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dc.contributor.authorMiguel, Isabel
dc.date.accessioned2013-05-20T12:48:31Z
dc.date.available2013-05-20T12:48:31Z
dc.date.issued2012-07-10
dc.identifier.isbn1-932917-08-X
dc.identifier.urihttp://hdl.handle.net/10437/3394
dc.descriptionIn Although a significant degree of academic and professional interest in the topic of talent management is still in a very early stage.The talented employee has high levels of performance and profitability, the passion for change, is proactive and anticipates change. Steve Jobs has created a new need. The creation of the IPAD is an example of talent that anticipates the future.en
dc.description.abstractThe success of an organization isn’t, in most cases, only shown trough their profits. Today the value of a company, with respect to its market value exceeds their financial quality. Intellectual capital is a major share in the value of the company. Managing employees with an emphasis on intellectual capital and talent is an emergency that arises in the path of human resource managers. The definition of intellectual capital and talent, leads us, first, to a high IQ (Intelligence Quotient), good schools and / or university results. But the intellectual capital and talent of an employee must be linked to his ability, to high performance and good results. How to manage, attract and keep these employees in organizations is also something that requires talent. Now, the basic skills of employees aren’t sufficient for competitive companies. There are currently required higher levels of skills, because there are a growing number of activities that involve "knowledge work". Most companies in the world have a great challenge for the coming years: the challenge of scarcity of talent. The most competitive companies will be those that have the most talented employees. In terms of originality, this paper aims to create discussion about the relationship between talent attraction, talent retention and innovation, as drivers of business competitiveness. The research is based on the categorization methodology defined by Yin (2003) as single case study carried out in a company that is specialized in high precision components.The findings presented here show a strong link between talents attraction, talents retention and innovation.en
dc.formatapplication/pdf
dc.language.isoengpt
dc.publisherGlobal Business and Technology Associationpt
dc.rightsopenAccess
dc.subjectMANAGEMENTen
dc.subjectINNOVATIONen
dc.subjectGESTÃOpt
dc.subjectINOVAÇÃOpt
dc.subjectCAPITAL INTELECTUALpt
dc.subjectINTELLECTUAL CAPITALen
dc.titleInnovation, talent attraction and retentionpt
dc.typearticlept
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