In a period of about 20 years, Latin America (LATAM) moved from having highly unstable closed economies ruled by authoritarian regimes, to becoming more democratic, stable and open to investment and trade, attracting by 2020 close to 11% of world total foreign direct investment. In parallel, the region has seen the emergence of large multinational companies (so called multilatinas), which have become true global players. There is still relatively little knowledge about how to manage employees in these countries and there is a need for more research addressing people management problems. In comparison with other world regions, Human Resource Management research on Latin America remains scarce. Focusing on this region, this book seeks to offer a more up to date review of the main developments in HRM and talent management that have recently occurred in Latin America, paying attention to local cultural and institutional factors; illustrate examples of idiosyncratic problems or issues that require approaches to TM that differ significantly from those commonly established in current literature; and describe and reflect on the transfer of Talent Management policies from and to LATAM within the context of local and foreign multinational companies. Talent Management in Latin America updates main HRM topics in Latin America, with a local focus on culture and institutions. It shows the latest state of knowledge on the topic and will be of interest both to researchers, academics, and students in the fields of human resource management, critical management studies, and international business.

This book explores the implications of talent management in four practical settings across the globe. Focusing on countries in the Asia-Pacific region, Central and Eastern Europe, Latin America and within the Commonwealth of Independent States (CIS), the authors illustrate how multinational corporations (MNCs) can benefit from talent management practices and as a result, develop a strategy of organizational leadership. Offering empirical examples from each region, this book examines how economic and cultural contexts influence talent management. Talent Management in Global Organizations discusses successful cases in different cross-cultural settings, and aims to inspire companies around the world to develop and implement talent management practices effectively.

The field of Talent Management has grown and advanced exponentially over the past several years as organizations, large and small, public and private, global and domestic, have realized that to gain and sustain a global competitive advantage, they must manage their talents effectively. Talent Management has become a major theoretical and empirical topic of intellectual curiosity from various disciplinary perspectives, such as human resource management, arts and entertainment management, international management, etc. This Companion is an indispensable source that provides an authoritative, in-depth, and comprehensive examination of emerging Talent Management topics. Divided into five thematic sections that provide a unique overarching structure to organize forty-one chapters written by leading and renowned international scholars, this Companion assesses essential knowledge, trends, debates, and avenues for future research in a single volume: Evolution and Conceptualization of Talent Management; The External Context of Talent Management; The Internal Context of Talent Management; Individuals, Workforce, and Processes of Talent Management; and Outcomes of Talent Management. In this way, the Companion is essential reading for anyone involved in the scholarly study of Talent Management, including academic researchers, advanced postgraduate and graduate students, and management consultants. For further debate on Talent Management, readers might be interested in the supplementary volume Contemporary Talent Management: A Research Companion, sold separately.

Presenting a rigorous analysis of HRM trends and strategies in Latin America for academics and professionals, this text provides a general overview, highlights regional characteristics, analyzes the challenges faced and explores key cultural issues of human resources in Latin America.

An ideal foundation text for international human resource management, this text represents most of what is currently known or experienced within the field. This edition includes key terms, learning objectives, discussion questions and an end-of-book integrative case.

"The orientation of this text, the variety of applications examined, and the grouping of chapters around concepts such as the role of citizens, quality measurement, and performance budgeting makes this an ideal book for the classroom as well as for reference." —PUBLIC ADMINISTRATION REVIEW The International Handbook of Practice-Based Performance Management presents the latest scholarship in performance measurement strategies in the field of evaluation. This important resource combines cutting-edge theory and practice of performance management in the United States and abroad. The book includes contributions from internationally known scholars and practitioners who present chapters that introduce the literature on key topics and provide clear guidance on practical skill building. Key Features: Offers an international perspective: Though most of the chapters deal with performance measurement in the United States, the text represents the most notable examples of performance measurement in Canada, Latin America, Asia, Oceania, and Europe. Integrates theory and practice: The book′s unique structure links literature-based conceptual knowledge with the lessons from practice and specific applied skills. Puts theoretical discussions into context: Case examples and lessons learned connect concepts to the real world while discussion questions allow for further deliberation. Intended Audience An excellent addition to any academic library, this resource is ideal for practitioners, academics, and researchers in public administration, non-profit organizations, management, public policy, health care services administration, and health care planning and policy. It can also be used as a text for graduate courses such as Performance Management, Management Reforms, International Performance Management, and Performance Improvement in Public Administration.

This volume provides insights into multinational enterprises’ (MNEs) global staffing and global talent management (GTM), and covers issues of global mobility from organizational, individual and contextual perspectives.

This report provides a status update on the human resources for health (HRH) sub-system in six Latin American and Caribbean countries: Colombia, Costa Rica, Jamaica, Panama, Peru, and Uruguay. The report structures its discussion around how the health workforce is financed, organized, managed, regulated, and performing. In the area of financing, the study presents the variety of contracting mechanisms, salary levels, and financial incentives offered across the countries and their role in being able to attract and retain health workers. On the organization of the HRH sub-system, the report looks at the skill-mix, training, and distribution of health care workers concluding that although the countries have made progress towards achieving key HRH targets and in making education more accessible, there continues to be limited absorption capacity for graduates, the Primary Health Care focus of training programs needs to be strengthened, and strategies to encourage rural service have not been able to fully address the gap in the distribution of health workers. In reviewing management strategies for HRH, the report presents how all countries have adopted the WHO Global Code of Practice on the International Recruitment of Health Personnel to recognize foreign-trained professionals to help address shortages and fill gaps of health worker presence in rural, remote areas. However, the countries continue to struggle with putting self-sufficiency policies in place to meet HRH needs such as the lack of promotion plans, limited non-monetary incentives, and the shortage of personnel for recruitment and eventual placement. In the area of regulation, the report presents the countries' efforts to reduce precarious employment and introduce HRH safety policies and legislation to regulate disputes and negotiations. On performance, the report found mixed results in the areas of access/availability to health workers and quality of care, factors discouraging dual practice, and unjustified absenteeism of health workers.

In the dynamic landscape of organizational management, the challenge of effectively evaluating and enhancing employee performance stands as a pivotal obstacle to maximizing workplace productivity and motivation. Traditional performance appraisal methods often fall short in providing meaningful insights into employees' contributions and fostering a culture of continuous improvement. This gap between outdated evaluation techniques and the evolving demands of the modern workforce presents a pressing dilemma for Human Resource Management professionals and organizational leaders worldwide. Employee Performance Management for Improved Workplace Motivation emerges as a definitive solution to this critical problem, offering a comprehensive guide to revolutionizing performance management systems. This book meticulously explores the intricacies of performance evaluation, from planning and monitoring to reviewing and rewarding. By integrating theoretical frameworks, practical case studies, and strategic insights, the book equips HR professionals, managers, and scholars with the tools and knowledge needed to implement effective performance management practices that drive employee motivation and organizational success.

The second edition of Global Talent Management (GTM) offers a state of the art overview of the key areas of talent management in theory and practice. Drawing on contributions from the leading global contributors to talent management research, the book is structured around three key sections. Section one provides a contextual overview of talent management. The second section explores in depth some of the core areas of GTM practice which includes the meaning of talent in the global context, internal talent identification, developing leadership talent, employee turnover, employer branding and the role of the corporate HR function in GTM. The final section considers three key contemporary issues in GTM, namely, data analytics in GTM, managing virtual talent and managing globally diverse talent. The chapters in the volume provide advanced undergraduate or postgraduate students with an interest in global talent management with a cutting-edge overview of the key topics in the field. It is also an invaluable resource for the reflective practitioner looking for an overview of key research in this important area of practice.