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Talent Management as High Performance Work Practice: Emerging Strategic HRM Dimension

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  • Sunita Chugh
  • Jyotsna Bhatnagar

Abstract

This study attempts to explore the use of Strategic Human Resource Management (SHRM), as a context for talent management practices in high performing work organizations. Following a multiple case embedded research design, we have investigated how the Talent Management System has been successfully implemented at five high performing well known organizations in the National Capital Region of India. Literature review highlights some testable propositions which the literal replication from the case studies support. Mapping of the Talent Management System is attempted in the case studies. Core issues emerging in the caselets and the linkage with high performance work practices are discussed therein. Implications drawing on the nomonological domain of talent management in HR practice and research are further addressed, in the current study.

Suggested Citation

  • Sunita Chugh & Jyotsna Bhatnagar, 2006. "Talent Management as High Performance Work Practice: Emerging Strategic HRM Dimension," Management and Labour Studies, XLRI Jamshedpur, School of Business Management & Human Resources, vol. 31(3), pages 228-253, August.
    • Handle: RePEc:sae:manlab:v:31:y:2006:i:3:p:228-253
    DOI: 10.1177/0258042X0603100303
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    References listed on IDEAS

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    1. Dyer, L. & Kochan, T.A. & Batt, R., 1992. "International Human Resource Studies: A Framework for Future Research," Papers 92-23, Cornell - Center for Advanced Human Resource Studies.
    2. John Benson, 1995. "Future Employment and the Internal Labour Market," British Journal of Industrial Relations, London School of Economics, vol. 33(4), pages 603-608, December.
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    Cited by:

    1. Prabhashini Wijewantha, 2018. "Developing the corporate global leadership bench strength through transformational leaders," Asian Journal of Empirical Research, Asian Economic and Social Society, vol. 8(12), pages 453-467, December.

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