Talent Management Practices of Selected Human Resource Professionals in Middle to Large-sized manufacturing Multinational Companies in China

Open Access
Author:
Xue, Yi
Graduate Program:
Workforce Education and Development
Degree:
Doctor of Philosophy
Document Type:
Dissertation
Date of Defense:
April 23, 2014
Committee Members:
  • William J Rothwell, Dissertation Advisor
  • William J Rothwell, Committee Chair
  • Wesley Edward Donahue, Committee Member
  • Edgar Paul Yoder, Committee Member
  • Barbara L Grabowski, Committee Member
  • Albert Vicere, Committee Member
Keywords:
  • Talent Management
  • Organization Development
  • Succession Planning
  • Talent Development
  • Talent Retention
  • Attract Talent
  • Competency Model
  • Competency
  • Evaluate Talent Management
  • Change Management
  • Talent Management in China
Abstract:
The purpose of this study was to investigate the Talent Management status and Talent Management practices of selected Human Resource professionals in middle- to large-sized manufacturing multinational companies in China. The following research questions were addressed in this study: 1.What is the current status of “Talent Management” in the middle- to large-sized manufacturing multinational companies in which the selected human resource professionals are working for? 2.How do these selected human resource professionals manage talent for these middle- to large-sized manufacturing multinational companies in China? This study adopted a multiple-case study design. Human Resource professionals from four middle- to large-sized multinational companies were selected and studied by the researcher. Based on the study, the researcher found that the human resource professionals did not have a clear definition of Talent Management. This did not prevent them from linking Talent Management with their organizations’ business strategy, however. Human resource professionals were the leaders, owners, and designers of Talent Management policy, process and programs in their organizations. They also provided consultation and professional advice to company leaders on Talent Management-related problems. The human resource professionals’ practices in attracting, developing and retaining talent did not differ much from practices in other developed regions. The human resource professionals believed the guidelines and criteria—e.g., talent definition and job evaluation, etc.—cascaded down from their headquarters could help ensure fairness, alignment in defining and assessing of talent in their organization. However, they also believed that modification of global Talent Management practices was required to meet specific needs in the China talent market. Findings showed that the areas that needed more attention were the competency model and its application in Talent Management and measuring Talent Management outcomes. This study was among one of the first attempts to investigate how middle- to large-sized Chinese manufacturing multinational companies regard “Talent Management”. The findings provided an overview of Talent Management practices in middle- to large-sized manufacturing multinational companies in China. This research contributed to the literature on Talent Management practices in China, which has been identified as a much under-researched area. It also contributed to efforts to build a foundation for future research in this field. The practices identified in the study could provide a benchmark for other types of Chinese enterprises in managing their talent.