Edited By Hasan Arslan, Mehmet Ali Içbay, Alejandro J. Gallard and S. Lizette Ramos
This book presents a collection of papers written by researchers, teachers, administrators, analysts and graduate students working and doing research in the field of social sciences. The scientific studies include a wide range of topics from the analysis of social science textbooks to the teacher image in newspapers, the relationship between self-efficacy and cognitive level and the role of organizational silence on the loneliness of academics in work life.
A New Trend: Talent Management in Public Schools (Erkan Tabancalı / Mithat Korumaz)
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Erkan Tabancalı and Mithat Korumaz
A New Trend: Talent Management in Public Schools
In recent years, public organisations are under the pressure of being more productive, better managed, and efficiently organised. As a result of this pressure, public organisations have realised that to succeed in the competitive and increasingly complex relations, they must have the best talents for their organisational goals. Along with the understanding of the need to hire, develop, and retain talented people, public organisations have been aware that they must manage talent as a critical resource to achieve the best results. Therefore it is possible to say that talent management has been high on the agenda of human resources in the public sector in the last decade. Talent management became popular in the late 1990s with the publication of McKinsey & Company’s “War for Talent” study, which drew widespread attention to a rising demand for talent-intensive skills. Talent management has been involved in its definition as getting a source, attracting talents and picking, enhancing, promoting, and moving talents through the organisation. Although there is no common definition of talent management, talent management is concerned with attracting, recruiting, retaining, and the career development of talented members by using designed methods, processes, resources, and policies (Gay and Sims 2006). Talent management involves revising organisational aim and goals, defining key positions in the organisation, competitive wage policies, job enhancement strategies, performance management, and career development (Atli 2012; Devine &...
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