Journal Article Analysis

Introduction

The journal article subject to this analysis goes by the title Role of Human Resource Management in Global Recession. It is a quarterly refereed journal of academic inquiry written by Dr. Benard Omboi Messah, Mr.Mouni Geoffrey Gekara, and Mr. Robert Omundi Obuba and published by Pacific Business Review. A brief overview of the article indicates that the central theme of this article is talent management during recession. To support their claims, the authors use a wide range of academic sources to authenticate their claims. Further review indicates that Messah et al conduct their findings and supplement these findings with scholarly accounts. The focal point of academic research lies in the ability of a researcher to articulate arguments and claims in a logically coherent manner. To this extent, the authors have succeeded in using deductive reasoning to draw their conclusions. Though they have done a very commendable job in this masterpiece, there are certain things that that they should have considered, as will be discussed in this review.

Summary

The central theme of this article is talent management during recession. Talent management falls under human resource management. This article deals with the issue of managing talent during harsh economic times such as the 2008 global financial crisis. Talent management, as used in the context of this study, refers to the setting up of organizational plans to address the human capital required to achieve various organizational needs to oversee the transition between economic recession and recovery. During an economic recession, the goal of talent management often changes (Messah et al, 2013). Likewise, the transition from economic turmoil towards recovery requires a clear-cut articulation of the goals, targets and expectations that would steer a company towards a path of progress.

In face of an economic recession, financial crisis or credit crunch, various corporations may choose to focus on retrenching a section of employees, restructuring the corporate leadership through change management, or devising various cost-cutting strategies (Arthur 2011, p 89). Through such strategic operations, the corporate strategists and leaders often downplay the value of talent management in the organizational mainstream by failing to realize that talent management is a sin qua non for fostering productivity in preparation for economic recovery. Economic experts reckon that the current economic recession fundamentally changed ways in which executives develop, engage and manage corporate employees (Messah et al, 2013). The vital query revolves around how talent management strategies will distinguish the winners from the losers during the transition from the prevalent recession into the new economic order. This study focuses on whether the improving economy is capable of creating a "resume tsunami" as employees seek new ventures. It also seeks to address the question as to whether the time has come for companies to stop playing defense and go on offense on the issue of talent management (Axelrod 2002, p 88).

According to the projected findings retrieved from the report of the yearlong Managing Talent in a Turbulent Economy survey, there are various fundamental considerations for executives as the corporate world moves past the current economic turmoil to face the emerging challenges of the new economy (Messah et al, 2013). The survey indicates that these milestone considerations can enable companies to adjust and position themselves strategically for the projected economic upturn as they implement various strategies to develop new talent while retaining the talent necessary to steer their companies back to the path of progress (Schein 1977, p 93). In some cases, companies may use economic resources as an excuse to retrench the less productive segment of the firm. According to economic experts, there is a psychological impact of this kind of arrangement on the remaining staff following the layoffs. For instance, the remaining employees may feel overloaded since they would have to undertake prior jobs exercised by their dismissed colleagues. Likewise, they would have to undertake their jobs amid growing tension and suspense of looming layoffs. One of the purposes of this paper is to ascertain how an organization can retain these talents and motivate them (Birdi et al 2008, p 498).

As the current economic recession traverses with the projected economic recovery, Deloitte released a report indicating talent trends in the changing economy. Published in the New York Times April 19, 2010, this report dubbed The Great Recession Transforms Talent Management, Leadership and Development: Deloitte Survey Series was based on yearlong in-depth research. Following a series of independent surveys, the company identifies several guideposts to reflect on while confronting talent management challenges of the new and reset economy. According to David Leigh, the CEO of leading talent assessment solutions provider, SHL, Deloitte's survey series captures ways in which talent managers should adjust their talent strategies and workforce to deal with the changing economic forces in the ongoing transition from the depths of the turmoil to the initial hints of the recovery (Messah et al, 2013). Deloitte's projected findings highlight the fundamental guideposts for talent managers and other executives to consider in their efforts to map out their talent strategies to tackle the challenges of the shifting economic order (Shen et al 2009, p 1098).

The guideposts for talent management in face of economic turmoil, which are central to this study, were compiled as "Has the great recession changed the talent game? Six guideposts to managing talent out of a turbulent economy" following the release of the report earlier in 2010. In an annual press release, Deloitte Consulting LLP's CEO Jeff Schwartz indicated that based on the company's series of surveys and independent research, many talent managers were then planning to use pre-recession playbooks as the cornerstone for managing their talent programs. The CEO however, expressed his concerns on relying on old methods to address a complete set of new talent challenges. Schwartz warned that this may prove detrimental in the present-day global economic order, which has been seen as desperate for innovation. Sources indicate that dating back from January 2009, Deloitte had been undertaking a series of longitudinal surveys. The purpose of the surveys, as company CEO revealed in the press release, was to assess the manner in which talent managers and senior executives are redefining their strategies for the transition from deep economic recession to recovery. Deloitte's report presents six key guideposts as discussed below (Barrett & Beeson 2010, p 98).

CRITICAL