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Talent management in emerging markets /
While much has been written on talent management in the global context, talent management in emerging markets and the unique challenges and opportunities it presents has received little attention in the literature. This book explores these issues through theory, practice and case studies with contri...
| Clasificación: | Libro Electrónico |
|---|---|
| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Randburg, South Africa :
Knowres Publishing,
2013.
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| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 245 | 0 | 0 | |a Talent management in emerging markets / |c edited by Steve Bluen. |
| 260 | |a Randburg, South Africa : |b Knowres Publishing, |c 2013. | ||
| 300 | |a 1 online resource (xiv, 365 pages) : |b illustrations | ||
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| 504 | |a Includes bibliographical references and index. | ||
| 588 | 0 | |a Print version record. | |
| 520 | |a While much has been written on talent management in the global context, talent management in emerging markets and the unique challenges and opportunities it presents has received little attention in the literature. This book explores these issues through theory, practice and case studies with contributions from scholars and practitioners based both in emerging markets and in Canada, the United Kingdom and The United States. The book provides the reader with a guide to setting up a talent management function in a multinational operating in emerging markets, including some 70 learnings and a set of key performance indicators with indicative targets to achieve when managing talent effectively in emerging markets. Throughout the book, talent management examples are drawn from diverse emerging markets across Asia (especially India and China), Africa, Central and Eastern Europe, the Middle East, and South America. These diverse examples underline the fact that, while we speak of 'emerging markets' as a single term, managing talent in each emerging country has unique features that need to be approached in a specific (rather than generic, one-size-fits-all) manner. The book is edited by Prof Steve Bluen. Contributors include; Dr Lyal White, Glynnis Rengger, Dr Mark Bussin, Richard Forbes, Prof. Theo Veldsman, Tony van Kralingen, Lara Hirschowitz, Italia Boninelli, Tamra Veley, Rob Mallick, Marcelo Williams, Jennifer Morris, and Prof Shirley Zinn. Case studies include: SABMiller Unilever Brazil Standard Bank Anglogold Ashanti Pick n Pay BAT Prof Steve Bluen, HR Consultant and Professor, Gordon Institute of Business Science and Former HR Executive, South African Breweries. | ||
| 505 | 0 | |a Cover; What experts say about the book; TABLE OF CONTENTS; ACKNOWLEDGEMENTS; FOREWORD; ABOUT THE EDITOR; ABOUT THE CONTRIBUTORS; PREFACE; Chapter 1: INTRODUCTION TO TALENT MANAGEMENT IN EMERGING MARKETS; Part 1: Key Components of Talent Management in Emerging Markets; Chapter 2: THE NEW WORLD OF DYNAMIC MARKETS; Chapter 3: TALENT MANAGEMENT CHALLENGES IN EMERGING MARKETS; Chapter 4: INCLUSIVE LEADERSHIP: THE MISSING LINK IN ATTRACTING, RETAINING AND MOTIVATING TALENT IN EMERGING MARKETS1; Chapter 5: IN-MARKET ACTION LEARNING. | |
| 505 | 8 | |a Chapter 6: PERFORMANCE MANAGEMENT AND REWARDING TALENT IN EMERGING MARKETSChapter 7: MANAGING LOCAL TALENT IN EMERGING MARKETS -- FROM A GLOBAL COMPANY PERSPECTIVE; Chapter 8: PEOPLE PROFESSIONALS FIT FOR EMERGING COUNTRIES; Part 2: Managing Talent in Emerging Markets: Case Studies; Chapter 9: THE ROLE OF TALENT MANAGEMENT IN SABMILLER'S GLOBALISATION; Chapter 10: GLOBAL TALENT MANAGEMENT CASE STUDY: TALENT MANAGEMENT IN ANGLOGOLD ASHANTI; Chapter 11: PICK n PAY -- THE UPSIDE OF EXPORTING VALUES; Chapter 12: CASE STUDY: PICK n PAY -- THE UPSIDE OF EXPORTING VALUES. | |
| 505 | 8 | |a Chapter 13: UNILEVER BRAZIL: A STORY OF ORGANISATIONAL AND PERSONAL RENEWALChapter 14: STANDARD BANK -- LEADING THE WAY IN AFRICA; Chapter 15: TRANSITIONING FROM A STATE-OWNED FACTORY TO A WORLD-CLASS OPERATION: BRITISH AMERICAN TOBACCO PRILUCKY FACTORY; Chapter 16: FROM FOSSIL TO FIRST-IN CLASS: TRANSFORMING CORPORATE CULTURE IN BRITISH AMERICAN TOBACCO HEIDELBERG FACTORY; Part 3: Emerging-market Talent Management Learnings; Chapter 16: LESSONS LEARNT FROM MANAGING TALENT IN EMERGING MARKETS; INDEX. | |
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