The Principle of ‘Self-Control’ in the Design of Instruments, Processes and Procedures: True Success Factors of Talent Management

Jens Landwehr

doi:doi:10.11648/j.jhrm.20160406.11

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The Principle of ‘Self-Control’ in the Design of Instruments, Processes and Procedures: True Success Factors of Talent Management

Jens Landwehr

Published in Journal of Human Resource Management (Volume 4, Issue 6)

Received: 31 October 2016 Accepted: 18 November 2016 Published: 21 December 2016

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Abstract

There seems to be a lack of clarity both in research and practice as to what makes talent management instruments and processes truly successful. This study shows, HR organizations and talent managers in many German organizations prefer more traditional over innovative procedures and instruments, even if latter instruments are empirically linked to more success as shown by our research. Furthermore, this paper makes a contribution to the question what makes talent management processes, procedures and instruments truly more successful than others. Based on the responses of 125 participants of an online survey–talent managers and other HR professionals responsible for talent management-we linked the success of certain talent management instruments to specific ingredients which appear to be the differentiators of successful talent instruments and procedures. We found that what we label ‘organization centric’ talent management instruments driven by the language of corporate requirements and personnel needs often lead to lower levels of talent management success. On the other hand, ‘employee centric’ talent management instruments and processes, which take an employee’s self-efficacy, initiative, skills, and personality as starting point resulting in what we call a ‘pull dynamic’ of employee engagement, are significantly more associated with perceived talent management success. We also found that these instruments tend to be associated with lower levels of fluctuation and external recruiting rates. Furthermore, we found that the professionalization of talent management has a positive effect on the relationship described. The study results have important implications on the design, activities and branding of talent management in organizations.

Published in	Journal of Human Resource Management (Volume 4, Issue 6)
DOI	10.11648/j.jhrm.20160406.11
Page(s)	65-76
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), 2016. Published by Science Publishing Group

Keywords

Talent Management, Success Factors, Pull Dynamic, Push Dynamic, Self-Control, Self-Management, Employee Centric, Organization Centric

References

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APA Style

Jens Landwehr. (2016). The Principle of ‘Self-Control’ in the Design of Instruments, Processes and Procedures: True Success Factors of Talent Management. Journal of Human Resource Management, 4(6), 65-76. https://doi.org/10.11648/j.jhrm.20160406.11

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ACS Style

Jens Landwehr. The Principle of ‘Self-Control’ in the Design of Instruments, Processes and Procedures: True Success Factors of Talent Management. J. Hum. Resour. Manag. 2016, 4(6), 65-76. doi: 10.11648/j.jhrm.20160406.11

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AMA Style

Jens Landwehr. The Principle of ‘Self-Control’ in the Design of Instruments, Processes and Procedures: True Success Factors of Talent Management. J Hum Resour Manag. 2016;4(6):65-76. doi: 10.11648/j.jhrm.20160406.11

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@article{10.11648/j.jhrm.20160406.11,
  author = {Jens Landwehr},
  title = {The Principle of ‘Self-Control’ in the Design of Instruments, Processes and Procedures: True Success Factors of Talent Management},
  journal = {Journal of Human Resource Management},
  volume = {4},
  number = {6},
  pages = {65-76},
  doi = {10.11648/j.jhrm.20160406.11},
  url = {https://doi.org/10.11648/j.jhrm.20160406.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20160406.11},
  abstract = {There seems to be a lack of clarity both in research and practice as to what makes talent management instruments and processes truly successful. This study shows, HR organizations and talent managers in many German organizations prefer more traditional over innovative procedures and instruments, even if latter instruments are empirically linked to more success as shown by our research. Furthermore, this paper makes a contribution to the question what makes talent management processes, procedures and instruments truly more successful than others. Based on the responses of 125 participants of an online survey–talent managers and other HR professionals responsible for talent management-we linked the success of certain talent management instruments to specific ingredients which appear to be the differentiators of successful talent instruments and procedures. We found that what we label ‘organization centric’ talent management instruments driven by the language of corporate requirements and personnel needs often lead to lower levels of talent management success. On the other hand, ‘employee centric’ talent management instruments and processes, which take an employee’s self-efficacy, initiative, skills, and personality as starting point resulting in what we call a ‘pull dynamic’ of employee engagement, are significantly more associated with perceived talent management success. We also found that these instruments tend to be associated with lower levels of fluctuation and external recruiting rates. Furthermore, we found that the professionalization of talent management has a positive effect on the relationship described. The study results have important implications on the design, activities and branding of talent management in organizations.},
 year = {2016}
}

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TY  - JOUR
T1  - The Principle of ‘Self-Control’ in the Design of Instruments, Processes and Procedures: True Success Factors of Talent Management
AU  - Jens Landwehr
Y1  - 2016/12/21
PY  - 2016
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AB  - There seems to be a lack of clarity both in research and practice as to what makes talent management instruments and processes truly successful. This study shows, HR organizations and talent managers in many German organizations prefer more traditional over innovative procedures and instruments, even if latter instruments are empirically linked to more success as shown by our research. Furthermore, this paper makes a contribution to the question what makes talent management processes, procedures and instruments truly more successful than others. Based on the responses of 125 participants of an online survey–talent managers and other HR professionals responsible for talent management-we linked the success of certain talent management instruments to specific ingredients which appear to be the differentiators of successful talent instruments and procedures. We found that what we label ‘organization centric’ talent management instruments driven by the language of corporate requirements and personnel needs often lead to lower levels of talent management success. On the other hand, ‘employee centric’ talent management instruments and processes, which take an employee’s self-efficacy, initiative, skills, and personality as starting point resulting in what we call a ‘pull dynamic’ of employee engagement, are significantly more associated with perceived talent management success. We also found that these instruments tend to be associated with lower levels of fluctuation and external recruiting rates. Furthermore, we found that the professionalization of talent management has a positive effect on the relationship described. The study results have important implications on the design, activities and branding of talent management in organizations.
VL  - 4
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Author Information

Jens Landwehr

Faculty of Management, Economics and Social Sciences, Seminar of Personnel Economics and HRM, University of Cologne, Cologne, Germany

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APA Style

Jens Landwehr. (2016). The Principle of ‘Self-Control’ in the Design of Instruments, Processes and Procedures: True Success Factors of Talent Management. Journal of Human Resource Management, 4(6), 65-76. https://doi.org/10.11648/j.jhrm.20160406.11

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ACS Style

Jens Landwehr. The Principle of ‘Self-Control’ in the Design of Instruments, Processes and Procedures: True Success Factors of Talent Management. J. Hum. Resour. Manag. 2016, 4(6), 65-76. doi: 10.11648/j.jhrm.20160406.11

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AMA Style

Jens Landwehr. The Principle of ‘Self-Control’ in the Design of Instruments, Processes and Procedures: True Success Factors of Talent Management. J Hum Resour Manag. 2016;4(6):65-76. doi: 10.11648/j.jhrm.20160406.11

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@article{10.11648/j.jhrm.20160406.11,
  author = {Jens Landwehr},
  title = {The Principle of ‘Self-Control’ in the Design of Instruments, Processes and Procedures: True Success Factors of Talent Management},
  journal = {Journal of Human Resource Management},
  volume = {4},
  number = {6},
  pages = {65-76},
  doi = {10.11648/j.jhrm.20160406.11},
  url = {https://doi.org/10.11648/j.jhrm.20160406.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20160406.11},
  abstract = {There seems to be a lack of clarity both in research and practice as to what makes talent management instruments and processes truly successful. This study shows, HR organizations and talent managers in many German organizations prefer more traditional over innovative procedures and instruments, even if latter instruments are empirically linked to more success as shown by our research. Furthermore, this paper makes a contribution to the question what makes talent management processes, procedures and instruments truly more successful than others. Based on the responses of 125 participants of an online survey–talent managers and other HR professionals responsible for talent management-we linked the success of certain talent management instruments to specific ingredients which appear to be the differentiators of successful talent instruments and procedures. We found that what we label ‘organization centric’ talent management instruments driven by the language of corporate requirements and personnel needs often lead to lower levels of talent management success. On the other hand, ‘employee centric’ talent management instruments and processes, which take an employee’s self-efficacy, initiative, skills, and personality as starting point resulting in what we call a ‘pull dynamic’ of employee engagement, are significantly more associated with perceived talent management success. We also found that these instruments tend to be associated with lower levels of fluctuation and external recruiting rates. Furthermore, we found that the professionalization of talent management has a positive effect on the relationship described. The study results have important implications on the design, activities and branding of talent management in organizations.},
 year = {2016}
}

Copy | Download

TY  - JOUR
T1  - The Principle of ‘Self-Control’ in the Design of Instruments, Processes and Procedures: True Success Factors of Talent Management
AU  - Jens Landwehr
Y1  - 2016/12/21
PY  - 2016
N1  - https://doi.org/10.11648/j.jhrm.20160406.11
DO  - 10.11648/j.jhrm.20160406.11
T2  - Journal of Human Resource Management
JF  - Journal of Human Resource Management
JO  - Journal of Human Resource Management
SP  - 65
EP  - 76
PB  - Science Publishing Group
SN  - 2331-0715
UR  - https://doi.org/10.11648/j.jhrm.20160406.11
AB  - There seems to be a lack of clarity both in research and practice as to what makes talent management instruments and processes truly successful. This study shows, HR organizations and talent managers in many German organizations prefer more traditional over innovative procedures and instruments, even if latter instruments are empirically linked to more success as shown by our research. Furthermore, this paper makes a contribution to the question what makes talent management processes, procedures and instruments truly more successful than others. Based on the responses of 125 participants of an online survey–talent managers and other HR professionals responsible for talent management-we linked the success of certain talent management instruments to specific ingredients which appear to be the differentiators of successful talent instruments and procedures. We found that what we label ‘organization centric’ talent management instruments driven by the language of corporate requirements and personnel needs often lead to lower levels of talent management success. On the other hand, ‘employee centric’ talent management instruments and processes, which take an employee’s self-efficacy, initiative, skills, and personality as starting point resulting in what we call a ‘pull dynamic’ of employee engagement, are significantly more associated with perceived talent management success. We also found that these instruments tend to be associated with lower levels of fluctuation and external recruiting rates. Furthermore, we found that the professionalization of talent management has a positive effect on the relationship described. The study results have important implications on the design, activities and branding of talent management in organizations.
VL  - 4
IS  - 6
ER  -

Copy | Download