Talent Management, Employee Recognition and Performance in the Research Institutions

This paper aims to provide insight into talent management and employee recognition variables, in an effort to understand if these management practices are, in a way, implemented in the Research Institutions in Qatar. It also aims to examine the link of these two constructs to employee performance an...

Full description

Bibliographic Details
Main Authors: Masri Nadine El, Suliman Abubakr
Format: Article
Language:English
Published: Sciendo 2019-04-01
Series:Studies in Business and Economics
Subjects:
Online Access:https://doi.org/10.2478/sbe-2019-0010
id doaj-9248486795cc4a6eb2a397d61cc94c25
record_format Article
spelling doaj-9248486795cc4a6eb2a397d61cc94c252021-09-05T14:01:46ZengSciendoStudies in Business and Economics2344-54162019-04-0114112714010.2478/sbe-2019-0010sbe-2019-0010Talent Management, Employee Recognition and Performance in the Research InstitutionsMasri Nadine El0Suliman Abubakr1The British University in Dubai, UAEThe British University in Dubai, UAEThis paper aims to provide insight into talent management and employee recognition variables, in an effort to understand if these management practices are, in a way, implemented in the Research Institutions in Qatar. It also aims to examine the link of these two constructs to employee performance and to suggest a pathway to improve the current practices, if any, in order to enhance the work performance. The sample of the study consisted of 180 full time employees who were randomly selected and surveyed using an online personalized questionnaire. The results of the empirical research uncover that talent management and employee recognition can significantly affect the level of employee performance, as well contributing to the organizational success and positioning. This study also found that talent management and employee recognition are interrelated variables that affect employee performance. Talent Management and employee performance are seen as strategic tools to implement strategic objectives and to enhance employees and organization’s performance. The study concludes with a set of recommendations for both practitioners and researchers working in Qatar and beyond. The results of the study emphasize the importance of managing employee recognition in shaping work performance. It seems to be individuals’ need for recognition, esteem and social status continues to be a higher order need irrespective of time and context. This paper is the first paper in Qatar and the Middle East that examines the role of talent management and employee recognition in shaping employee performance in the context of research institutions.https://doi.org/10.2478/sbe-2019-0010performance management (pm)performance appraisal (pa)talent management (tm)employee recognition (er)employee performance (ep)
collection DOAJ
language English
format Article
sources DOAJ
author Masri Nadine El
Suliman Abubakr
spellingShingle Masri Nadine El
Suliman Abubakr
Talent Management, Employee Recognition and Performance in the Research Institutions
Studies in Business and Economics
performance management (pm)
performance appraisal (pa)
talent management (tm)
employee recognition (er)
employee performance (ep)
author_facet Masri Nadine El
Suliman Abubakr
author_sort Masri Nadine El
title Talent Management, Employee Recognition and Performance in the Research Institutions
title_short Talent Management, Employee Recognition and Performance in the Research Institutions
title_full Talent Management, Employee Recognition and Performance in the Research Institutions
title_fullStr Talent Management, Employee Recognition and Performance in the Research Institutions
title_full_unstemmed Talent Management, Employee Recognition and Performance in the Research Institutions
title_sort talent management, employee recognition and performance in the research institutions
publisher Sciendo
series Studies in Business and Economics
issn 2344-5416
publishDate 2019-04-01
description This paper aims to provide insight into talent management and employee recognition variables, in an effort to understand if these management practices are, in a way, implemented in the Research Institutions in Qatar. It also aims to examine the link of these two constructs to employee performance and to suggest a pathway to improve the current practices, if any, in order to enhance the work performance. The sample of the study consisted of 180 full time employees who were randomly selected and surveyed using an online personalized questionnaire. The results of the empirical research uncover that talent management and employee recognition can significantly affect the level of employee performance, as well contributing to the organizational success and positioning. This study also found that talent management and employee recognition are interrelated variables that affect employee performance. Talent Management and employee performance are seen as strategic tools to implement strategic objectives and to enhance employees and organization’s performance. The study concludes with a set of recommendations for both practitioners and researchers working in Qatar and beyond. The results of the study emphasize the importance of managing employee recognition in shaping work performance. It seems to be individuals’ need for recognition, esteem and social status continues to be a higher order need irrespective of time and context. This paper is the first paper in Qatar and the Middle East that examines the role of talent management and employee recognition in shaping employee performance in the context of research institutions.
topic performance management (pm)
performance appraisal (pa)
talent management (tm)
employee recognition (er)
employee performance (ep)
url https://doi.org/10.2478/sbe-2019-0010
work_keys_str_mv AT masrinadineel talentmanagementemployeerecognitionandperformanceintheresearchinstitutions
AT sulimanabubakr talentmanagementemployeerecognitionandperformanceintheresearchinstitutions
_version_ 1717809612485296128