The impact of remittances on household savings in the Baltics

Talents play a critical role in achieving organizational strategic goals and a higher level of performance in the healthcare industry. Therefore, the UAE government, which strives to provide world-class healthcare services, encouraged the adoption of talent management strategies and creation of essential capabilities for talent recruitment, development, and retaining. This study explores the talent management strategies, policies, and practices in multiple departments of a public UAE hospital. Moreover, it investigates required skills, competencies, and programs for those departments in the context of Industry 4.0. The study adopted a case study approach and qualitatively surveyed a purposive sample of 13 departmental managers, section heads, and supervisors who are experienced in employee management. The study found that talent management at the studied hospital is undefined and unclear in terms of strategies, policies, and practices. Furthermore, the study highlighted the need for employee encouragement, motivation, and engagement, as well as confirmed the critical role of management and leadership in facilitating talent management in the hospital. Accordingly, a UAE hospital could benefit from this study to develop its talent management policy and strategies that will guide managers in the Industry 4.0 era.

Acknowledgment
The nursing administration, nursing research committee at Tawam hospital and managers who responded to the study survey are acknowledged for the extension of support for the study.

In developing countries, non-agricultural micro-sized informal enterprises are known to create employment and income generation opportunities. However, due to the complexity and unregulated nature of the sector and, in particular, the Jua Kali, achieving efficient and effective sustainability remains a major challenge for the owners and policy makers alike. Since many unknown barriers continue to impact the effective and efficient development of the aforementioned enterprises, the aim of this study was to determine the barriers to effective job creation in a developing country’s informal micro enterprise industry using evidence from the Jua Kali sub-sector in Kenya. The data from a survey conducted among a random sample of 118 enterprises, which were listed in one Jua Kali Association Directory Nairobi, were analyzed using exploratory factor and regression analyses. Strong evidence supports the notion that some socio-demographic variables such as age, education and marital status have an impact on entrepreneurial activities in the Jua Kali sector. Training, advise and consultation for Jua Kali entrepreneurs need to be enhanced, as this will be necessary to advance their business prowess. The results contribute to studies in entrepreneurship and management by demonstrating that designing and implementing the systems, activities and programs for supporting employment creation through the informal sector can improve productivity at all levels of the economy and improve the living of these entrepreneurs.

This research aims to examine the intention of talented employees to leave an organization and discover how talent management practices could affect employee intention to leave an organization. This paper`s framework intends to outline the relationship between variables to present the idea of talent management practices and employee retention. The hypothesis was tested using a survey data set of 210 questionnaires collected from employees working in 82 ICT companies in Jordan to attain the research objectives. The collected data were analyzed using the SPSS program, and EMOS program, and basic and initial statistical techniques were applied. The results show that talent management practices significantly affect employee intention to leave an organization. Accordingly, whenever firms applied talent management practices, employee intention to leave decreases. The results demonstrated that attracting talented employees has emerged to have the strongest effect on decreasing employee intention to leave; however, developing and rewarding talented employees was revealed to have the lowest effect. Thus, the ICT firms’ managers have to generate specific training programs to reward and develop talented employees.

Acknowledgment
The publication is supported by the EU-funded Hungarian grant EFOP-3.6.3.-VEKOP-16-2017-00007 for the project entitled “From Talent to Young Researchers” – Supporting the Career-developing Activities of Researchers in Higher Education”.