Talent Management and Organizational Quality Improvement

Ilir Rexhepi, Besarta Vladi

Abstract


Today's challenges of talent management and organizational quality improvement are very different from the challenges that were facing businesses years ago. On a daily basis, businesses are facing competition to keep a substantial part of the market. Many companies have realized that to achieve this goal, you need to invest more significantly in organizational quality management and human resources. Most managers have now realized that investing in quality management and to their employees development makes the company successful. Management of talent and quality has become a central component of functional and organizational strategic development. Talent and quality undoubtedly should be developed and continuously improved within an organization. "The importance of quality and talent management has been a priority in the life cycle of organizational quality activities and Human Resources (Dhanabhankyam & Kokilambal, 2014). Good talent and quality management provides a quality assurance and confidence to the organization. By having guaranteed quality and talented employees, the organization creates competitive advantage (Lawler, 2009). Quality and talent management strategies are important to any organization, regardless of how profitable they are. In this context, the question we seek to answer in this paper is: Which are the most successful talent and quality management in various international companies and how much important are these strategies to be implemented in the Albanian and Kosovar companies? Results of this analysis will help us better understand the importance of quality and talent management within an organization and the benefits brought by them to the performance of the organization in the globalization era.

DOI: 10.5901/ajis.2015.v4n3p157


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This work is licensed under Creative Commons Attribution 3.0 License.

Academic Journal of Interdisciplinary Studies ISSN 2281 3993(Print) ISSN 2281-4612(Online)

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