'The Influence of Talent Management in Emerging Markets:(The Case of South Africa) - Research Proposal Example

The Influence of Talent Management in Emerging Markets: The Case of South Africa 1 Introduction Talent management is one of the most important aspects of human resource management (Ulrich, and Brockbank, 2005). An organisation cannot be successful in the long run if it is not able to manage the talent of its human resource (Maybey, Salaman, and Storey, 1999). Talent management has been defined as the expectation of the quality and quantity of human resource that the organisation require and planning to use the talent of the organisation in order to meet the needs (Salaman, Storey, and Billsberry, 2005).

Talent management has also been defined as making the most of the talent or skills of the human resource of the organisation in order to achieve the organisational objectives (Price, 2007; Henry, 1995). Talent management is the art of managing the skills of the human resource to increase the value (Torraco, & Swanson, 1995) and it has become an important part of strategic human resource management (Pilbeam, & Corbridge, 2010). Talent management is a broader term and it includes different activities that the organisation takes to improve the talent and achieve better outcomes from the existing talents of the organisation (Taylor, 2010).

Some of these activities include; recruitment, retaining, improving and developing skills, training, rewarding employees, performance appraisals etc (Newman, & Hodgetts, 1998; Marchington, and Wilkinson, 2005; Jackson, Schuler, & Werner, 2009). Successful organisation link their talent management strategies with the overall organisational strategies in order to make sure that they posses sufficient talent to reach their goals (Stephens, 2010). 1.2 Statement of the research problem This research study aims to analyse the problem that organizations in South Africa are facing in managing their talent properly.

There are many organizations in South Africa that are not able to use their talent up to their potential and thus it has restricted their growth and success. 1.3 Aim of the research The main aims and objectives of the research study would be:To analyse the influence of talent management in emerging economies particularly South Africa.To examine how the current South African organizations are managing their talent. To analyse how better use and management of talent can help organizations in South Africa to prosper.1.4 Scope of the study The scope of this study is to analyse the influence of talent management in emerging economies like South Africa.

Talent management has become a critical part of the success and this study will analyse how organisations in this part of the world are making use of the talent they have.1.5 Research methodology In this research study, the researcher will be using both primary as well as secondary data. Secondary data will be collected from different journal articles, published report, books and online reports to analyse the current trends of talent management and the influence of talent management in emerging countries and in particular South Africa.

Primary data will be collected by the researcher and it will include questionnaire survey and interviews from employees working at different organizations of South Africa. Therefore, by using both the primary and secondary data the researcher will be able to analyse the difference in actual practices and what different scholars have identified (Sekaran, 2006).1.6 Outline of the research reportThe research study will be divided into following chapters:Chapter 1: Introduction – This chapter will introduce the research and define the aims and objectives of the research studyChapter 2: Literature review – This chapter will discuss different concepts and trends related to talent management and its influence on emerging countries.

Chapter 3: Research methodology – This chapter will discuss the research methodology used by the researcher in conducting the researchChapter 4: Analysis – This chapter will analyse the primary data collectedChapter 5: Conclusion – This chapter will conclude the research study. Reference listHenry, C. (1995). Human Resource Management: A Strategic Approach to Management. Oxford: Butterworth-Heinemann.Jackson, S., Schuler, R., & Werner, S. (2009). Managing Human Resources. Mason, OH: South-Western Cengage Learning.

Marchington, M., and Wilkinson, A. (2005). Human resource management at work: people, management, and development. London: CIPD Publishing.Maybey, C., Salaman, G., and Storey, J. (1999). Human Resource Management: a strategic introduction. Oxford: Blackwell Publishers Ltd.Newman, N,. & Hodgetts, R. (1998). Human Resource Management. USA: R.R Donnelley & Sons Co.Pilbeam, S. & Corbridge, M. (2010). People Resourcing and Talent Planning: HRM in Practice, Fourth Edition. Pearson Education Limited: FT Prentice Hall.Price, A. (2007).

Human Resource Management in a Business Context, 3rd edition. London: Cengage. Salaman, G., Storey, J., and Billsberry, J. (2005). Strategic Human Resource Management: theory and practice. London: Sage Publications Ltd.Sekaran, U. (2006). Research Methods for Business, NJ: John Wiley & Sons, Inc.Stephens, N. (2010). ‘Talent Management: ensuring your people give you the competitive edge’. Strategic Direction, vol. 26, no.7, pp. 3-5.Taylor, S. (2010). Resourcing and Talent Management, Fifth Edition.

London: Chartered Institute of Personnel and Development.Torraco, R., & Swanson, R. (1995). ‘The Strategic roles of Human Resource Development’, Human Resource Planning, vol. 18, no. 4, pp. 10-21.Ulrich, D., and Brockbank, W. (2005). The HR value proposition. Boston: Harvard Business School Press.