1 Research background In recent years, Talent management has been occupied an important position on most organizations' agendas because they believe that good talent management is the key to the organ[.]
1 Research background: In recent years, Talent management has been occupied an important position on most organizations' agendas because they believe that good talent management is the key to the organization's success (Beechler and Woodward, 2009) Talent management has been a top priority in developed countries for decades now and is expressed in literature in countries such as the UK, USA, France, China and Australia (CoulsonThomas, 2012, Chugh & Bhatnagar, 2011, Egerová, 2013, Lewis & Heckman, 2011) These studies express that concern in and finding talent is universal Moreover, the ultimate goal of talent management is to optimize employees' potential and performance, thereby improving organizational performance (Agus, 2005) Talent management is therefore essential for employee performance Talent management is defined as a set of processes for identifying, recruiting, training, developing, and retaining high potential individuals in the workplace (Wellins, Smith & Erker, 2009) Talent management focuses on cultivating and retaining talent For example, highly qualified employees imply that the organization must know how to manage and exploit talent strategically to ensure that the talent reaches its full potential to contribute to its performance company (Agus, 2005) In general, researchers recognize that organizations can improve employee performance through talent management practices (Mensah, 2015) An ideal talent management system is one where all employees understand the mission of the organization, how far they achieve the organization's goals and the skills needed to improve employee performance of the organization (Michael, 2001) Therefore, it is necessary to study and point out the influence aspects of talent management on employee performance in order to come up with the right strategies This study presents a new aspect that talent management increases employee's positive performance of task, contextuality, and adaptability while it reduces counterproductive behavior Firstly, the research paper reviews the topic of talent management that affects employee performance Secondly, the research paper enhances the documentation by demonstrating empirical talent management related to different aspects of employee performance The third section presents an overview of documents, hypotheses, research models and explains relationships between different concepts in the research The fourth section presents hypothesis testing and research results Part five provides a discussion of the developments The final section provides conclusions and implications, and limitations and recommendations respectively Company background: Golden Gate Restaurant Group was established in 2005, is the largest restaurant chain in Vietnam, owns 278 restaurants in 25 major cities and provinces, with 22 brands such as Vuvuzela - Beer Club, SumoBBQ - Bake & Hot Pot Japan, GoGi House - Korean barbecue restaurant, Kichi Kichi - Hotpot conveyor belt, Hutong - Hotpot paradise Especially, Golden Gate possesses extremely hardworking and talented staff from office staff to restaurant staff The CEO of Golden Gate said that they use Dcorp R-Keeper's international restaurant management tool to synchronously manage employees Thanks to the strategy of talent management, Golden Gate's revenue in the past 10 years has increased nearly 100 times, reaching 3,970 billion in 2018, the average revenue growth rate over the past 10 years reached 58.5% https://cafef.vn/chuoi-nha-hang-golden-gate-quy-mo-4000-ty-dong-co-duyen-batnguon-tu-so-thich-an-ngon-va-kham-pha-vung-dat-moi-20190523144547093.chn Indentify the issue: Bài nghiên cứu nghiên cứu IMPACT OF TALENT MANAGEMENT ON Performance of employees in Golden Gate Bài nghiên cứu cung c ấp cho nhà qu ản tr ị nguồn nhân lực Golden Gate khía cạnh: 1) tranning and developing talent, 2) talent retetion strategies, 3) performance management systems Lí ch ọn Golden Gate họ sở hữu chuỗi nhà hàng cần lượng nhân viên l ớn, nh ững nhân viên có nhiều trình độ, cấp bậc, cần độ khó chăm Do đó, cơng ty cần quản trị tài tốt để thành cơng Research questions: Based on objectives above , a research question is generated in this study: What are the effects of talent management on employees performance? From there, secondary questions are proposed: 1.4.1 How training and development affect employee performance in Golden Gate? 1.4.2 How talent retention strategies affect employee performance in Golden Gate? 1.4.3 How performance management systems affect employee performance in Golden Gate? 1.5 Scope: Data will be conducted in Golden Gate Restaurant Group (Hanoi) Address: 6th floor, Toyota Thanh Xuan building, 315 Truong Chinh, Hanoi Contact: Mr Vũ Văn Hà- Area Manager Nghiên cứu tập trung vào nhân viên nhà hàng c Golden Gate Restaurant in Hoan Kiem District 1.6, Access: 1.7 Research Ethics: Research ethics are ethical principles that researchers are required to adhere to in their respective fields of research Adherence to ethical principles in research is indeed crucial to providing maximum benefits to participants This study will apply the following rules: Honesty https://libguides.library.cityu.edu.hk/researchmethods/ethics 1.8 Limitations: SECTION Literature review: Since the 1990s, talent management included in the management dictionary has become the subject of interest for HRM scholars and leaders Scholars have found a relationship between talent management and employees' working attitude in terms of emotional commitment and job satisfaction (gelens, 2016) Talent management is also found to be closely related to employee performance (Morley, 2010) Some other studies have found that when talent management strategy changes, employee performance changes from a multi-dimensional perspective ((ChamiMalaeb and Garavan, 2013) Although there is increasing popularity of research papers on the relationship between talent management and employee performance (Motowidlo, 2011) However, empirical research has not yet clearly investigated the effects of talent management on different aspects of employee performance Research by Luna-Arocas and Morley in 2015 tried this but limited their research to one dimension Research by Collings and Mellahi, 2009 or research by Mensah, 2015 are based only on research but no actual experiments In short, there are many academics and leaders interested in talent management but very few know about talent management in relation to the different aspects of employee performance Hence, this is very appealing because employee performance will eventually translate into improved organizational performance (Denisi and Smith, 2014) On the other hand, there are no studies looking at this correlation with the technology sector in Vietnam This is a new sector and requires a great deal of talent Therefore, this study seeks to fill the existing gap in literature by providing empirical data on effects of talent management on employee performance This chapter presents literature reviews on talent management and employee performance based on the study research questions 2.1 Definition: 2.1.1 Talent management: Over the past two decades, the employment demands of talented employees as well as their management have increased, becoming important topics for discussion later However, there is still limited consensus on the definition of talent management (Lewis and Heckman, 2006) Aston and Morton (2005) came to the conclusion that there isn’t a single universal definition of TM Human resources practitioner (Tansley et al., 2007) argue that the concept of talent management is defined largely depending on the type of industry or occupational field In a survey conducted by Towers Perrin, none of the companies surveyed used the same definition In spite of this definitional confusion in the literature, some attempts have been made to define the concept One such popular definition is given by Collings and Melahi (2009) They argue that TM starts from the identification of pivotal positions which contribute differentially to the competitive advantage of an organisation This is then followed by the development of high potential and performing incumbents to fill these roles, and the development of a differentiated human resource architecture to manage the incumbents and to ensure their continued commitment to the organisation In the view of Lockwood (2006), TM is the implementation of integrated strategies designed to increase workplace productivity by developing improved processes for attracting, developing, retaining and utilising people with the required skills and aptitude to meet current and future business needs Similarly, Warren (2006:26) defined TM as: “the identification, development, engagement, retention and deployment of talent, although it is often used more narrowly to describe the short and long term resourcing of senior executives and high performers” Many people have difficulty distinguishing between HRM and Talent Management (TM) partly because there are many documents showing the similarities between HRM and Talent Management (Collings and Mellahi, 2009) TM emphasizes on the segment of talented employees, while HRM has a broader scope than TM, emphasizing the balance between all employees (Mostafa, 2020) Williams, T., Gruber, D., Sutcliffe, K., Shepherd, D and Zhao, E., 2017 Organizational Response to Adversity: Fusing Crisis Management and Resilience Research Streams Academy of Management Annals, 11(2), pp.733-769 Heinen, J S., & O'Neill, C (2004) Managing talent to maximize performance Employment Relations Today, 31, 2, 67-82 Wellins, R S., Smith, A B., & Erker, S (2009) Nine Best Practices for Effective Talent Management Development Dimensions International, 1-14 ... management, Golden Gate's revenue in the past 10 years has increased nearly 10 0 times, reaching 3,970 billion in 2 018 , the average revenue growth rate over the past 10 years reached 58.5% https://cafef.vn/chuoi-nha-hang-golden-gate-quy-mo-4000-ty-dong-co-duyen-batnguon-tu-so-thich-an-ngon-va-kham-pha-vung-dat-moi-2 019 052 314 4547093.chn... questions are proposed: 1. 4 .1 How training and development affect employee performance in Golden Gate? 1. 4.2 How talent retention strategies affect employee performance in Golden Gate? 1. 4.3 How performance... ((ChamiMalaeb and Garavan, 2 013 ) Although there is increasing popularity of research papers on the relationship between talent management and employee performance (Motowidlo, 2 011 ) However, empirical