Talent management
Talents infer individuals as people, and are today portrayed as fundamental for an organization's economical upper hand (Lewis & Heckman 2006; Collings & Mellahi, 2009; Hartmann, Feisel & Schober; Tarique & Schuler, 2010) and augmenting hierarchical execution (Nijs, Gallardo...
| Main Authors: | , , , , |
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| Format: | Book Section |
| Language: | English |
| Published: |
Penerbit Uthm
2019
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| Subjects: | |
| Online Access: | http://eprints.uthm.edu.my/3724/ http://eprints.uthm.edu.my/3724/1/C2%20DN.pdf |
| Summary: | Talents infer individuals as people, and are today portrayed as
fundamental for an organization's economical upper hand (Lewis &
Heckman 2006; Collings & Mellahi, 2009; Hartmann, Feisel &
Schober; Tarique & Schuler, 2010) and augmenting hierarchical
execution (Nijs, Gallardo-Gallardo, Dries & Sels, 2014). A talent is
normally said to be hard to duplicate, mirror and to substitute (Larsen,
2012). Notwithstanding, the writing underlines that a "working
definition" of the term is missing, where in a hierarchical setting, the
term is characterized variously (Lewis & Heckman 2006), and this has
made it hard to pick the "right" definition (Tansley, 2011). So as to
legitimately characterize ability in an authoritative setting, and as per
the target of this examination, three definitions were perceived as
fitting: |
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