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Open research questions in Human Resource and Talent Management

130 unresolved questions extracted from the limitations and future-work sections of 2,117 Human Resource and Talent Management papers in our library. Each links back to the study that raised it.

What the literature leaves open

  • Future research could explore the specific mechanisms through which diver- 38 Human Resource Strategy and Practice | Volume 02 | Issue 01 | June 2026 sity and inclusion contribute to the development of thinking competencies, and could identify best practices for creat- ing inclusive environments where all voices are heard and valued.

    Thinking as a Strategic HR Competence for Leadership and Workforce Development · 2026 · DOI

  • The human resource department needs to put in place an official succession planning mechanism, which will ensure continuity and that organizational knowledge is not lost. It is critical to identify high-potential staff members early and put in place mechanisms to develop their careers through mentoring and leadership training programs. Furthermore, standardization of talent reviews by the service board in Murang’a County Government across all departments would help remove inconsistencies in talent calibration. Competency assessments should also be conducted continuously by departmental administrators to ensure that the training programs are addressing skill gaps.

    Effect of Talent Calibration on Organizational Performance of Murang’a County Government, Kenya · 2026 · DOI

  • Given that Career Development was the strongest predictor, it is recommended that all public sector institutions immediately develop and implement transparent, merit-based career progression frameworks. This should include clear criteria for promotions, defined job ladders, and mandatory mentorship programs. Individual Development Plans (IDPs) should be created for every professional, with regular reviews to track progress and address aspirations. The abysmally low satisfaction with compensation (M=2.34) demands immediate action. It is recommended that a high-powered commission be constituted to review public sector remuneration with the goal of achieving competitive parity with the private sector and international benchmarks, particularly for high-risk sectors like healthcare and education. This review should consider not only base pay but also performance-based incentives and non-monetary benefits. To address the deficits in Professional Development, a centralized academy should be established to provide continuous, targeted training and skills upgrades for public servants. This academy should partner with universities and professional bodies to offer certified courses, leadership training and sabbatical opportunities, directly linking completed training to career advancement possibilities. The entire public sector HR architecture should be reformed from an administrative function to a strategic, evidence-based talent management system. This requires building capacity for HR analytics, using data to identify flight risks, and continuously evaluating the impact of retention policies. The validated instrument from this study can be deployed annually as a "retention health check." Brain drain is a national security and development issue. Therefore, it is recommended that the findings of this study inform a comprehensive national strategy that aligns education policy, immigration policy, and public sector reform. This strategy should include diaspora engagement programs to leverage the skills of those who have already left and create pathways for their contribution to national development.

    Impact of public sector talent retention on brain drain in selected north-central states in Nigeria · 2026 · DOI

  • focused - Because senior staff are more likely to use counselling services, organizations should create to encourage initiatives participation among lower-level employees through awareness programmes and easier access procedures. Since perceptions of service adequacy are levels, organizations similar across should ensure clear, transparent, and consistent communication about counselling services, including confidentiality and access processes. job - - Given differences generational in perceptions—especially among employees tailor aged 35–44—organizations should counselling outreach and support strategies to address the specific needs of different age groups.

    Investigating Job-Level Disparities and Generational Differences in Perception and Utilization of Workplace Counselling Services in Nigerian Organizations · 2026 · DOI

  • campaigns to address the factors preventing the general population from accessing counselling services. To also encourage management of organizations on the provision and maintenance of their adequate and beneficial counselling employees. to Keywords: Accessibility, Adequacy and availability, Employee perception, Generational differences, Job- level disparities, Workplace counselling.

    Investigating Job-Level Disparities and Generational Differences in Perception and Utilization of Workplace Counselling Services in Nigerian Organizations · 2026 · DOI

  • Motsomotso, M. (2025). The impact of workplace counselling on employee performance. Indonesian Journal of Advanced Research, 4(4), 381–392. https://doi.org/10.55927/ijar.v4i4.14153 Muhammad, A. H., & Muhammad, S. Y. (2021). Stress management and employee counselling: It’s imperative to the Nigerian public service. Kashere Journal of Education, 2(2), 221– 230. https://dx.doi.org/10.4314/kje.v2i2.28 Oluwasanmi, O. O., Okponung, A. T., Sodeinde, G. M., & Ibrahim, K. M. (2025). Employee mental health and workplace performance in the Nigerian public and private sectors. Precious Cornerstone University. Omoegun, O. M., Nwadinigwe, I. P., & Ahimie, B. (2018). Workplace counselling services in and Nigeria: recommendations. International Journal of Educational Research, 5(1), 70–82. Omoegun, O. M., Nwadinigwe, I. P., & Ahimie, B. that hinder work-place (2018). Factors counselling services in Nigeria. Covenant International Journal of Psychology, 3(2).

    Investigating Job-Level Disparities and Generational Differences in Perception and Utilization of Workplace Counselling Services in Nigerian Organizations · 2026 · DOI

  • To ensure that long-term sustainability goals and objectives are met, organizations should employ strategic and integrated talent management system with the integration of talent acquisition, development, performance management and retention practices aligned with long-term sustainability. 2. The organizations ought to emphasize upon building and nurturing the transformational leadership abilities within all management levels by providing leadership development programs, succession planning and reward systems that foster visionary, ethical, peopleoriented leadership. 3. The management ought to also reinforce organizational learning systems by investing in ongoing training, knowledge sharing systems, mentoring, and learning oriented culture to ensure employees become adaptable, innovative and provide sustainable performance for desired success. 4. To make lasting organizational success, the top management and policymakers should make certain that talent management, leadership & sustainability strategies are aligned with sustainability in governance, performance reviews, decision-making to boost longterm organizational success. REFERENCES Alhammadi, E. M., & Romle, A. R. (2023). The Impact of talent management practices on Employee performance: Leadership Competencies as a Mediator. International Journal of Professional Business Review, 8 (11), e03499. Bryman, D. F. A., & Bell, G. H. E. (2015). The Business research methods. The Oxford University Press, USA. Chawla, D., & Sondhi, N. (2011). Research methodology: Concepts and cases. New Delhi, India: VIKAS Publishing House. Journal of Social Sciences Development, Volume 05, Issue 01, MARCH, 2026 133 Khan … Role Of Organizational Collings, D. G., Mellahi, K., & Cascio, W. F. (2018). Global Talent Management and Performance in Multinational Enterprises: A Multilevel perspective. Journal of Management, 45 (2), 540– 566. Elzek, Y. S., Soliman, M., Riyami, H., & Scott, N. (2023). Talent management and sustainable performance in travel agents: do green intellectual capital and green servant leadership matter? Current Issues in Tourism, 27 (19), 3115–3130. Farhan, B. Y. (2024). Visionary leadership and innovative mindset for sustainable business development: Case studies and practical applications. Research in Globalization, 8, 100219. Feeney, M., Grohnert, T., Gijselaers, W. (2023). Organizations, Learning, and Sustainability: A Cross-Disciplinary Review and Research Agenda. Journal of Business Ethics, 184, 217–235 Ferreiro, F. J., Miguéns, V., & Atrio, Y. (2021). Can Talent Management Improve Training, Sustainability and Excellence in the Labor Market? Sustainability, 13 (12), 6645. Haile, E. A., & Tüzüner, V. L. (2022).

    ROLE OF ORGANIZATIONAL LEARNING IN LINKING TALENT MANAGEMENT AND SUSTAINABLE PERFORMANCE · 2026 · DOI

  • The study’s novelty lies in its focus on the combined effect of these two recruitment and selection mechanisms within civil service-regulated organisations and its theoretical contribution to knowledge by extending Human Capital Theory to the underexplored context of Nigeria’s civil service, where regulatory frameworks, political patronage and lack of governance pre-employment verification are distinct constraints that shape talent acquisition outcomes.

    Recruitment and Selection Practices on the Performance of Selected Public Sector Organisations in Nigeria · 2026 · DOI

  • Several limitations warrant acknowledgment. First, the study was conducted within a single Chinese enterprise group, which, while enabling deep organisational context, limits the generalisability of findings to other national and organisational settings. Future research should replicate this model in diverse organisational contexts, including SMEs, state-owned enterprises, and cross-national comparative settings. Second, the cross-sectional survey design precludes strong causal inference. While SEM with bootstrapped mediation testing provides robust indirect effect estimates, longitudinal designs would strengthen causal claims. Future studies could employ panel data or experience sampling methods to track how changes in CSR perceptions over time influence career support perceptions and ultimately talent stability. Finally, this study focused on ECP as the sole mediator. The partial mediation finding suggests that other mechanisms, organisational identification, trust, psychological ownership, and justice perceptions, account for a substantial portion of the direct CSR-to-stability effect. Future research could incorporate these mediators in a more comprehensive parallel or sequential mediation model, drawing on the broader micro-CSR literature.

    <b>Perceived Corporate Social Responsibility and Talent Stability in a Large Chinese Enterprise Group: The Mediating Role of Employee Career Planning Support</b> · 2026 · DOI

  • Though the present study significantly provides a critical synthesis of managerial support and career development impact upon developing and succeeding in AI-enabled and remote work environments, the findings are constrained by the dynamic and evolving characteristics of the technologically advancing work environment. The cross-sectional research design of the study limits the ability to generate and generalize the study application in managerial practices and career outcomes in this dynamic and evolving work culture. The sectoral sample of the study does not fully account for the changing and emerging economies' necessities. The study does not incorporate longitudinal or policy-driven factors that can be a further extension of this study. Study findings require further in- depth analysis and a large sample size study to support the managerial decision-making and career development trajectories for mutual trust and transparency in the AI-enabled workplace.

    Talent empowerment in AI-enabled remote workplaces · 2026 · DOI

  • i. Federal Teaching Hospitals should improve on the already existing retention strategies, such as succession planning, recognition, non-cash awards, and training and development that are shared with the entire department. These would demonstrate to employees how much the organisation values their presence and commitment to the business. Employees should be informed of the organisation's plans to maintain employee satisfaction. ii. Support should also be provided by ensuring that workers have adequate access to equipment and infrastructural facilities to carry out their tasks. These would boost employees’ morale and lessen the feeling that they are overworked. iii. There should be sufficient financial funding from the government, groups and individuals. This can be promoted by the government through the provision of a conducive environment by rewarding individuals who donate to teaching hospitals, and also make public private partnership as another development option.

    Challenges to Employees’ Retention Strategies in Tertiary Hospitals in Southwest of Nigeria · 2026 · DOI

  • In addition, the present study operationalized talent stability through the affective commitment dimension; future research could examine whether this pattern generalizes to broader behavioral and multi-motive indicators of staying. Future studies should examine whether the CSR → ECP → TS pathway holds across ownership forms, industries, regions, and HR governance systems.

    Perceived Corporate Social Responsibility, Career Planning Support and Talent Stability: Evidence from A Large Chinese Enterprise Group · 2026 · DOI

  • The study does not examine the relationship between employee experience levels (sample shows distribution from less than 5 years to 15+ years) and their ability to adapt to and effectively utilize AI-supported talent management systems. Training effectiveness and performance outcomes may differ significantly between recently-hired personnel and experienced staff with substantial professional background.

    The impact of employing artificial intelligence technologies in supporting talent management on the performance efficiency of institutions in the government health sector in the Kingdom of Saudi Arabia · 2026 · DOI

  • The paper lacks specific data on which particular AI technologies and algorithms are currently implemented in Saudi Arabian government health institutions for talent management functions. No detailed inventory of AI tool types, vendors, or specific technical capabilities (natural language processing, machine learning classification models, predictive analytics) used in recruitment and talent development is documented.

    The impact of employing artificial intelligence technologies in supporting talent management on the performance efficiency of institutions in the government health sector in the Kingdom of Saudi Arabia · 2026 · DOI

  • The research does not provide comparative analysis of AI-augmented talent management versus traditional human resource management approaches in identical institutional settings. A controlled comparison between health institutions using AI-based talent acquisition systems and those using conventional recruitment methods would establish the actual performance efficiency gains.

    The impact of employing artificial intelligence technologies in supporting talent management on the performance efficiency of institutions in the government health sector in the Kingdom of Saudi Arabia · 2026 · DOI

  • The study does not investigate potential bias in AI algorithms used for candidate screening and selection within the Saudi Arabian government health sector context. Gender, educational background, and regional representation biases in AI-driven recruitment systems remain unexamined despite the sample showing variation in educational qualifications across participants.

    The impact of employing artificial intelligence technologies in supporting talent management on the performance efficiency of institutions in the government health sector in the Kingdom of Saudi Arabia · 2026 · DOI

  • The research lacks longitudinal measurement of AI-supported talent management performance outcomes over extended time periods. Short-term adoption metrics were collected, but the paper does not establish baseline performance data before AI implementation or track performance efficiency changes at 6-month, 12-month, and 24-month intervals post-implementation.

    The impact of employing artificial intelligence technologies in supporting talent management on the performance efficiency of institutions in the government health sector in the Kingdom of Saudi Arabia · 2026 · DOI

  • The study does not specify empirical validation of artificial intelligence systems' effectiveness across different types of government health institutions (hospitals vs. health centers vs. health administration departments) in talent management and recruitment processes. Different institutional sizes and organizational structures may require tailored AI implementations for talent acquisition.

    The impact of employing artificial intelligence technologies in supporting talent management on the performance efficiency of institutions in the government health sector in the Kingdom of Saudi Arabia · 2026 · DOI

  • The paper recommends redesigning motivation programs to include material and moral incentives that enhance employees' professional and emotional well-being, but provides no empirical testing of what specific incentive structures, compensation models, or recognition systems would effectively bridge the non-significant gap between motivation initiatives and emotional intelligence outcomes in food industry contexts.

    Impact of Talent Management on Emotional Intelligence in Food Industry Companies in Hodeidah Governorate · 2026 · DOI

  • The study was limited to food industry companies in Hodeidah Governorate; the generalizability of findings to other geographic regions in Yemen, other Arab countries, or non-Arab contexts with different organizational cultures, labor market conditions, and emotional intelligence norms remains untested and should be validated through cross-regional and cross-cultural comparative studies.

    Impact of Talent Management on Emotional Intelligence in Food Industry Companies in Hodeidah Governorate · 2026 · DOI

  • The research identified that talent development and talent retention significantly impact emotional intelligence in food industry companies, but the paper does not specify which types of development programs (technical training, soft skills workshops, mentorship models) or retention strategies (benefits packages, career progression, work-life balance policies) are most effective for enhancing emotional intelligence dimensions such as self-awareness, self-regulation, and empathy.

    Impact of Talent Management on Emotional Intelligence in Food Industry Companies in Hodeidah Governorate · 2026 · DOI

  • The study documented a non-significant relationship between talent motivation programs and emotional intelligence (β=0.074, p=0.489) in food industry companies, yet did not examine whether this contradiction with prior pharmaceutical and healthcare studies results from differences in motivation program design, industry-specific work environments, or whether emotional intelligence requires different motivational structures in food manufacturing versus service sectors.

    Impact of Talent Management on Emotional Intelligence in Food Industry Companies in Hodeidah Governorate · 2026 · DOI

  • The study found no statistically significant impact of talent attraction on emotional intelligence in food industry companies in Hodeidah Governorate (β=0.077, p=0.416), contradicting the theoretical assumption; however, the paper does not investigate whether this null result is specific to the food industry context, geographic region, or organizational size, or whether different talent attraction mechanisms (e.g., employer branding, recruitment channels, selection criteria emphasizing emotional competencies) would yield different outcomes.

    Impact of Talent Management on Emotional Intelligence in Food Industry Companies in Hodeidah Governorate · 2026 · DOI

  • Although scientific literature addressing the topic emphasizes that through development of talents, organizations can increase their productivity, performance and competitiveness, little is known so far concerning the development of this research field as a whole and particularly concerning theories prevailing in the area.

    Utilization of theories in talent development: mapping the field of HRD · 2024 · DOI

  • Recent reviews have identified two significant gaps in the literature: 1) excessive focus on large for-profit organizations in North American, Asian and European private sectors; and 2) lack of consensus on TM definitions and activities in organizations.

    Examining Talent Management Practices in a Canadian Not-for-Profit Context: A Theory-Driven Template Analysis · 2022 · DOI

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130 open questions have been extracted from the limitations and future-work passages of 2,117 Human Resource and Talent Management papers in our library. Each one below links back to the study that raised it, so you can read the original claim in context.

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