺕ‪:‬‬
‫‪1119399‬‬
‫‪Case Study of the Jordanian Manaseer‬‬ ‫‪Group‬‬ ‫ﺭﻗﻢ ‪:MD‬‬
‫ﺭﺳﺎﺋﻞ ﺟﺎﻣﻌﻴﺔ‬ ‫ﻧﻮﻉ ﺍﻟﻤﺤﺘﻮﻯ‪:‬‬
‫‪English‬‬ ‫ﺍﻟﻠﻐﺔ‪:‬‬
‫‪By:‬‬
‫ﺭﺳﺎﻟﺔ ﻣﺎﺟﺴﺘﻴﺮ‬ ‫ﺍﻟﺪﺭﺟﺔ ﺍﻟﻌﻠﻤﻴﺔ‪:‬‬
‫‪Duha yousef Bani saeed‬‬
‫ﺟﺎﻣﻌﺔ ﺍﻟﻴﺮﻣﻮﻙ‬ ‫ﺍﻟﺠﺎﻣﻌﺔ‪:‬‬
‫ﻛﻠﻴﺔ ﺍﻻﻗﺘﺼﺎﺩ ﻭ ﺍﻟﻌﻠﻮﻡ ﺍﻻﺩﺍﺭﻳﺔ‬
‫‪2017360003‬‬ ‫ﺍﻟﻜﻠﻴﺔ‪:‬‬

‫‪Supervised by:‬‬ ‫ﺍﻻﺭﺩﻥ‬ ‫ﺍﻟﺪﻭﻟﺔ‪:‬‬

‫‪Dissertations‬‬ ‫ﻗﻮﺍﻋﺪ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‪:‬‬
‫‪Prof. Hussam Al Shammari‬‬
‫ﺍﻷﻧﺸﻄﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‪ ،‬ﺍﻟﻘﻄﺎﻉ ﺍﻟﺘﺠﺎﺭﻱ‪ ،‬ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‪ ،‬ﺍﻟﺘﻤﻴﺰ ﺍﻟﻤؤﺳﺴﻲ‪ ،‬ﺍﻷﺭﺩﻥ‬ ‫ﻣﻮﺍﺿﻴﻊ‪:‬‬
‫‪http://search.mandumah.com/Record/1119399‬‬ ‫ﺭﺍﺑﻂ‪:‬‬
‫‪Thesis Submitted in Partial Fulfillment of the Requirement for the‬‬

‫‪Yarmouk University‬‬

‫‪Irbid , Jordan‬‬

‫© ‪ 2021‬ﺩﺍﺭ ﺍﻟﻤﻨﻈﻮﻣﺔ‪ .‬ﺟﻤﻴﻊ ﺍﻟﺤﻘﻮﻕ ﻣﺤﻔﻮﻇﺔ‪.‬‬

‫ﻫﺬﻩ ﺍﻟﻤﺎﺩﺓ ﻣﺘﺎﺣﺔ ﺑﻨﺎﺀ ﻋﻠﻰ ﺍﻹﺗﻔﺎﻕ ﺍﻟﻤﻮﻗﻊ ﻣﻊ ﺃﺻﺤﺎﺏ ﺣﻘﻮﻕ ﺍﻟﻨﺸﺮ‪ ،‬ﻋﻠﻤﺎ ﺃﻥ ﺟﻤﻴﻊ ﺣﻘﻮﻕ ﺍﻟﻨﺸﺮ ﻣﺤﻔﻮﻇﺔ‪ .‬ﻳﻤﻜﻨﻚ ﺗﺤﻤﻴﻞ ﺃﻭ ﻃﺒﺎﻋﺔ ﻫﺬﻩ ﺍﻟﻤﺎﺩﺓ ﻟﻼﺳﺘﺨﺪﺍﻡ‬
‫ﺍﻟﺸﺨﺼﻲ ﻓﻘﻂ‪ ،‬ﻭﻳﻤﻨﻊ ﺍﻟﻨﺴﺦ ﺃﻭ ﺍﻟﺘﺤﻮﻳﻞ ﺃﻭ ﺍﻟﻨﺸﺮ ﻋﺒﺮ ﺃﻱ ﻭﺳﻴﻠﺔ )ﻣﺜﻞ ﻣﻮﺍﻗﻊ ﺍﻻﻧﺘﺮﻧﺖ ﺃﻭ ﺍﻟﺒﺮﻳﺪ ﺍﻻﻟﻜﺘﺮﻭﻧﻲ( ﺩﻭﻥ ﺗﺼﺮﻳﺢ ﺧﻄﻲ ﻣﻦ ﺃﺻﺤﺎﺏ ﺣﻘﻮﻕ ﺍﻟﻨﺸﺮ ﺃﻭ ﺩﺍﺭ‬
‫ﺍﻟﻤﻨﻈﻮﻣﺔ‪.‬‬
‫‪i‬‬
The Effect of Talent Management on Organizational Excellence: A
Case Study of the Jordanian Manaseer Group

By:

Duha yousef Bani saeed

2017360003

Supervised by:

Prof. Hussam Al Shammari

Thesis Submitted in Partial Fulfillment of the Requirement for the

Yarmouk University

Irbid , Jordan

i
 MBA thesis entitled

The Effect of Talent Management on Organizational

Excellence: A Case Study of the Jordanian Manaseer Group

Prepared by:
Duha yousef Bani saeed

Field of Specialization: Business Administration

2020

Approved By:
Hussam Al-Sham Chairman
Professor of Business Administration, Yarmouk University.

Mohammed O. Al- .. Member

Professor of Business Administration, Jerash University .

Islam A. Al- Azzam .. .....Member

Professor assistance of Business Administration, Yarmouk University.

Majed K. Al- ......Member

Professor assistance of Business Administration, Yarmouk University.

ii
iii
 Dedication

To my parents for their endless love, support and

Encouragement;

To my beloved sisters and brothers, who stand by me when

Things looking dark;

To my lovely, supporter husband who has been

a constant source of support and encouragement;

To my children, because you are in my life;

To my dear grandmother, who gives me motivation by

her prayers for me;

To all my family, the symbol of love and giving;

To my friends who encourage and support me;

To all the people in my life who touch my heart.

iv
 Acknowledgement

First and foremost, I would like to express my deep and sincere gratitude to my

research supervisor, Prof. Hussam Al-Shammari, "a full professor of strategic

management and international business at Yarmouk University", for giving me the

opportunity to do research and providing invaluable guidance throughout this

research. His dynamism, vision, sincerity, and motivation have deeply inspired me.

He has taught me the methodology to carry out the research and to present the

research works as clearly as possible. It was a great privilege and honor to work and

study under his guidance. I am extremely grateful for what he has offered me. I

would also like to thank him for his friendship, empathy.

Besides my supervisor, I would like to thank the members of my thesis committee

for reading my thesis and making insightful comments. I am extremely grateful to

my parents for their love, prayers, caring and sacrifices for educating and preparing

me for my future. I am very much thankful to my husband and my kids for their love,

understanding, prayers and continuing support to complete this research work. Also,

I express my thanks to my sister, brothers, grandmother, and my mother in law for

their support and valuable prayers. I would like to say thanks to my friends and

research colleagues, Hatoof Abu Dalo, Maha Latayfeh , and Bahaa, for the team

spirit and for cooperation and constant encouragement .My Special thanks go to my

friend Nou ralshinag for the keen interest shown to complete this thesis

successfully.Finally, my thanks go to all the people who have supported me to

complete the research work directly or indirectly.

Duha Bani Saeed

v
 Index

Subject Page No.

Examination Committee Decision iii

Dedication iv

Acknowledgement v

Index vi

List of Tables viii

ix

List of ix

Abstract x

Chapter One : General Framework 1

1.1 Introduction 1

1.2 Problem Statement and Questions 3

1.3 The research importance 4
1.4 Study hypotheses 5
1.5 Thesis Contents 7
Chapter Two: Theoretical Framework 9

2.1Conceptual Foundations 9
2.1.1 Talent management 9
2.1.2 Organization excellence 14
2.2 Research Model 21
2.2.1 Talent Management and Organizational Excellence 21
2.2.2 Moderation Effects of Experience and Qualification 25
2.3 Literature Review Summary 26
Chapter Three: The Research Methodology 30

3.1Study Population and Sample 30

3.2Data Collection 31
3.3 Variables and Measure 32
. 34
3.5Data 35

vi
 Chapter Four: Results 40

4.1 Sample Characteristics and Demographics 40

4.2Descriptive Statistics 42
4.3 Hypotheses Testing 45
Summary 54

Chapter: Five Discussion 55

55
5.2 58
59
References 62
71
92

vii
 List of Tables

Table Page No.

Table (2-2): Comparison between International, Arab and Local Excellence Models . 19
Table (2-3): Summary of the most important results of previous studies 27
Table (3-3): 35
Table (3-4): Kurtosis and Skewness Values for Dimensions of Study Variables 38
(N=196)
Table (3-5): Tolerance, VIF and Pearson Correlations, between the Dimensions of 38
Talent Management (N=196)

Table (4-1): Sample characteristics (N=196) 41

Table (4.2): Mean and Standard Deviation Values Interpretation 42

Table (4-3): Mean and Std. Values for Talent Management and Organizational 44
Excellence Dimensions (N=196)
Table (4-4): Results of hierarchical regression analyses for the effect of Talent 46
management - Organizational excellence
Table (4-5): Results of hierarchical regression analyses for the effect of Talent 48
attraction - Organizational excellence
Table (4-6): Results of hierarchical regression analyses for the effect of Talent 50
development - Organizational excellence
Table (4-7): Summary of Hierarchical Regression for Testing the Relationship 53
between Talent Management and Organizational Excellence Hypotheses along the
Moderation
Table (4-8): Summary of Hierarchical Regression for Testing the Relationship 54
between Talent Management and Organizational Excellence Hypotheses along the
Moderation Effect

viii
 List of Figures

Figure Page No.

Figure (2-1) represents the Mapping the talent management territory (Blass, 2009,) 13

Figure (2-2): Research Model 21

Figure (3-1): Scatter-dot diagram for Talent Management 36

Figure (3-2): Scatter-dot diagram for Organizational Excellence 37

Figure (4-1): Two-way interaction plot for the moderating effect of Education on 47
Talent management - Organizational excellence relationship

Figure (4-2): Two-way interaction plot for the moderating effect of Education on 51
Talent development - Organizational excellence relationship

Figure (4-3): Two-way interaction plot for the moderating effect of Experience on 52
Talent development - Organizational excellence relationship

List of Appendix

Appendix Page no.

Table (2-1): Definitions of Talent Management (TM) 71
Table (3-a1): An overview of the most important awards of the Jordanian 74
Manaseer Group.
Table (3-2A): Talent attracting Measurement 75
Table (3-2B): Talent Development Measurement 75
Table (3-2C): Talent Retaining Measurement 76
Table (3-a2): Organizational Excellence Measurement 76
Table (3-a3): Std. values for scales responses by the sample 78
Appendix 5 80

ix
 Abstract

This study aimed to identify the impact and the reality of applying Talent Management

on Organizational Excellence. The study targets the employees of the Jordanian

Manaseer Group as a case study. to explore whether talent management is a determinant

of organizational excellence.

In order to achieve the objectives stated in this study, experience and qualification were

added to the model and they were treated as a moderating variable for comparison

between talent management and organizational excellence. To achieve the goals of the

study, the researcher designed a questionnaire to collect primary data from the study

sample. A positivist philosophy was adopted with a deductive design. Hypotheses were

set based on theories that explain intentions. The data was collected using an online

questionnaire containing valid psychometric scales. In total, 204 responses were

received; the data collected from the respondents were analyzed using hierarchical

regression analysis by SPSS version (25).

The study found that the level of application of talent management strategies in the

Jordanian Manaseer Group came to a high degree, and also a high level of

organizational excellence in it. The study also showed an important impact and positive

correlation to the level of application the talent management strategies at the level of

organizational excellence. The results showed that all the variables in the model: talent

attraction, talent development, and talent retention were important precedents for

organizational excellence. Moreover, experience and qualification did not enhance the

relationship between talent management strategies and organizational excellence. The

novelty of this study is attributed to its contribution in the fields of management,

x
economics, and entrepreneurship by examining the concept of talent management with

organizational excellence within experience and qualification.

The study came out with several recommendations, including the necessity to

coordinate with universities and colleges to attract and employ talented people and

allow them to unleash their creative energies and to ensure that talents are attracted at

the local and international levels, and the national endeavor to limit the emigration of

national minds and maximize their use locally.

Key words: Talent Management Strategies, Organizational Excellence, Jordanian

Manaseer Group, Jordan.

xi
 Chapter One

General Framework
The Chapter starts with an overview of the topic of the current
study. Then it describes the problem of the current study that
will be addressed, the importance of the study, its objectives,
and the hypotheses that will be investigated. Finally, this
chapter provides a brief summary of the thesis contents.

1.2 Introduction:

Ever since 1998, when a gro

achieve organizational excellence (Michaels, Handfield-Jones, & Axelrod, 2001). It is

worth mentioning that the "war for talent"

brought into light the notion that Better talent is worth fighting for due to the rising need

for the requirement for highly skilled employees at the workplace among the

organizations(Megri, 2014).Talent management (TM) has been an increasingly popular

topic (Chuai, Preece, & Iles, 2008). In recent years, a notable increase in the number of

articles and books relating to TM is observed as it is seen more and more as a high-

priority issue for organizations worldwide (Iles, Preece, & Chuai, 2010). Talent

Management (TM) consists of a set of procedures, systems, and processes that translate

an organization s talent creed and strategy into a diagnostic and implementation

program for investing in the people who exemplify the culture that will achieve

organizational excellence (Berger & Berger, 2004). Thefrequently used

can be academically defined as describing the ability of an individual to produce

creative solutions, encourage others, and foster success even in the face of time

., 2018). Talent management is the use of an integrated set of

activities to ensure that the organization attracts, motivates, develops, and retains the

talented people it needs now and in the future (Armstrong, 2009). Proper talent

1
management is considered a critical determinant of organizational success (Beechler &

Woodward, 2009; Iles, Chuai, & Preece, 2010), where many organizations have gone

on to take comprehensive administrative approaches in search of excellence, rather than

relying on internal and simple changes in organizations. Further, organizational

excellence has been linked to many modern administrative trends and methods

including talent management (Hashemi & Ghajari, 2014). So, it is widely common that

acquiring the right talent in the right place is more critical than ever before (Strack et al.,

2008). And that, in turn, means companies will have to work harder to win and retain

the talent they need to prosper (Michaels et al., 2001).Thus, talent and talent

management have been given priority in the life cycle of HR activities (Dhanabhakyam

& Kokilambal, 2014).

Jordanian organizations began to walk towards the global pace with a focus on talent

management, but some of these organizations resorted to formal attention to them and

focus on their traditional roles without looking at the strategic dimension of the role of

human resources in formulating steps for success and excellence.

This study aims to (1) examine the implementation and practice of talent management

strategies (talent attracting, talent development, talent retention) in Jordanian Manaseer

group as a case study, (2) identify the relationship between these talent management

strategies (talent attraction ,talent development ,talent retention ) and organizational

excellence, and (3) identify the role of experience and qualification as moderators

variable in explaining the relationship between talent management and organizational

excellence.

2
1.2 Problem Statement and Questions

Developed countries have recognized and dealt with the problem of talent war in light

of the concept of talent management. However, many organizations still lack a real

understanding of this problem, as they work to focus on managing threats that are

concerned with measuring the gap in the performance of human resources, and then

work to address them through training, development, mentoring and motivation

programs as the continuation of this gap represents a threat to the targeted performance.

ignoring opportunity that may need less effort and cost to achieve excellence, success,

and innovation than threat management which is talent management. This does not

mean that we ignore threat management, but there must be alignment in the

organization's development efforts in managing opportunities and threats. Today,

companies face uncertainty about how to manage talent management and formulate

their strategies, especially in the global economy. Every leader in any organization must

continue to invest in human capital to address the shortage of talent (Oladapo, 2014).

In a constantly changing business environment, competitive firms must adapt to

innovations in many areas in order to survive and sustain their development. Manaseer

Group competes with other companies from the same field and the company relies on

its competition for all available capabilities from human resources and technological

development. The most important of these capabilities is the creative human component

and distinguished competencies to attract the most talented employees with high ability

to adapt to work requirements and developments, from high productivity, and alerting

threats and turning them into opportunities that can be used to achieve excellence.

Many authors have argued about the importance of talent management to improve and

facilitate access to organizational excellence, however, empirical research that examines

the extent to which talent management is implemented and its impact on organizational

3
excellence is limited globally and locally. There have been insufficient studies to

investigate whether companies are effectively applying talent management and thus

access to organizational excellence, or if their interest in talent management is only to

improve their reputation and image and to show the company that it is in keeping with

technological and managerial revolutions. Therefore, the current study was conducted to

examine the extent to which talent management strategies are applied and their

relationship to organizational excellence in the Jordanian Al-Manaseer Group as a case

study, as well as the role of the moderator variable, experience and qualification, in this

relationship.

Talent management in the Manaseer Group can effectively enable it to achieve

organizational excellence that gives the company a long-term qualitative and

quantitative advantage over market competitors. A study of the impact of talent

management on organizational excellence may reveal the results organizations can use

in talent management to achieve performance excellence. Therefore, the purpose of this

study is the answer to the following two primary questions. First, "Is there an impact for

talent management practices (attracting talent, developing talent, and retaining talent) on

organizational excellence in the Jordanian Manaseer Group?"

experience and educational qualification affect the direction and strength of this

1.3 The Research Importance

Depending on the study problem, the importance of the current study is illustrated as

follows. Previous research on talent management has focused on the organizational

context (large business companies) of large corporations as multinationals; however,

there is evidence to suggest that the issue is no longer confined to large multinationals

4
or large local organizations (Iles, Chuai, &Preece 2010). Talent management issues are

increasingly important in the SME (Small and Medium Enterprises) sector that is

beginning to shift to the global market, but there is a dearth of empirical studies on such

companies (Festing, Schafer, & Scullion, 2013). This study examined some of the

variables that play a significant role in the excellence and success of organizations

locally and globally, and the importance of this study lies in looking for the impact of

talent management on institutional excellence at Manaseer Group. Therefore; the

importance of this study lies in the following:

Theoretical importance: The importance of this study appears through the scarcity of

published studies on the relationship between talent management strategies and

organizational excellence in Jordanian companies in particular and Arab and

international organizations in general.

Practical importance: The study of talent management and its impact on institutional

excellence reveals findings and recommendations that may benefit organizations and

partnerships in a practical way in adopting talent management as a source of

competitive advantage. Results will be based on more than one measure in this study.

Companies and organizations can employ them to measure the level of talent

management and organizational excellence in order to increase their efficiency and

effectiveness.

1.4 Study hypotheses:

The following hypotheses are formulated to achieve the objectives of the current study:

H1: Talent management has a positive relationship on organizational excellence in the

Jordanian Manaseer Group.

5
The first main hypothesis is divided into three sub-hypotheses to examine the three
practices of talent management (talent attraction, talent development, and talent
retention) as follows:

H1a: Talent attracting has apositive relationship on improving excellence in the

Jordanian Manaseer Group.

H1b: Talent development has a positive relationship on improving

organizational excellence in the Jordanian Manaseer Group.

H1c: Talent retention has a positive relationship on improving organizational

excellence in the Jordanian Manaseer Group.

H2: Experience and qualification moderate the relationship between talent

management and organizational excellence as respondents who have higher levels of
education and experience report higher levels of organizational excellence.

The second main hypothesis is divided into three sub-hypotheses to examine the three
practices of talent management (talent attraction, talent development, and talent
retention) as follows:

H2a: Experience and qualification moderate the relationship between talent

attracting and organizational excellence as respondents who have higher levels
of education and experience report higher levels of organizational excellence.

H2b: Experience and qualification moderate the relationship between talent

development and organizational excellence as respondents who have higher
levels of education and experience report higher levels of organizational
excellence.

H2c: Experience and qualification moderate the relationship between talent

retaining and organizational excellence as respondents who have higher levels
of education and experience report higher levels of organizational excellence.

6
1.5 Thesis Contents

In addition to this chapter, this thesis consists of four chapters. Its content will be

summarized as follows:

Chapter Two: This chapter describes the theoretical background of the current study

based on relevant literature. The researcher explains the concepts of the current study

variables and the most prominent definitions, and highlights previous studies related to

talent management and its impact on institutional excellence, and develops the study

assumptions for the experimental test, and briefly mentioned about the study

environment and why it was chosen, and the chapter concludes with a summary of the

most important previous studies that support the study, and show what distinguishes the

current study from the previous studies that were mentioned.

Chapter Three: This chapter provides a description of the research methodology. The

first section defines the study population and its sample. Data sources, and how to

develop the questionnaire .The second section explains how data were collected. Based

on the relevant literature, the researcher describes the elements that will measure the

variables of this study and the design of the measurement tool, which is the

questionnaire, in the third section. In the same section, the specific elements in the

measurement tool were subjected to building reliability and validity to ensure that the

specific elements accurately measured study variables. The next section prepares and

examines the data. Finally, the researcher describes the statistical tools used in data

analysis.

Chapter Four: This chapter presents the results of the current study. First, the

researcher summarized the demographic characteristics of the sample along industry,

age, and firm size dimensions. Second, descriptive statistics (means, standard

7
deviations, and simple Pearson correlations) were presented. Finally, hierarchical

regression analyses and hypotheses testing were provided.

Chapter Five: This chapter discusses findings related to the relationships between the

variables of the current study. Additionally, this chapter provides recommendations and

provides suggestions for future research.

8
 Chapter Two

Theoretical Framework

This chapter describes the theoretical background of the current study

based on relevant literature. The researcher explains the concepts of
the current study variables and the most prominent definitions, and
highlights previous studies related to talent management and its impact
on institutional excellence, and develops the study assumptions for the
experimental test, and briefly mentioned about the study environment
and why it was chosen, and the chapter concludes with a summary of
the most important previous studies that support the study, and show
What distinguishes the current study from the previous studies that
were mentioned.

2.1 Conceptual Foundations

2.1.1 Talent management

The term "talent" comes from ancient Babylonia, Greece, and the Roman Empire. The

monetary unit (Gallardo-Gallardo et al., 2013). As of the medieval ages, the word talent

developed into the world as we know it today, referring to the natural ability of a

character and aptitudes (Hoad, 1993). Nowadays, talent refers to innate giftedness,

which is regarded as a gift (Tansley, 2011). Because we have so many different views

on what a talented person is, the issue becomes that we do not have a common language

for speaking of talent, with its interpretation and identification dependent on time,

people, and place. For example, Tansley (2011:267)

univer

has to do with the development of the concept of talent in that talent can be viewed

9
and business has been defined in several definitions including The McKinsey

management. This was due to the shortage of talent, and they thus defined talent as

Talent consists of those individuals who can make a difference to organization

performance, either through their immediate contribution or in the longer term by

demonstrating the highest levels of potential' (CIPD, 2007:3). Similarly, Lawler

he right talent is the fundamental building block when it comes to

creating an organization capable of innovating and changing and using this as a source

contribute significantly to organizational success. In this context, the concept of talent

management appeared which is one of the concepts that appeared in the world of

management and business as a result of the developments that accompanied the era of

globalization, increasing population growth rates, and the knowledge revolution, which

led to the need for increasing the scope of services provided to communities in terms of

quantity and quality, and increased the interest to the inputs of the organizational

system, especially the human resources in terms of developing their capacities and

talents (Al-Masry& Al-Agha, 2015). As a result of which TM gained fame in the

development and management organization and McKinsey's phrase "war for talent"

became part of the business language. In the academic world, talent management (TM)

is a disputed concept. Literature reviews of talent management often bring up the fact

that there is no agreed-upon explanation of what talent management is. However, they

10
are complementary to each other. Lewis and Heckman (2006) discussed the problem of

talent management (TM) and explained that talent management researchers have taken

three clear perspectives on its definition. The salient highlights of those definitions

include: The first perspective takes the view that talent management is merely an

extension of the HR sub-functions and the term is used interchangeably with HRM. The

second perspective focuses on only one aspect of talent management and puts less

emphasis on its other aspects;this perspective takes talent pools as a mechanism to

ensure a regular supply of able workers so that current and possible future requirements

are met without any hindrance. The third perspective can be divided into two

approaches: the exclusive approach and the comprehensive approach;the exclusive

approach suggests that talent is exclusive to some "gifted" individuals only, and

therefore is limited. On the other hand, the inclusive approach considers that all

employees are talented, and an organization-wide effort is needed to encourage people

to explore and improve their talent by providing opportunities to all the employees. So,

the third perspective has a subject approach towards talent (subject approach considers

Mellahi (2009) added a fourth stream to this list, which emphasizes the identification

of key positions, thus the focus is on positions rather than talented individuals. These

perspectives have been instrumental in developing a definition of talent management

and have given varying degrees of importance to different aspects of talent management

in focusing on critical job positions and centers of strategic importance and identifying

the names of replacements for critical positions (Haskins& Shaffer, 2010).Thus TM was

11
defined by Creelman (2004) as:

Collings and Mellahi (2009:305)

processes that involve systematically identifying key functions that contribute

differently to the sustainable competitive advantage of an organization, developing a

pool of high-potential talent and high-performing functions to fill these roles,

developing a structure of distinguished human resources to facilitate the filling of these

jobs with specialized positions and to ensure their continued commitment to the

organization. Anupam and Upsna (2012) expanded its definition as a process of

attracting, integrating, developing and retaining highly skilled workers to work in the

organization. Blass (2009:22)

between strategy, succession planning and HRM, drawing primarily on development

strategies, recruiting and retention strategies, and reward strategies, supported by good

data sources, monitoring and . Figure (2-1) represents the mapping the

talent management territory (Blass, 2009, p. 22).

12
 Figure (2-1) represents the Mapping the talent management territory (Blass, 2009,)

Despite its growing popularity and more than a decade of debate, talent management

structure suffers from conceptual confusion in that there is a serious lack of clarity

regarding its definition, scope, and overall goals (Lewis & Heckman, 2006; Tansley et

al., 2007). The lack of theoretical foundations and conceptual development in talent

management literature can be partly attributed to the fact that most literature in this field

relies on practitioners or consultants (Iles, Chuai, et al., 2010; Preece, Iles &Chuai,

2011). This last conclusion also explains the focus of the literature on practices ("how")

rather than "who" is considered talented and "why". Table (2-1) in Appendix (1) in

provides a summary of the hierarchy of definitions of talent management to facilitate

clarification and understanding of the concept of talent management and its evolution.

13

Powered by TCPDF (www.tcpdf.org)