Journal of Human Resource Management

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Analyzing the Influence of Selected Talent Management Practices on Employee Discretionary Work Behaviours in Organizations

Received: 30 August 2020    Accepted: 30 April 2021    Published: 19 July 2021
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Abstract

Talent management is significant in every organization if it is to achieve sustainable competitive advantage. Despite this knowledge critical talents remain scarce in many organizations which impair their growth and competitiveness. In many organizations, managers still maintain agency relationships with employees based on the assumption that employment contracts and rewards are sufficient to induce employees to contribute their best efforts towards organizational success. In many instances they ignore the value of providing environments where talents can thrive and be developed. This has made organizations unable to achieve their full potential. Available literature suggests that a range of managerial practices can be used to increase the likelihood of employees in applying their skills beyond the contractual prescriptions. It is on this basis that the paper endeavors to find out the influence of talent management practices and employee discretionary behaviour in organizations, main discretionary behaviours influenced by such practices and the relationship between managerial practices and employee discretionary behaviours. These objectives are clarified by literature from secondary sources that have demonstrated great consensus on the need for Managers to develop innovative talent management practices. These will lead to the emergence of new cultures based on teamwork, collaboration and innovation. Managers can also develop Innovative recruitment and selection processes that can lead to quick identification of highly talented employees and fit them in high performance groups to facilitate risk taking and innovation. This can be complemented by developing a positive psychological contract that can be influenced through rewards and career growth. These activities should be complemented with effective employee retention practices coupled with ethical and socially responsible leadership, to influence employee discretionary behaviours.

DOI 10.11648/j.jhrm.20210903.12
Published in Journal of Human Resource Management (Volume 9, Issue 3, September 2021)
Page(s) 64-68
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Talent, Employee’s Natural Abilities and Skills, Coaching, Personalized Employee Development and Guidance, Discretionary Behavior, Unrewarded Volitional Actions and Behaviours

References
[1] Anthony McDonnell, David G. Collings, Kamel Mellahi and Randall Schuller, 2017. Talent Management: A Systematic Review and Future Prospects. European Journal of International Management, Volume 11 (1), pp 86-128.smlr.rutgers.edu/sites/default/files/images/literature_review__of_tm_in_ejim_jan_2017_Mcdonnel_et_al.pdf.Accessed on 16/04/20, 03:13 PM.
[2] Eva Gallardo-Gallardo, Marian Thunnissen and Hugh Scullion, 2019. Talent Management: Context Matters. The International Journal of Human Resource Management 31 (4), pg 457-473.
[3] Thomas H. Davenport and Lawrence Prusak, 2000. Working Knowledge, Havard Business School Press, USA.
[4] Eva Bostjancic and Zala Slana, 2018. The Role of Talent Management. Comparing Medium-Sized and Large Companies. Major Challenges in Attracting and Retaining Employees. Front. psychol., 19 September 2018/https://doi.org/10.3389/fpsyg.201801750. Accessed on 16/04/20, 2:30 PM. https://doi.org/10.1080/09585192.2019.1642645. Accessed on 16/04/20, 02:40 PM.
[5] Awad and Ghaziri, 2010. Knowledge Management, 2nd Ed., International Technology Group, USA.
[6] Laurie J. Mullins, 2010. Management and Organizational Behaviour, 9th Ed. Pearson Education, UK.
[7] Mellissa A. Schilling, 2010. Strategic Management of Technological Innovation, McGraw-Hill, NY.
[8] Anne-Wil Harzing and Ashley H. Pinnington. 2011. International Human Resource Management, 3rd Ed. Sage publications, London, UK.
[9] Peter F. Drucker, 2011. The Practice of Mangement, Routledge, NY, USA. Pdfs. Semantic scholar.org/f2a5/dee7773f3b63757 dd3a63bf232e25ddc59fb.pdf.Accessed on 17/04/20 at 09.00 Pm.
[10] Richard L. Daft, 2012. New Era Management, 10th, Ed. South-Western, Cengage Learning.
[11] Joe Tidd and John Bessant, 2009. Managing Innovation. Integrating Technological, Market and Organizational Change, John Wiley&Sons, UK.
[12] Phillip Lewis, Adrian Thornhill and Mark Saunders, 2003. Employee Relations: Understanding the Employment Relationship, Pearson Education Limited, UK.
[13] Prathigadapa and Gavanapavarapu, 2014. Talent Management: A Critical Review. Journal of Business and Management, 16 (9) pp 50-54.
[14] Agnes Chemaiyo Kurgat, 2016. Talent Management and its Importance for Today’s Organizations in Kenyan Perspective; A Critical Review. International Journal of Advances in Management and Economics, 5 (5) 01-08. Pp 72-214. C:/users/ADMIN/Downloads/72-214-PB.pbf.Accessed on 17/04/20 at 08.07 PM.
[15] Kimiz Dalkir, 2005. Knowledge Management in Theory and Practice. Elsevier Inc, Oxford, UK.
[16] Paul Evans, Vladimir Pucik and Ingmar Bjorkman, 2011. Talent Management. The Global Challenge. International Human Resource Management. 2nd Ed, McGraw-Hill, NY, USA.
[17] Harvard Business School, 2004, Coaching and Mentoring, Havard Business School Publishing Corporation.
[18] Jack J. Phillips and Adele O. Connel, 2003. Managing retention. A Strategic Accountability Approach, Elsevier, Oxford, UK.
[19] Vlad Valman and David G. Collins, 2013. Talent Management: Advancing the Field. Journal of Human Resource Management, 24 (9) pp 1734-1743. http://doi.org/10.1080/09585192.2013.777544. Accessed on 17/4/20, 08.30 pm.
[20] Donald Hislop, 2009. Knowledge Management in Organizations. A Critical Introduction, 2nd Ed. Oxford University Press, UK.
[21] Ibrahim Duyar and Anthony H. Nomore, 2012. Discretionary Behaviour and Performance in Educational Organizations. The Missing Link in Educational Leadership and Management. Emerald.com/insight/content/doi/10.1108/51479-3660(2012)0000013005/full/html. Accessed on 18/04/20 at 4:50 pm.
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  • APA Style

    Samuel Mwachiro Mwawasi. (2021). Analyzing the Influence of Selected Talent Management Practices on Employee Discretionary Work Behaviours in Organizations. Journal of Human Resource Management, 9(3), 64-68. https://doi.org/10.11648/j.jhrm.20210903.12

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    ACS Style

    Samuel Mwachiro Mwawasi. Analyzing the Influence of Selected Talent Management Practices on Employee Discretionary Work Behaviours in Organizations. J. Hum. Resour. Manag. 2021, 9(3), 64-68. doi: 10.11648/j.jhrm.20210903.12

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    AMA Style

    Samuel Mwachiro Mwawasi. Analyzing the Influence of Selected Talent Management Practices on Employee Discretionary Work Behaviours in Organizations. J Hum Resour Manag. 2021;9(3):64-68. doi: 10.11648/j.jhrm.20210903.12

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  • @article{10.11648/j.jhrm.20210903.12,
      author = {Samuel Mwachiro Mwawasi},
      title = {Analyzing the Influence of Selected Talent Management Practices on Employee Discretionary Work Behaviours in Organizations},
      journal = {Journal of Human Resource Management},
      volume = {9},
      number = {3},
      pages = {64-68},
      doi = {10.11648/j.jhrm.20210903.12},
      url = {https://doi.org/10.11648/j.jhrm.20210903.12},
      eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20210903.12},
      abstract = {Talent management is significant in every organization if it is to achieve sustainable competitive advantage. Despite this knowledge critical talents remain scarce in many organizations which impair their growth and competitiveness. In many organizations, managers still maintain agency relationships with employees based on the assumption that employment contracts and rewards are sufficient to induce employees to contribute their best efforts towards organizational success. In many instances they ignore the value of providing environments where talents can thrive and be developed. This has made organizations unable to achieve their full potential. Available literature suggests that a range of managerial practices can be used to increase the likelihood of employees in applying their skills beyond the contractual prescriptions. It is on this basis that the paper endeavors to find out the influence of talent management practices and employee discretionary behaviour in organizations, main discretionary behaviours influenced by such practices and the relationship between managerial practices and employee discretionary behaviours. These objectives are clarified by literature from secondary sources that have demonstrated great consensus on the need for Managers to develop innovative talent management practices. These will lead to the emergence of new cultures based on teamwork, collaboration and innovation. Managers can also develop Innovative recruitment and selection processes that can lead to quick identification of highly talented employees and fit them in high performance groups to facilitate risk taking and innovation. This can be complemented by developing a positive psychological contract that can be influenced through rewards and career growth. These activities should be complemented with effective employee retention practices coupled with ethical and socially responsible leadership, to influence employee discretionary behaviours.},
     year = {2021}
    }
    

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    AB  - Talent management is significant in every organization if it is to achieve sustainable competitive advantage. Despite this knowledge critical talents remain scarce in many organizations which impair their growth and competitiveness. In many organizations, managers still maintain agency relationships with employees based on the assumption that employment contracts and rewards are sufficient to induce employees to contribute their best efforts towards organizational success. In many instances they ignore the value of providing environments where talents can thrive and be developed. This has made organizations unable to achieve their full potential. Available literature suggests that a range of managerial practices can be used to increase the likelihood of employees in applying their skills beyond the contractual prescriptions. It is on this basis that the paper endeavors to find out the influence of talent management practices and employee discretionary behaviour in organizations, main discretionary behaviours influenced by such practices and the relationship between managerial practices and employee discretionary behaviours. These objectives are clarified by literature from secondary sources that have demonstrated great consensus on the need for Managers to develop innovative talent management practices. These will lead to the emergence of new cultures based on teamwork, collaboration and innovation. Managers can also develop Innovative recruitment and selection processes that can lead to quick identification of highly talented employees and fit them in high performance groups to facilitate risk taking and innovation. This can be complemented by developing a positive psychological contract that can be influenced through rewards and career growth. These activities should be complemented with effective employee retention practices coupled with ethical and socially responsible leadership, to influence employee discretionary behaviours.
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Author Information
  • Department of Business Management and Economics, Pwani University, Kilifi, Kenya

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