talent management dissertation

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DISSERTATION REPORT ON ASPECTS OF TALENT MANAGEMENT

Talent management is a term that emerged in the 1990s to incorporate developments in Human Resources Management which placed more of an emphasis on the management of human resources or talent. The issue with many companies today is that their organizations put tremendous effort into attracting employees to their company, but spend little time into retaining and developing talent. A talent management system must be worked into the business strategy and implemented in daily processes throughout the company as a whole. It cannot be left solely to the human resources department to attract and retain employees, but rather must be practiced at all levels of the organization. The business strategy must include responsibilities for line managers to develop the skills of their immediate subordinates. Divisions within the company should be openly sharing information with other departments in order for employees to gain knowledge of the overall organizational objectives.

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Talent Management Dissertation Topic Ideas

Published by Owen Ingram at January 2nd, 2023 , Revised On August 18, 2023

Have trouble coming up with original ideas for your talent management dissertation? You’ve come to the right place. Our highly qualified team of writers will provide you with top-talent management dissertation topic ideas for you.

The talent management field is advancing rapidly when it becomes easier to find talent around the world. The management of talent is a subcategory of human resources that is not specific to any particular industry.

This does not imply that it is a new field of study. A talent management dissertation might not be all that interesting if you cannot come up with some interesting themes. So we have provided a great selection of talent management thesis topics for your consideration.

List of Talent Management Dissertation Topics

• The importance of talent management in controlling and utilizing organizational talent to improve the performance of a UK-based company.
• Examining the significance of involving employees in decision-making and its impact on employee productivity in a UK-based business.
• A critical evaluation of how talent management has affected the effectiveness of a US-based firm.
• Comparing the most effective talent management tactics for attracting and keeping the top employees in the UK fashion business.
• A comparison of multinational companies with headquarters in the United Arab Emirates and the United Kingdom’s approaches to global talent management.
• The significance of HR practice to support enterprises in small business talent management.
• Determining, in light of opportunities in the relevant field, the extent of talent management studies among students in the United Kingdom region.
• A comparison of the talent management frameworks used by small businesses in the United States.
• An examination of talent management that is critical from the viewpoint of the UK-based company’s staff.
• Highlight the variations or parallels between talent and human resource management practices used by UK-based businesses.
• Researching the danger signs in a talent management company for United Kingdom social media influencers.
• Researching the danger signs in a talent management company for American-based social media influencers.
• Examining the function, significance, and influence of talent management consulting firms on the job prospects for recent graduates in the UK.
• An analysis of a situation involving strategic talent management in human resource management.
• Examine the effects of the emergence of Instagram influencers on the UK-based talent management sector.
• Examining how technological developments will affect and play a part in talent management in the UK.

We want to give you some guidance so you may select the ideal dissertation topic before you become incredulous by these attractive dissertation topics .

Always make a list of all potential talent management dissertation topic ideas before choosing one. For each of the fascinating talent management dissertation topics , drafts should be made. The subject of your choice doesn’t have to be the first that catches your attention.

The final topic you choose should fit the requirements set forth by your professor or supervisor and fall within your field of interest. Be sure to get an amazing grade after coming up with the best topic because you are halfway there already. If you still need assistance, our dissertation experts are there to cater to your problems.

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How to find dissertation topics about talent management.

To find dissertation topics about talent management:

• Study industry trends and challenges.
• Investigate talent-related gaps.
• Review HR literature and theories.
• Consider tech’s impact on talent.
• Explore diversity and inclusion.
• Select a specific focus aligning with your interest and research goals.

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PhD Defence Ruth Sloot | Revealing the project and asset management divide - Why infrastructure agencies struggle with IT transformation

Revealing the project and asset management divide - Why infrastructure agencies struggle with IT transformation

Ruth Sloot is a PhD student in the Department of Integrated Project Delivery. Promotors are prof.dr.ir. L. Volker and dr. J.T. Voordijk from the faculty of Engineering Technology.

To effectively support infrastructure agencies in realizing data-driven asset management, we need a better understanding of what this transformation entails and the challenges it brings about. The main objective of this thesis is to explain the challenges faced by infrastructure agencies in their IT transformation journey. Drawing inspiration from the social sciences, this thesis takes a socio-technical perspective to IT transformation, viewing technology as embedded within social structures and practices, and vice versa. The thesis hence considers not only the technical aspects but also the social norms, cultural values and organizational structures that shape an IT transformation journey. Furthermore, it adopts a multi-level approach in studying the challenges at the organizational level and their implications at the infrastructure project level.

The findings provide three key insights. First, the organizational context of infrastructure agencies is constituted by a combination of two conflicting institutional logics: a project organizing logic and an asset management logic. As infrastructure agencies organize most work in projects, the combination of project organizing and asset management created tensions in organizing, performing, learning, and belonging. These tensions may have been unperceived by actors in infrastructure agencies as projects and asset management were segregated into separate organizational units. However, the execution of the IT transformation program made tensions between project organizing and asset management salient, as it aimed to integrate project and asset management information.

Second, three new categories of equivocality – scope, needs, and priorities – persistently hinder the development of organized courses of action and, consequently, of further IT transformation. Equivocality in scope refers to the blurry and debated boundaries of IT development projects, making it challenging for actors to define the scope of the IT and the project clearly. Equivocality in needs involves the diversity among users and their difficulties in articulating and agreeing upon their needs. It highlights the challenges in understanding and addressing the varying requirements and preferences of different stakeholders involved in developing and transforming IT. Equivocality in priorities reflects the difficulty in determining the priorities and interdependencies of activities within the IT transformation program. It underscores the complex relationships between different processes and outcomes, making it challenging for organizations to allocate resources and make strategic decisions effectively. Resolving these equivocalities requires strategies that facilitate collective sensemaking. Failure to make sense of these equivocalities can lead to vicious cycles of ‘stuckness’, confusion, and conflict.

Third, IT transformation requires both a technical and an organizational revolution. The IT tools used for project and asset management are manifestations of the logics embedded in them, and can therefore be sources of path dependency and have lock-in effects. Transforming this landscape of IT tools means transforming project and asset management practices. Through the combination of multiple IT projects within one coordinating IT transformation program, changes can be bundled and coordinated. At the same time, changes are also compounded, resulting in a larger magnitude of changes. Organizations undergoing IT transformation must realize this scale and adjust their strategy accordingly.

These three key insights reveal why infrastructure agencies struggle with IT transformation. By examining these transformation challenges, this thesis not only provides deeper insight into the potential benefits of IT transformation but also highlights the substantial changes that such a transformation entails. The insights gained from these challenges can inform the development of more suitable IT transformation strategies that consider its complexity and scale. This, in turn, can better support infrastructure agencies in transforming from project-based organizations to future data-driven asset managers.

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