Governments are constantly striving to recruit, retain, reward, and develop their pool of public employees. When governments cannot recruit and retain capable individuals, it adds to the vicious cycle of weak governance. Therefore the ‘best and brightest’ must be recruited, developed and retained. As talent management in the public sector is still an underexplored research area especially in the Asian context, this chapter will review the talent management schemes in the public sector of Singapore, Malaysia, Thailand and Cambodia. The schemes will be assessed by each country’s inclusivity vs exclusivity approach, so as to develop a framework based on tensions towards understanding talent management in the public sector context.
Kent Wickstrøm Jensen, Shahamak Rezaei and Thomas Schøtt
This chapter empirically examines institutional impacts on the demographics of entrepreneurial talent through a comparison between Chinese entrepreneurs in China and Chinese diaspora entrepreneurs. A particular focus is put on the distribution of entrepreneurial talents across gender, age and education. We find that education in general promotes entrepreneurial talent, while some aspects of entrepreneurial talent decrease with age. We also find, some aspects of entrepreneurial talent are more prevalent among entrepreneurs in diaspora. Noticeably, our findings suggest that these demographics of talent differ between China and the Chinese diaspora. While education seem to have similar impacts on talent in China and in the Chinese diaspora, our result suggests that Chinese female entrepreneurs in the diaspora are less likely to be self-efficacious and opportunity-alert, but are more willing to take risks. We also found that the prevalence of opportunity-alertness decreases less with age in China than in the diaspora, whereas willingness to take risk increased more with age in the diaspora. These findings are suggestive of rather complicated dynamics of talent as it transfers across national borders.