phd thesis on talent management

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Strategic talent management aims to contribute to organisational competitive advantage through the differentiated management of employees identified as “talent”. However the nascent talent management (TM) literature is under-theorised and little is yet known about the mechanisms through which the path to talent-advantage may occur. While recent research has begun to consider the employee in talent management, a notable lack of conceptual and empirical investigation of the employee perspective persists. Considering the talent in talent management, the focus of this thesis is to examine the employee response to exclusive talent management and individual-level outcomes, bringing the employee perspective into central focus in the literature, a shift from the organisational perspective and organisational-level focus dominant in the literature. This thesis draws on psychological contract, social exchange and human resources attribution theories to investigate the mechanisms through which exclusive TM effectuates outcomes. An exploratory convergent empirical strategy and mixed-methods are used to consider these research questions: How do employees experience talent management? What are the consequences of talent management for the psychological contract and individual outcomes? Two empirical studies are presented. First, a qualitative inductive study. Through interview of a purposeful cross-organisation sample of employees identified as elite talent by their organisations, to capture the “voice of talent”, evidence highlights the consequences of talent status, the complexities of the talent-organisation relationship, and the central, dynamic involvement of the psychological contract. Second, through integration of HR attribution theory into the TM literature, the influence of employee talent management attributions on individual outcomes is examined, finding that psychological contract fulfilment is a central mechanism through which the influence of employee attributions of talent management on outcomes is mediated. A large-scale quantitative study (n=1561) was conducted. Examining the perspectives of both talent-identified employees and the wider workforce, this dissertation contributes a deep empirical investigation of the employee experience of talent management to the rapidly developing literature.

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DISSERTATION REPORT ON ASPECTS OF TALENT MANAGEMENT

Talent management is a term that emerged in the 1990s to incorporate developments in Human Resources Management which placed more of an emphasis on the management of human resources or talent. The issue with many companies today is that their organizations put tremendous effort into attracting employees to their company, but spend little time into retaining and developing talent. A talent management system must be worked into the business strategy and implemented in daily processes throughout the company as a whole. It cannot be left solely to the human resources department to attract and retain employees, but rather must be practiced at all levels of the organization. The business strategy must include responsibilities for line managers to develop the skills of their immediate subordinates. Divisions within the company should be openly sharing information with other departments in order for employees to gain knowledge of the overall organizational objectives.

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Home > Colleges & Schools > Soules College of Business > Human Resource Development > HRD_GRAD

Human Resource Development Theses and Dissertations

Theses/dissertations from 2023 2023.

CAMPUS-LEVEL TEACHER TURNOVER IN TEXAS PUBLIC ELEMENTARY SCHOOLS: AN EXAMINATION OF THE IMPACT OF LEADERSHIP FACTORS AND SCHOOL DEMOGRAPHICS USING HEIRARCHICAL LINEAR MODELING , Amy Welch Baskin

HUMAN RESOURCE DEVELOPMENT PROFESSIONALS’ COMPETENCIES AND CAREER SUCCESS IN THE SERVICE INDUSTRY: A QUALITATIVE STUDY , Cheryl DePonte

EVALUATING HEALTHCARE STUDENT LEARNING PERFORMANCE DURING THE INITIAL YEAR OF THE COVID-19 PANDEMIC: A CASE STUDY , Maria D. Garcia-Villarreal

LEADERSHIP BEHAVIORS, PRACTICES, AND SYTLES IN MERGERS AND ACQUISITIONS IN THE U.S. TECHNOLOGY-BASED ORGANIZATIONS: A QUALITATIVE STUDY , SUSAN E. GLOVER

THE IMPACT OF THE COVID-19 PANDEMIC ON EMPLOYEE ENGAGEMENT AND PERFORMANCE IN THE TELEWORKING CONTEXT IN THE U.S. PUBLIC SECTOR: A PHENOMENOLOGICAL CASE STUDY , Elizabeth Nesuda

Theses/Dissertations from 2022 2022

Exploring the Roles of the Craft Trainer in the Construction Industry , Mary M. Chatham

PREPARE FOR THE WORST, HOPE FOR THE BEST: A QUALITATIVE STUDY ON WORKPLACE VIOLENCE IN THE HEALTH CARE INDUSTRY , John Haymore

WORKPLACE FUN FOR EMPLOYEE ENGAGEMENT: A FUNCTION OF ORGANIZATIONAL CULTURE? , Lacey Logan

TESTING THE PREDICTIVE VALIDITY OF A MANAGERIAL COACHING SCALE USING A CROSS-LAGGED PANEL DESIGN , Katherine Stone

Theses/Dissertations from 2021 2021

EFFECT OF TRAINING OPPORTUNITY AND JOB SATISFACTION ON TURNOVER INTENTIONS AMONG GEN X AND GEN Y , Regin Justin

The Effects of Perceived Organizational Justice of Inclusive Talent Management Practices on Employee Work Effort , Thomas Kramer

MENTORING EARLY CAREER TEACHERS UNDER COVID-19 PANDEMIC IN THE STATE OF TEXAS: A PHENOMENOLOGICAL CASE STUDY , Sonya H. Niazy

Theses/Dissertations from 2020 2020

EXAMINING MANAGERIAL COACHING DYADS AND THE DEVELOPMENTAL LEARNING OUTCOMES FOR MANAGERS SERVING AS COACHES AND THE REVERSE COACHING BEHAVIORS OF THEIR SUBORDINATE COACHEES , Beth Adele

Team-Based Effects on Individual Human Capital: A Proxy for Organizational Performance , Rob Carpenter

Testing the Modality Effect in an Online Training of Virtual Workers: An Experiment Inspired by Social Distancing , Janice Lambert Chretien

Examining the Mediating Effect of Job Crafting on the Relationship Between Managerial Coaching and Job Engagement in the Skilled Trades , Jennifer H. DuPlessis

PSYCHOLOGICAL WELL-BEING DURING RETIREMENT TRANSITION AND ADJUSTMENT FOR SOUTHERN BAPTIST PASTORS: A PHENOMENOLOGICAL MULTI-CASE STUDY , Tresa Gamblin

The Impact of Work Alienation on the Relationship Between Person-Organization Fit and Organizational Citizenship Behavior in Higher Education , Andrew R. Krouse

Antecedents to Strategic Project Success: A Qualitative Phenomenological Analysis of Project Leaders' Perceptions , Dave Silberman

Theses/Dissertations from 2019 2019

EXAMINING THE UNITED KINGDOM’S SOFT LAW APPROACH FOR WOMEN ON BOARDS WITH REGARD TO GENDER DIVERSITY AND THE GENDER PAY GAP: A REGRESSION DISCONTINUITY DESIGN , Silvana Chambers

ORGANIZATIONAL COGNITION AS INTERVENED BY ORGANIZATIONAL SUPPORT AND ENGAGEMENT ON MEDICAL CODERS’ EXHIBITION OF ORGANIZATIONAL CITIZENSHIP BEHAVIORS , David W. Conley

EXPLORING GRIEF AND MOURNING IN WORK TEAMS: A PHENOMENOLOGICAL MULTI-CASE STUDY , Ashley L. Kutach

EFFECTS OF THE DIMENSIONS OF QUALITY OF WORK LIFE ON TURNOVER INTENTION OF MILLENNIAL EMPLOYEES IN THE U.S. , Julie Lewis

EXAMINING THE DIRECT EFFECT OF CEO PERCEPTIONS OF COLLECTIVE ORGANIZATIONAL ENGAGEMENT ON PATIENT EXPERIENCE IN ACUTE-CARE HOSPITALS , Mary Lynn Lunn

SUCCESS AND FAILURE RATES, FACTORS, AND ALIGNMENT WITH CHANGE MODELS: A META-ETHNOGRAPHIC ANALYSIS OF PLANNED ORGANIZATIONAL CHANGE QUALITATIVE CASE STUDY LITERATURE , Diana McBurnett

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• UT Tyler Human Resource Development PhD Degree

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College of Education and Human Development

Department of Organizational Leadership, Policy, and Development

Human resource development PhD

Become an expert in developing individuals and organizations to unleash productivity. This Human Resource Development (HRD) track program prepares you to conduct research and provide sophisticated consultation into how workers acquire new knowledge and skills, relate to one another in complex social environments, and transition to management and leadership positions. You will learn how to see HRD theories and practices in larger economic, social, and political contexts, and you will be able to chart organizational paths for growth in those contexts.  

Your contributions to research will help organizations and systems all over the world better understand ways in which to create fair and equitable environments for their workforces, design programs that support workers and prevent burnout, and promote professional growth and satisfaction in employees.

Doctoral students in Human Resource Development gain the capacity to:

• Teach leadership, adult education, and human resource development courses.
• Serve as training and development consultants on program design and implementation.
• Resolve complex organizational and relational issues through innovative training and performance improvement techniques.
• Develop sophisticated measurements to analyze and diagnose organizational challenges.
• Conduct original research in the field and derive transferable insights and applications for local-to-international clients and industries.
• Faculty at a college or university
• Director of organizational effectiveness
• Head of organizational learning and development
• Executive coach or consultant

Departmental core (16 credits)

Professional socialization seminar

• OLPD 8011—Doctoral Research Seminar I (1 cr) [Take Fall term of first year]

Research courses

• OLPD 8015—Inquiry Strategies in Educational and Organizational Research (3 cr) [Take Spring term of first year]
• Quantitative course (3 cr inside or outside of department; with approval of advisor)
• Qualitative course (3 cr inside or outside of department; with approval of advisor)
• Additional methods courses (6 cr; with approval of advisor)

Total PhD credits required

48 credits of HRD coursework + 24 thesis credits = 72 total credits

Specialization (9 credits)

Courses must have advisor approval.

• One OLPD 8xxx level theory seminar (3 cr)
• Two or three 8xxx level seminars offered by various HRD faculty (2-3 cr each for a total of 6 cr)

Thesis credits (24 credits)

All Ph.D. students are required to register for 24 semester thesis credits after completing the preliminary oral exam. The 24 credits must be taken over two or more terms.

• OLPD 8888—Thesis Credits: Doctoral

Additional Research Courses (9 credits)

In addition to the research/methodology courses mentioned in the department core the following are required for students in the HRD track.

• 3 cr statistics course selected in consultation with advisor
• OLPD 8603— The Capstone Research Experience (6 cr.). This course is offered every other year. When it is offered take six credits over two semesters, three credits to be taken in fall semester and three credits to be taken in spring semester. Is usually taken during the second year or third year if the student is full-time.

Additional coursework (14 credits minimum)

Minimum of 14 credits required. These credits can be used to meet the requirement that a minimum of 12 credits be taken outside the HRD track or for a minor. Courses not specifically listed should have advisor approval.

How to apply

Admission deadline.

December 1 for a Fall semester start. Fall semester start only.

Applicants may only apply to one OLPD track.

Applications are not complete until ALL required materials and fees have been received. If anything is missing, your application may not be considered until the next review date the following year. It is strongly recommended to apply at least two weeks before any submission deadlines.

Applications are processed by the Graduate School. A decision for admission notice will be emailed to you once your application is carefully reviewed by the department's admission committee and your transcripts and any credentials (test reports, diploma copies, etc.) are authenticated by Graduate School officials.  

Admission Requirements

Degree: Master's degree or equivalent

GPA: Undergraduate 3.0; Graduate 3.4

Note: Applicants should not submit GRE scores, as they will not be considered in the review process.

TOEFL/IELTS Scores (Not required for U.S. students):

• TOEFL: Internet based = 79 or above (21 writing/19 reading)
• IELTS = 6.5

File PhD Application Instructions.pdf

Tuition and funding

Tuition information: CEHD | OneStop

Financial aid: CEHD | OneStop

Readmission

If a graduate student in an OLPD program has become inactive they must follow the readmission procedures .

Whether you seek reactivation after accidentally being discontinued this term or want to return after a long absence these are the steps needed to re-apply.

• Complete the proper online readmission application . If you have been away from the program less than five years use the Express Readmission Application and email it to [email protected] . All others must submit the Online Application for Readmission  
• Once received, the department will forward your application to the appropriate admissions committee. Readmission decisions are normally determined by the program’s admissions committee, not any one individual faculty member. Readmission is never guaranteed. Decisions for readmission are based on a review of previous progress toward degree completion, the proposed timeline for completion, the availability of faculty resources, and/or any additional application materials they may request from you. Individual programs/tracks reserve the right to readmit students under the current graduate program requirements, rules, and guidelines. They may also request an applicant to provide additional information prior to making a decision.  
• Once the committee makes their recommendation, the department’s DGS will sign off on the decision and forward the result to the central Graduate Admissions Office for processing. Once processed, you will be notified of the decision.

Individual department programs and tracks reserve the right to require readmitted students to retake coursework if they deem it appropriate. Readmitted students are also required to abide by current time-to-degree policies as determined by the University, which may differ from the policy in place when they first started the degree program.

Individuals seeking readmission to the Ph.D., Ed.D., and M.A. program tracks in the former EDPA, WHRE, and WCFE majors can only reapply to the appropriate program track under the Organizational Leadership, Policy, and Development (OLPD) major name.

We’re here to help. Simply complete this form and a member of our department will be in touch.