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Talent, Engagement, and Organization...

Plank, Caroline Charlet.

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Talent, Engagement, and Organizational Culture Experiences: A Case Study Exploring Perceptions of a Holistic Approach to Training Human Capital Management.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Talent, Engagement, and Organizational Culture Experiences: A Case Study Exploring Perceptions of a Holistic Approach to Training Human Capital Management./
Author:	Plank, Caroline Charlet.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2019,
Description:	213 p.
Notes:	Source: Dissertations Abstracts International, Volume: 81-11, Section: A.
Contained By:	Dissertations Abstracts International81-11A.
Subject:	Business education. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=27957067
ISBN:	9798641842387

Talent, Engagement, and Organizational Culture Experiences: A Case Study Exploring Perceptions of a Holistic Approach to Training Human Capital Management.
Plank, Caroline Charlet.

Talent, Engagement, and Organizational Culture Experiences: A Case Study Exploring Perceptions of a Holistic Approach to Training Human Capital Management. - Ann Arbor : ProQuest Dissertations & Theses, 2019 - 213 p.

Source: Dissertations Abstracts International, Volume: 81-11, Section: A.

Thesis (Ph.D.)--Northcentral University, 2019.

This item must not be sold to any third party vendors.

The researcher explored the perceptions of a holistic training intervention that focused on three specific components of human capital management: talent, engagement, and organizational culture experiences. Researchers have identified a need for the effective management of people as the corporate arena enters Industry 4.0. With the predicted connectivity and technological advances of Industry 4.0, the success and sustainability of a company will be based upon the adaptability of both the employees and strategic focus. Without effective management strategies, companies will continue to be challenged to attract and retain top talent, as well as struggle to engage employees, and develop a desired organization culture; all of which impact the performance and productivity of employees, and the overall adaptability and sustainability of the company. Framed by the Constructivist theory, with a training design that follows the HPT model, this qualitative case study with descriptive statistics explored the participants' perceptions and implementation of a collaborative training intervention. The intervention provided experiences to facilitate the creation of new knowledge and skills to develop both an awareness and activation of talent, engagement, and organizational culture experiences. Talent was explored through the use of Gallup's CliftonStrengths and Builder Talents, while engagement was defined and explored through Gallup's engagement framework. Finally, organizational culture was defined and explored through the use of Hofstede's organizational culture dimension framework. These resources among other open-ended tools were used to gather data to answer three research questions based upon the participants' perceptions of human capital components. At the end of the study, the participants'perceptions of engagement and organizational culture experiences shifted from information, or a tool that could be used for self-improvement, to information that was vital for both self and team success. Overall, engagement improved based upon the data collected before, during, and after the training intervention. Furthermore, the fit of organizational culture experiences improved throughout the duration of the study. Given the interpretation of data and analysis of the descriptive statistics gathered, the overall perception that the training intervention was effective in helping the participants develop affirmative perceptions of the three components of human capital and the benefits of implementing this in the workplace. Additional research is suggested to extend the possibilities of the study to include factors such as human intelligence, hyperreality and how this will affect the Constructivist theory, and how modifications to the HPT model will improve relevance in the upcoming Industrial changes.

ISBN: 9798641842387Subjects--Topical Terms:

543396
Business education.
Subjects--Index Terms:

Engagement

Talent, Engagement, and Organizational Culture Experiences: A Case Study Exploring Perceptions of a Holistic Approach to Training Human Capital Management.
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500 $a Source: Dissertations Abstracts International, Volume: 81-11, Section: A.
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502 $a Thesis (Ph.D.)--Northcentral University, 2019.
506 $a This item must not be sold to any third party vendors.
520 $a The researcher explored the perceptions of a holistic training intervention that focused on three specific components of human capital management: talent, engagement, and organizational culture experiences. Researchers have identified a need for the effective management of people as the corporate arena enters Industry 4.0. With the predicted connectivity and technological advances of Industry 4.0, the success and sustainability of a company will be based upon the adaptability of both the employees and strategic focus. Without effective management strategies, companies will continue to be challenged to attract and retain top talent, as well as struggle to engage employees, and develop a desired organization culture; all of which impact the performance and productivity of employees, and the overall adaptability and sustainability of the company. Framed by the Constructivist theory, with a training design that follows the HPT model, this qualitative case study with descriptive statistics explored the participants' perceptions and implementation of a collaborative training intervention. The intervention provided experiences to facilitate the creation of new knowledge and skills to develop both an awareness and activation of talent, engagement, and organizational culture experiences. Talent was explored through the use of Gallup's CliftonStrengths and Builder Talents, while engagement was defined and explored through Gallup's engagement framework. Finally, organizational culture was defined and explored through the use of Hofstede's organizational culture dimension framework. These resources among other open-ended tools were used to gather data to answer three research questions based upon the participants' perceptions of human capital components. At the end of the study, the participants'perceptions of engagement and organizational culture experiences shifted from information, or a tool that could be used for self-improvement, to information that was vital for both self and team success. Overall, engagement improved based upon the data collected before, during, and after the training intervention. Furthermore, the fit of organizational culture experiences improved throughout the duration of the study. Given the interpretation of data and analysis of the descriptive statistics gathered, the overall perception that the training intervention was effective in helping the participants develop affirmative perceptions of the three components of human capital and the benefits of implementing this in the workplace. Additional research is suggested to extend the possibilities of the study to include factors such as human intelligence, hyperreality and how this will affect the Constructivist theory, and how modifications to the HPT model will improve relevance in the upcoming Industrial changes.
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653 $a Talent
653 $a Training and development in the workplace
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