Orientation – Talent mindset (TM) and organisational commitment (OC) are two separate constructs and it appears that a positive relationship exists between these two constructs. Research Purpose – The study aims to determine the relationship between the talent mindset and organisational commitment of academic heads of departments. Motivation for the Study – There is a vast problem in the higher education sector with regards to retaining academic staff members. In order for higher education institutions to attract and more specifically retain academic talent, one needs to implement a sound talent management model. Before such a model can be implemented with success, the organisation first needs to have a positive talent mindset. The relationship between talent mindset and organisational commitment may provide a means to develop appropriate interventions or strategies in order to enhance the talent mindset by focusing on improving the organisational commitment and vice versa. Research Design, Approach and Method – Two instruments, namely the Talent Mindset Index (TMI) and Organisational Commitment Questionnaire (OCQ), were administered to a sample of 116 heads of departments at a leading university in South Africa, 53 completed questionnaires were obtained. The responses were analysed using correlation analysis and quantitative techniques. Main Findings – Results confirm that the presence of OC is associated with a positive TM Practical / Managerial Implications – The study provides evidence that there is a correlation between OC and the TM of academic heads of departments. Thus, if management utilises existing techniques to increase OC, this should lead to the enhancement of the head of departments’ TM. The enhanced TM would equip them to implement a talent management model to attract and retain academic staff. Contribution / Value Add – By enhancing the TM of the heads of departments through utilising existing techniques to increase OC, management should be in a stronger position to implement a talent management model effectively. / Dissertation (MA)--University of Pretoria, 2014. / lk2014 / Human Resource Management / MA / Unrestricted

The talent mindset of an organisation is a critical success factor which can enhance its capability in driving its strategic objectives. For some, the talent of the organisation may not yet have been defined in relation to the long term objectives whilst other organisations have defined talent but experience uncertainty around the linkage of the various talent management practices. The successful organisations are those that not only understand what core talent means to them, but how to leverage the talent in a manner that allows it to act decisively to drive competitive advantage as well as secure the future success of the organisation. These organisations generally embody a talent mindset. The purpose of this study was to explore the psychometric properties of a talent mindset index which proposes to measure the talent mindset of an organisation through its nine dimensions. The research thus aimed to define the construct validity as well as the reliability of the instrument for usage in business. The ambit of this would be to validate an instrument that could be utilised to establish intervention areas to sustain a talent mindset. Furthermore, the review would allow researchers to further explore the concept of talent mindset, mental models, culture and other related constructs. The talent mindset instrument was administered to a population of 558 Managers and HR professionals, of which a total sample of 154 was obtained within an organisation in the aviation industry. Only 150 of the response data was considered valid for usage in statistical analysis. The researcher conducted an analysis of the data in terms of the descriptives, ran an exploratory factor analysis and reviewed the reliability coefficients of the index in order to identify the psychometric properties of the instrument. The findings were that the instrument displayed a low degree of construct validity with the current methodology, as only one factor could be derived as opposed to the nine proposed in the instrument. The instrument was however found to have a high internal consistency (reliability) with a Cronbach alpha of 0.93, after the 30 items representing the factor were tested. Copyright 2010, University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. Please cite as follows: Welby-Cooke, G 2010, The psychometric properties of a talent mindset index, MCom dissertation, University of Pretoria, Pretoria, viewed yymmdd < http://upetd.up.ac.za/thesis/available/etd-02162012-113318/ > C12/4/200/gm / Dissertation (MCom)--University of Pretoria, 2010. / Human Resource Management / unrestricted

Bakgrund: Organisationers konkurrens om duktiga medarbetare har aldrig varit hårdare och med rätt arbetstagare på rätt plats kan organisationen skapa konkurrensfördelar. För att anses attraktiva måste organisationer kunna möta arbetstagares krav och erbjuda mer än bara en arbetsplats att gå till. Det pågår ett “krig” om talanger och när organisationer lyckats attrahera en talang måste de också se till att behålla den. Det finns dock en risk med att organisationen glömmer de medarbetare som inte är definierade som talang. Organisationen måste därför hitta ett hållbart sätt att attrahera, utveckla och behålla alla de rätta medarbetarna.   Syfte: Syftet med studien är att skapa förståelse för hur de valda organisationerna arbetar med Talent Management samt hur arbetet upplevs av medarbetarna. Genom detta vill vi bidra till ökad förståelse för hur medarbetarnas uppfattning av Talent Management påverkar deras inställning till arbetet.   Metod: Vi har genomfört en flerfallsstudie där två organisationer som arbetar med Talent Management har undersökts. Genom en kvalitativ forskningsmetod har vi samlat in data i form av semistrukturerade intervjuer. I intervjuerna deltog både medarbetare och de ansvariga för organisationernas arbete med Talent Management.   Slutsats: Talent Management hänger ihop med organisationens kultur och när det är väl integrerat i kulturen uppstår ett Talent Mindset. Det är organisationens Talent Mindset som ligger till grund för hur de arbetar med Talent Management. För ett framgångsrikt arbete med Talent Management måste organisationen erbjuda utvecklingsmöjligheter till alla medarbetare, inte bara till identifierade talanger. Utvecklingsmöjligheter bidrar till motivation och en positiv inställning till arbetet vilket gör att organisationer lättare behåller de rätta medarbetarna. Om organisationer arbetar med samtliga medarbetares utvecklingsmöjligheter kan de dock gynnas av att kalla strategin för något annat än Talent Management i syfte att inte kommunicera ett felaktigt fokus på talang. / Background: The competition among good employees is tougher than ever. The right people in the right place of an organization will provide the company with a competitive advantage. There is an ongoing war for talented employees, and organizations must know how to meet employee needs. When a company is able to attract a talent they also need to know how to retain it. However, there is a risk that organizations overlook the employees that have not been identified as talents. Therefore, organizations need to make sure that they have a sustainable approach to attract, develop and retain, not only talents, but all the right people.   Purpose: The purpose of this study is to investigate how the selected organizations work with Talent Management and the employee reactions to it. We aim to increase the understanding of how the employees’ reactions to Talent Management can affect their attitudes towards work.   Method: We did a case study where two organizations that work with Talent Management were investigated. We used an abductive research approach and a qualitative research method. Data was collected through semi-structured interviews. Bother the manager of the Talent Management process and the employees participated in the interviews.   Conclusion: Talent Management is related to organizational culture. Therefore, it is important to align Talent Management into the culture in order to create a Talent Mindset. The Talent Mindset is the basis for how the organization works with Talent Management. To work with Talent Management successfully, the organization needs to develop all employees. When the employees experience opportunities to develop in the organization they also feel motivated. Motivation contributes to positive attitudes and that will make it easier for organizations to retain the right people. If the organization works for all employees opportunity to develop within the organization they could benefit from calling the strategy for anything other than Talent Management, in order to not communicate a wrong focus on talent.

Background and Aim: Most organisations today operate in a globally complex environment that is dynamic, highly competitive and extremely unpredictable (Tarique & Schuler, 2010). Other than the external circumstances, these authors further maintain that organisations are facing various global challenges: talent exiting organisations, managing older mature workers versus managing younger workers and a scarcity in the required competencies for the specific requirements of the positions within the organisation. As mentioned by Bersin (2011) “We are entering a new era of unparalleled talent scarcity which will put a brake on economic growth around the world, and fundamentally change the way we approach workforce challenges.” The challenge arguably presented to many organisations is that they have to think globally and at the same time manage their human capital in a systematic manner in an attempt to gain and sustain future competitive advantage (Tarique & Schuler, 2010). The Talent Mindset of leaders plays an important role in the effective implementation of Talent Management practices. Talent management is a construct that evolves around the concept of leadership mindset (McArdle & Ramerman, 2008). Talent management involves the implementation of integrated human resource strategies to attract, develop, retain and productively utilize employees “with the required skills and abilities to meet current and future business needs” (Kontoghiorges & Frangou, 2009). It is a culture that contributes to and unleashes passion, commitment, and performance of people which in turn contributes to the organisation achieving its mission, vision, and business goals (McArdle & Ramerman, 2008). This means that the leaders of an organisation need to apply a talent mindset and the outcomes thereof on employees and the organisation as a whole. According to Schiuma, Mason and Kennery (2007) leaders have the task of unleashing organisational energy which in turn can have a significant impact on the well-being of employees (Derman, 2009). Managing talent and organisational energy thus means managing the sources of energy dynamics and creating a thriving work environment in which individuals will experience both a sense of vitality and a sense of learning at work (Schiuma et al., 2007; Spreitzer et al. 2005). Individuals who feel a sense of vitality and aliveness are more likely to be mentally and physically healthy (Keyes cited in Spreitzer et al. 2005). The overall purpose of this study was to determine the relationship between Talent Mindset, Organisational Energy and Work Wellness of employees in a multi-national company. This study aimed to describe, explore and understand the concepts Talent Mindset, Organisational Energy and Work Wellness and the interrelationships between them. Research Method: A quantitative approach was used to gather the data by means of three questionnaires namely the Talent Mindset Index (TMI), the EnergyScapes Profile (ESP) and the Shirom – Melamed Vigour Measure (SMVM). The questionnaires were distributed among a convenience sample of employees (N=485) in a South African multi-national company operating in the financial industry. The data were analysed by means of descriptive statistics, and factor analysis, which were followed by multiple regressions and Manovas/ Anovas to test each hypothesis. Results: The regression analysis conducted showed that talent mindset is a significant predictor of organisational energy and work wellness. Organisational energy is a significant predictor of work wellness and organisational energy mediates the relationship between talent mindset and work wellness. The results showed a statistically significant difference between age and the Talent Mindset dimensions but there was no statistically significant difference between gender, home language, race, years in the company, job level and basis of employment. The results further indicated that there is no statistically significant difference between organisational energy and the different biographical variables. It also indicated a statistically significant difference between gender and the SMVM dimensions, but not between marital status, home language, age, years in the company, geographical region, job level and basis of employment. Practical Relevance: This research highlighted the importance of a leader’s Talent Mindset and the impact thereof on individual outcomes such as organisational energy and individual well-being. This research clearly showed that Leaders who apply Talent Management practices sufficiently in organisations enhances employees’ perceptions of organisational energy which in turn have a positive impact on their wellness in the workplace. / Thesis (PhD)--University of Pretoria, 2012. / Human Resource Management / Unrestricted

The study aims to determine the relationship between the talent mindset (TM) and organisational commitment (OC) of academic heads of departments. There is a vast problem in the higher education sector with regards to retaining academic staff members. In order for higher education institutions to attract and more specifically retain academic talent, one needs to implement a sound talent management model. Before such a model can be implemented with success, the organisation first needs to have a positive talent mindset. The relationship between talent mindset and organisational commitment may provide a means to develop appropriate interventions or strategies in order to enhance the talent mindset by focusing on improving the organisational commitment and vice versa. Two instruments, namely the Talent Mindset Index (TMI) and Organisational Commitment Questionnaire (OCQ), were administered to a sample of 116 heads of departments at a leading university in South Africa, 53 completed questionnaires were obtained. The responses were analysed using correlation analysis and quantitative techniques. Results confirm that the presence of OC is associated with a positive TM. Therefore, the study provides evidence that there is a correlation between OC and the TM of academic heads of departments. Thus, if management utilises existing techniques to increase OC, this should lead to the enhancement of the heads of departments’ TM. The enhanced TM would equip them to implement a talent management model to attract and retain academic staff. / Dissertation MCom University of Pretoria, 2014 / Human Resource Management / unrestricted