{"id":309,"date":"2021-01-25T10:25:54","date_gmt":"2021-01-25T10:25:54","guid":{"rendered":"https:\/\/blogs.napier.ac.uk\/tbs\/?p=309"},"modified":"2021-01-25T10:27:36","modified_gmt":"2021-01-25T10:27:36","slug":"talent-management-as-a-motivational-tool","status":"publish","type":"post","link":"https:\/\/blogs.napier.ac.uk\/tbs\/2021\/01\/25\/talent-management-as-a-motivational-tool\/","title":{"rendered":"Talent management as a motivational tool\u00a0"},"content":{"rendered":"

In the latest Reflective Learning Paper from\u00a0the Human Resources Study Area at Edinburgh Napier, the spotlight is turned on\u00a0Talent Management.\u00a0<\/strong><\/p>\n

Each paper in this series, written\u00a0as a collaborative process between\u00a0an academic\u00a0and\u00a0a practitioner,\u00a0provides a review of our latest research on contemporary issues, and what this means in practice. It includes a case study and\u00a0a set of reflective questions\u00a0designed to encourage and enable the successful application of practice-based\u00a0learning to business contexts.\u00a0<\/em><\/p>\n

A<\/span>s organisations grapple with rapidly and constantly changing business contexts<\/span>, talent m<\/span>anagement is becoming increasingly vital to success<\/span>.\u202f\u00a0<\/span>\u00a0<\/span><\/p>\n

In the\u00a0<\/span>latest\u00a0<\/span>paper<\/span><\/a>,<\/span>\u00a0Norma D\u2019Annunzio-Green<\/span>, Senior Lecturer<\/span>\u00a0at Edinburgh Napier,<\/span>\u00a0and\u00a0<\/span>Dr\u00a0<\/span>Allan\u00a0<\/span>Ramdhony<\/span>,\u00a0<\/span>lecturer in HRM and research methods at Middlesex University, Mauritius<\/span>\u00a0reflect on their latest thinking about the deployment of a \u2018motivational approach\u2019 to T<\/span>alent\u00a0<\/span>M<\/span>anagement (TM)<\/span>, including an anonymous practitioner case study<\/span>.\u00a0<\/span>\u00a0<\/span><\/p>\n

The authors<\/span>\u00a0arg<\/span>ue that current approaches<\/span>\u00a0are highly \u2018performative\u2019 \u2013 marked by traditional practices that are primarily driven by\u00a0<\/span>the\u00a0<\/span>economic interes<\/span>ts and performance outcomes of\u00a0<\/span>the orga<\/span>nisation.\u00a0<\/span>\u00a0<\/span><\/p>\n

T<\/span>he motivational and development needs of workers<\/span>\u00a0<\/span>currently\u00a0<\/span>receive less attention<\/span>.\u00a0<\/span>\u00a0<\/span><\/p>\n

T<\/span>o advance the debate, t<\/span>he authors introduce the term \u2018Motivatio<\/span>nal<\/span>\u00a0Talent Management\u2019 (MTM)<\/span>. The term<\/span>\u00a0identifies<\/span>\u00a0a cluster of HRM-related activities that have potential to strik<\/span>e a better balance between these<\/span>\u00a0two imperatives.\u00a0<\/span>\u00a0<\/span><\/p>\n

Compelling evidence highlights how MTM could<\/span>\u00a0become a powerful lever for sustainable organisational change, and point<\/span>s<\/span>\u00a0to the vital role that line managers\u00a0<\/span>must play in re-energising the talent management<\/span>\u00a0processes.\u00a0<\/span>\u00a0<\/span><\/p>\n

In this paper, a<\/span>\u00a0case study<\/span>\u00a0of\u00a0<\/span>changes taking place within a<\/span>\u00a0privately owned<\/span>\u00a0UK<\/span>\u00a0health care organisation<\/span>\u00a0highlights how<\/span>\u00a0the inability to effectively manage people is one\u00a0<\/span>of the most common pitfalls of o<\/span>rganisational\u00a0<\/span>c<\/span>hange\u00a0<\/span>m<\/span>anagement.\u00a0<\/span>\u00a0<\/span><\/p>\n

It is unthinkable that change managers<\/span>\u00a0can expect to de<\/span>liver sustainable change<\/span>\u00a0without the contribution of a moti<\/span>vated and committed talent pool, therefore<\/span>\u00a0the development of<\/span>\u00a0committed employees<\/span>,<\/span>\u00a0who can creatively contribute to sustainable change success<\/span>,<\/span>\u00a0is of essential interest to all organisations.<\/span>\u00a0<\/span><\/p>\n

This\u00a0<\/span>paper<\/span><\/a>\u00a0makes\u00a0<\/span>essential reading<\/span>\u00a0<\/span>for s<\/span>enior leaders and<\/span>\u00a0line managers, who all\u00a0<\/span>have a vital role to play in creating and sustaining the type of enabling social structures and trusting relational contexts that are conducive to M<\/span>otivational\u00a0<\/span>T<\/span>alent\u00a0<\/span>M<\/span>anagement.<\/span>\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

The development of committed employees through Motivational Talent Management (MTM) is of essential interest to all organisations.<\/p>\n","protected":false},"author":216,"featured_media":310,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"jetpack_post_was_ever_published":false,"footnotes":""},"categories":[37,8],"tags":[105],"class_list":["post-309","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-hrd","category-research","tag-talent-management"],"yoast_head":"\nTalent management as a motivational tool\u00a0 - The Business School<\/title>\n<meta name=\"description\" content=\"The development of committed employees, who can creatively contribute to sustainable change success, is of essential interest to all organisations.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/blogs.napier.ac.uk\/tbs\/2021\/01\/25\/talent-management-as-a-motivational-tool\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Talent management as a motivational tool\u00a0 - 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