Volume 36, Issue 3, June 2022, Pages 658–669
Md. Jahangir Alam Siddikee1, Jesmin Ara2, Humaira Begum3, and Md. Rigan Sarkar Lisone4
1 Department of Finance and Banking, Hajee Mohammad Danesh Science and Technology University, Dinajpur, Bangladesh
2 Department of Finance and Banking, Hajee Mohammad Danesh Science and Technology University, Dinajpur, Bangladesh
3 Department of Finance and Banking, Hajee Mohammad Danesh Science and Technology University, Dinajpur, Bangladesh
4 Department of Finance and Banking, Hajee Mohammad Danesh Science and Technology University, Dinajpur, Bangladesh
Original language: English
Copyright © 2022 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Talent management is one of the most important concerns for leaders all over the world. In the power sector, talent management plays an important role for both local and multinational companies. This study focuses on talent management with the help of green human resource management in Bangladeshi power sector. From the literature review and twenty-six expert’s opinions, twelve important barriers were identified. These barriers are insufficient talent supply, unsecured career growth, scarcity of manpower, shortage of training programs, lack of advanced technical and technological knowledge, absence of mechanism in action, lack of infrastructure development, workforce adjustment, system loss, lack of supply, high demand, and inadequate financial incentive. Their mutual interrelationships were discussed using the Total Interpretive Structural Modeling Technique (TISM). After that, Matrice d'Impacts Croisés, Multiplication Appliquée à un Classement is known as MICMAC analysis, helps to identify the indirect relationship between barriers having high driving intensity. is known as MICMAC analysis, helps to identify the indirect relationship between barriers having high driving intensity. Finally, the DEMATEL approach was developed to establish the cause-effect relationship model between the barriers. Its purpose is to provide HR managers with an understanding of the relationship between the barriers and indicate the most critical ones that attach talent management with green human resource management for sustainability of an organization in the power sector of Bangladesh.
Author Keywords: Talent management, green human resource management, sustainable human resource management, power sector, human resource manager.
Md. Jahangir Alam Siddikee1, Jesmin Ara2, Humaira Begum3, and Md. Rigan Sarkar Lisone4
1 Department of Finance and Banking, Hajee Mohammad Danesh Science and Technology University, Dinajpur, Bangladesh
2 Department of Finance and Banking, Hajee Mohammad Danesh Science and Technology University, Dinajpur, Bangladesh
3 Department of Finance and Banking, Hajee Mohammad Danesh Science and Technology University, Dinajpur, Bangladesh
4 Department of Finance and Banking, Hajee Mohammad Danesh Science and Technology University, Dinajpur, Bangladesh
Original language: English
Copyright © 2022 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Abstract
Talent management is one of the most important concerns for leaders all over the world. In the power sector, talent management plays an important role for both local and multinational companies. This study focuses on talent management with the help of green human resource management in Bangladeshi power sector. From the literature review and twenty-six expert’s opinions, twelve important barriers were identified. These barriers are insufficient talent supply, unsecured career growth, scarcity of manpower, shortage of training programs, lack of advanced technical and technological knowledge, absence of mechanism in action, lack of infrastructure development, workforce adjustment, system loss, lack of supply, high demand, and inadequate financial incentive. Their mutual interrelationships were discussed using the Total Interpretive Structural Modeling Technique (TISM). After that, Matrice d'Impacts Croisés, Multiplication Appliquée à un Classement is known as MICMAC analysis, helps to identify the indirect relationship between barriers having high driving intensity. is known as MICMAC analysis, helps to identify the indirect relationship between barriers having high driving intensity. Finally, the DEMATEL approach was developed to establish the cause-effect relationship model between the barriers. Its purpose is to provide HR managers with an understanding of the relationship between the barriers and indicate the most critical ones that attach talent management with green human resource management for sustainability of an organization in the power sector of Bangladesh.
Author Keywords: Talent management, green human resource management, sustainable human resource management, power sector, human resource manager.
How to Cite this Article
Md. Jahangir Alam Siddikee, Jesmin Ara, Humaira Begum, and Md. Rigan Sarkar Lisone, “Green Talent Management and Sustainability: A Study on Power Sector in Bangladesh,” International Journal of Innovation and Applied Studies, vol. 36, no. 3, pp. 658–669, June 2022.
