Talent Management, Employee Recognition and Performance in the Research Institutions

Open access


This paper aims to provide insight into talent management and employee recognition variables, in an effort to understand if these management practices are, in a way, implemented in the Research Institutions in Qatar. It also aims to examine the link of these two constructs to employee performance and to suggest a pathway to improve the current practices, if any, in order to enhance the work performance. The sample of the study consisted of 180 full time employees who were randomly selected and surveyed using an online personalized questionnaire. The results of the empirical research uncover that talent management and employee recognition can significantly affect the level of employee performance, as well contributing to the organizational success and positioning. This study also found that talent management and employee recognition are interrelated variables that affect employee performance. Talent Management and employee performance are seen as strategic tools to implement strategic objectives and to enhance employees and organization’s performance. The study concludes with a set of recommendations for both practitioners and researchers working in Qatar and beyond. The results of the study emphasize the importance of managing employee recognition in shaping work performance. It seems to be individuals’ need for recognition, esteem and social status continues to be a higher order need irrespective of time and context. This paper is the first paper in Qatar and the Middle East that examines the role of talent management and employee recognition in shaping employee performance in the context of research institutions.

If the inline PDF is not rendering correctly, you can download the PDF file here.

  • Ali A. J. & Shedlock F. E. (2010). Talent Management In The Arab World. In: R. A. Oglesby I. H. Paul LeBlanc & M. G. Adams eds. Global Business Perpectives. 1 ed. s.l.:The International Academy of Business Disciplines: 350-354.

  • Brun J. P. & Dugas N. (2008). An analysis of employee recognition: Perspectives on human resources practices. The International Journal of Human Resource Management 19(4): 716-730.

  • Budworth M. H. p.Latham G. & Manroop L. (2014). Looking Forward to Performance Improvement: A field Test of The Feedforward Interview For The Performance Management. Human Resources Management 54(1): 45-54.

  • Chavan M. (2009). The balanced scorecard: a new challenge. Journal of Management Development 28(5): 393-406.

  • Collings D. G. & Mellahi K. (2009). Strategic talent management: A review andresearch agenda.. Human Resource Management Review 19(4) p. 304–313.

  • Foldger R. Konovsky M. A. & Cropanzano R. (1992). A Due process metaphor for performance appraisal. In: B. M. Staw & L. Cummings eds. Research in Organizational Behavior. s.l.:JAI PRESS INC. pp. 129-77.

  • Gbadamosi G. & Ross C. (2012). Perceived Stress and Performance Appraisal Discomfort: The Moderating Effects of Core Self-Evaluations and Gender. Public Personnel Management 41(4): 637-659.

  • Haghparast S. mehrdad m. & hasan m. (2012). Relationship between talent management and organizational success.. International Research Journal of Applied and Basic Sciences 3(12): 2424-2430.

  • III V. Y. & Ste-Onge S. (2012). Performance management effectiveness: practices or context?. The International Journal of Human Resource Management 23(6): 1158-1175.

  • Jr P. W. T. & McNall L. (2010). Justice perceptions of performance appraisal practices. Journal of Managerial Psycology 25(3): 201-228.

  • Langevin P. & Mendoza C. (2013). How can management control system fairness reduce managers’ unethical behaviours?. European Management Journal 31(3): 209-222.

  • Linna A. et al. (2012). Can usfulness of performance appraisal interviews change organizational justice perceptions?A 4-year longitudinal study among public sector employees.. International Journal of Human Resource Management 23(7): 1360-1375.

  • Lumby J. and Foskett N. (2016). Internationalization and culture in higher education. Educational Management Administration & Leadership 44(1): 95–111.

  • Karlsson S. & Ryttberg M. (2016). Those who walk the talk: the role of administrative professionals in transforming universities into strategic actors Nordic Journal of Studies in Educational Policy 2016:2-3 31537 DOI: 10.3402/nstep.v2.31537

  • Mensah J. K. (2015). A coalesced framework of talent management and employee performance: For further research and practice. International Journal of Productivity and Performance Management 64(4): 544-566.

  • Mensah J. K. Bawole J. N. & Wedchayanon N. (2016). Unlocking the “black box” in the talent management employee performance: relationship: evidence from Ghana. Management Research Review 39(12): 1546-1566.

  • Mone E. et al. (2011). Performance Management at the Wheel: Driving Employee Engagement in Organizations. Journal of Business and Psychology 26(2): 205-212.

  • Nazir O. & Islam J. U. (2017). Enhancing organizational commitment and employee performance through:employee engagement: An empirical check. South Asian Journal of Business 6(1): 98-114.

  • Oladapo V. (2014). The Impact of Talent Management on Retention. Journal of Business Studies Quarterly 5(3): 19-36.

  • Schuler R. S. Jackson S. E. & Ibraiz T. (2011). Global talent management and global talent challenges: Strategic opportunities for IHRM. Journal of World Business 46(4): 506-516.

  • Scullen S. E. & Mount M. K. (2000). Understanding latent structure of job performance ratings. Journal of Applied Psychology 85(6): 956-970.

  • Sidani Y. & Ariss A. A. (2013). Institutional and corporate drivers of global talent management: Evidence from the Arab Gulf Region. Journal of World Business: 215-224.

  • Singh A. Jones D. B. & Hall N. (2012). Talent Management: A Research Based Case Study in the GCC Region. International Journal of Business and Management 7(24): 94-107.

  • Tiwari U. & Shrivastava D. (2013). Strategies And Practices Of Talent Management And Their Impact On Employee Retention And Effectiveness. The International Journal Of Management 2(4): 1-10.

  • Weijden I. Teelken C. de Boer M. and Drost M. (2016). Career satisfaction of postdoctoral researchers in relation to their expectations for the future. Higher Education 72(1): 25–40.|

  • Williams L. and Anderson S. (1991). Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role Behaviors. Journal of Management. 17(3). pp. 601 - 617.

  • Wood R. E. & Marshall V. (2008). Accuracy and effectiveness in appraisal outcomes: the influence of self-efficacy personal factors and organisational variables. Human Resource Management Journal 18(3): 295-313.

  • Youngcourt S. S. Leiva P. I. & Jones R. G. (2007). Perceived Purpose of Performance Appraisal: Correlates of Individual-and Position-Focused Purposes on Attitudinal Outcomes.. Human Resource Developement Quarterly 18(3): 315-343.