Nowadays companies have been facing arising modern world challenges, where rules employee's knowledge, high technology, digitalisation, expertise and innovation, what put demanding tasks for firms to invest more in talents' learning and development in order to master changes and sustain competitive advantage. The purpose of this study was to explore the influence of talented managers’ learning and development on their retention within the companies in Bosnia and Herzegovina. Methodology in this research article included an appropriate questionnaire on talents' training and education and talents' engagement, as the measure for talent retention. The results from this research showed that talented managers in Bosnia and Herzegovina attended mostly “on job trainings and educations through job instructions” and “external trainings through seminars”. Furthermore, it is discovered that talent training and education affect the factors of employee engagement, but it is not statistically significant for talent retention. The contribution of this study is in the first place to the existing theory on talents management, as well as to companies in developing countries to realise the importance of talents learning and development and the need for its customization to talents' uniqueness in order to increase talent retention.

Abstract Background: In a contemporary fast-changing world, companies are facing growing global competition, volatile markets, altered workforce structure, and another technological reshifting, which generates enormous pressure on them to improve their business performance and imposes the necessity to highlight practices of talent management more seriously. Objectives: In this study we explore interrelations between attraction/work motivational factors and talent retention, observed through talent engagement. Methods/Approach: The methodology in this research focuses on the comprehensive resource-based view and encompasses quantitative analysis based on data gathered from talented managers in Bosnia and Herzegovina. Results: The research results unveiled that talents were attracted to work for current companies primarily because of: good salary and company goodwill. The top three prevalent work motivational factors for talents included: (1) comfortable work environment, (2) enough autonomy and creativity in working and deciding, and (3) work-life balance. Furthermore, talent motivational factors related to talent retention in a statistically significant positive way. Conclusions: This study furnishes available talent research and theory by relating attraction/work motivational factors to talent engagement; and by introducing the fundamental motivational factors which are of monumental importance for retaining talented managers in Bosnia and Herzegovina.

In today's globalized, fast-changeable, and digitalized market, companies strongly need and seek talents, who, besides basic skills, possess higher levels, as well as the optimal mix of different competencies and qualifications. Attracting the best employees, developing and retaining them represents a crucial success factor for any firm and requires well-organized talent management. The purpose of this study is to analyze the influence of talent management, viewed through attracting, developing, and retaining talents, on organizational performance improvement in companies in Bosnia and Herzegovina. Data collection is based on a questionnaire, related to core elements of talent management and organizational performance (profitability and sales growth), with respondents from the population of talented managers, who work in companies in Bosnia and Herzegovina. The findings indicate that talent management has a positive statistically significant influence on observed organizational performance in companies in Bosnia and Herzegovina. Since talented managers are a key strategic resource, who lead organizations to accomplish excellent organizational performance, companies in developing countries need to tailor effective and customized talent management strategies, to achieve continuous improvement of organizational outcomes.

The purpose of this paper is to provide a new theoretical insight regarding top managers' personal values in developing countries based on the Schwartz Values Theory (Schwartz, 1992, 1996, 2006; Schwartz and Bilsky, 1990) and to explore the influence of top managers' personal values on sustainability performances of successful businesses. The research describes personal values differences between top managers and their commitment to pro-social and pro-environmental responsibility who were approached through the validated and reliable questionnaire on identifying top managers' personal values (PVQ40) and questionnaire on sustainability indicators observed through the „triple bottom line“ concept which includes three measuring elements: financial, social and environmental performances (Fauzi, Svensson and Rahman, 2010). Given that top managers are very often the owners in SMEs, their values are largely reflected in the organizational values, which means that in small pro-environmentaly oriented firms, the personal values of owners-managers seem to play a much stronger part in motivating pro-environmental behaviors than in other SMEs (Lawrence at al., 2006). With regard to business sustainability, it is still insufficiently known, developed and understood in Southeast Europe and in developing countries. Therefore, this research may be used to encourage companies and local governments to include a sustainability issues in their business activities as a pre-condition for business success and competitiveness. The managers in SMEs can use this research as a guideline on introduction of contemporary principles of sustainability into their companies and to improve and direct their personal values towards sustainability.