Dissertation/Thesis Abstract

Leveraging employee engagement through a talent management strategy: Optimizing human capital through human resources and organization development strategy in a field study
by Sweem, Susan L., Ph.D., Benedictine University, 2009, 284; 3349408
Abstract (Summary)

In the past, the human resources function of most organizations has been viewed as administrators handling paperwork instead of business partners with management. Yet, most companies have a mission or vision statement that states people are their most valuable asset. If this is true, the development and concern of employees in any organization would have the highest strategic priority and employee engagement within those organizations would be very high. Unfortunately, many organizations that claim to hold employees as their most valuable asset do not engage their employees and, as a result, they are underperforming.

The human resource departments should be intricately involved with strategically planning and implementing human capital programs. If human resources within organizations want to participate in the formulation of organizational strategy, they will need to enact a change in the human resources role. Human resources must partner with organization development in order to integrate organization development principles and practices into the mainstream. This is a fundamental building block of talent management strategy.

This field study explores how talent management and employee engagement are defined and investigates how a talent management strategy affects employee engagement within a US service unit of a coatings/chemical company. It also explores how human resources (HR) and organization development (OD) can support a talent management strategy.

Using a mixed methods approach of implementing various interventions within the service unit and comparing the results with the other US business units through survey data and semi-structured interviews, the findings conclude that the key components of talent management are a continuously improving work environment, an open climate and clear top communication. The components of the engagement construct are: A supervisor who coaches; employee development; transparent trust; meaningful and challenging work; and commitment. Based upon these constructs and this field study, a talent management strategy does significantly increase employee engagement. Further, when these two constructs are combined, they drive environmental and cultural organization change. Finally, the research demonstrates that talent management is strategic HR/OD. As a result, a model is proposed in which talent management strategy is rooted within HR/OD strategy. In turn, HR/OD strategy is embedded within organizational strategy.

Indexing (document details)
Advisor: Sorensen, Peter F., Jr.
Commitee:
School: Benedictine University
School Location: United States -- Illinois
Source: DAI-A 70/02, Dissertation Abstracts International
Source Type: DISSERTATION
Subjects: Behavioral psychology, Management, Organizational behavior
Keywords: Culture change, Employee engagement, Human resources, Human resources strategy, Organization development, Organization development strategy, Organizational strategy, Talent management
Publication Number: 3349408
ISBN: 9781109053371
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