Revista Científica Multidisciplinaria Arbitrada YACHASUN. Volumen 10, Número 18 (Ed. ene – jun. 2026) ISSN: 2697-3456  
Assessing Human Talent Management in Healthcare: The Case of Medical Cubacenter S.A.  
DOI: https://doi.org/10.46296/yc.v10i18.0864  
ASSESSING HUMAN TALENT MANAGEMENT IN HEALTHCARE: THE  
CASE OF MEDICAL CUBACENTER S.A.  
EVALUACIÓN DE LA GESTIÓN DEL TALENTO HUMANO EN EL SECTOR  
SANITARIO: EL CASO DE MEDICAL CUBACENTER S.A.  
1
2
Suárez-Mella Rogelio ; Freeman Serrano Enrique  
1
Universidad Técnica de Manabí. Portoviejo, Ecuador. Correo: rogelio.suarez@utm.edu.ec.  
ORCID ID: https://orcid.org/0000-0002-5492-9339  
2
Universidad Técnica de Manabí. Portoviejo, Ecuador.  
Correo: enriquefreemanrodriguez@yahoo.com.  
Resumen  
La gestión del talento humano (GTH) en las organizaciones de salud se enfrenta cada vez más  
a desafíos debido a la complejidad estructural, la transformación digital y las crecientes  
demandas de calidad del servicio y eficiencia operativa. A pesar de su importancia estratégica,  
la GTH se evalúa frecuentemente mediante modelos agregados y homogéneos que no logran  
capturar la variabilidad interna de los sistemas organizacionales. Este estudio de caso único  
aborda esta limitación al proponer y aplicar un marco analítico basado en componentes para  
evaluar la GTH en una institución privada de salud. Se implementó un diseño descriptivo-analítico  
utilizando instrumentos diferenciados aplicados al personal interno y a los clientes externos para  
evaluar subsistemas clave, incluyendo reclutamiento, capacitación, evaluación del desempeño y  
alineación organizacional. El estudio se llevó a cabo en Medical Cubacenter S.A. en Ecuador.  
Los resultados revelan inconsistencias significativas entre las políticas organizacionales formales  
y las prácticas reales, particularmente en la evaluación del desempeño y la gestión basada en  
competencias, lo que pone de manifiesto la fragmentación estructural dentro del sistema de GTH.  
Estos hallazgos demuestran que la GTH opera como una configuración heterogénea en lugar de  
un sistema coherente y unificado. El estudio contribuye a la literatura al cuestionar el supuesto  
de homogeneidad sistémica y al proporcionar una alternativa metodológica que permite una  
evaluación más precisa y sensible al contexto de los sistemas de GTH. Desde una perspectiva  
práctica, el enfoque propuesto respalda la toma de decisiones basada en evidencia al identificar  
áreas específicas para la mejora organizacional dirigida.  
Palabras claves: Gestión de recursos humanos; organizaciones sanitarias; sistemas de gestión  
de recursos humanos; desempeño organizacional; enfoque basado en componentes.  
Abstract  
Human talent management (HTM) in healthcare organizations is increasingly challenged by  
structural complexity, digital transformation, and growing demands for service quality and  
operational efficiency. Despite its strategic importance, HTM is frequently assessed through  
aggregated and homogeneous models that fail to capture the internal variability of organizational  
systems. This single case study addresses this limitation by proposing and applying a component-  
based analytical framework to evaluate HTM in a private healthcare institution. A descriptive–  
analytical design was implemented using differentiated instruments applied to internal staff and  
external clients to assess key subsystems, including recruitment, training, performance  
evaluation, and organizational alignment. The study was conducted at Medical Cubacenter S.A.  
in Ecuador. The results reveal significant inconsistencies between formal organizational policies  
and actual practices, particularly in performance evaluation and competency-based management,  
highlighting structural fragmentation within the HTM system. These findings demonstrate that  
HTM operates as a heterogeneous configuration rather than a coherent and unified system. The  
study contributes to the literature by challenging the assumption of systemic homogeneity and by  
providing a methodological alternative that enables more precise and context-sensitive evaluation  
Información del manuscrito:  
Fecha de recepción: 13 de enero de 2026.  
Fecha de aceptación: 20 de marzo de 2026.  
Fecha de publicación: 27 de abril de 2026.  
1274  
Suárez-Mella et al. (2026)  
of HTM systems. From a practical perspective, the proposed approach supports evidence-based  
decision-making by identifying specific areas for targeted organizational improvement.  
Keywords: Human resource management; healthcare organizations; HRM systems;  
organizational performance; component-based approach.  
sector, where the effectiveness of  
1. Introduction  
human talent management directly  
impacts service quality, patient  
safety, and institutional resilience.  
Healthcare organizations operate in  
high-pressure environments in which  
the performance of human resources  
determines not only operational  
efficiency but also the quality of care  
and user satisfaction. Consequently,  
deficiencies in HR practices can  
generate systemic inefficiencies,  
reduce employee engagement, and  
Human talent management (HTM)  
has evolved into a critical strategic  
function  
for  
organizational  
contexts  
performance  
characterized  
in  
by  
globalization,  
technological transformation, and  
increasing labor market complexity.  
Contemporary organizations are no  
longer able to rely on administrative  
personnel management models;  
instead, they are required to adopt  
integrated and strategically aligned  
systems that position human capital  
as a central driver of competitiveness  
ultimately  
compromise  
organizational performance. In such  
contexts, the need for robust,  
adaptive, and analytically sound  
HTM systems becomes especially  
critical.  
and  
sustainability  
(Wright  
&
McMahan, 1992; Jiang et al., 2012).  
In this perspective, HTM is not  
merely a set of isolated practices but  
a system composed of interrelated  
dimensions—such as recruitment,  
Despite this recognized importance,  
a fundamental limitation persists in  
the literature. A substantial body of  
research continues to evaluate HTM  
development,  
management, and organizational  
culture—that jointly influence  
organizational outcomes.  
performance  
systems  
using  
and  
homogeneous  
aggregated  
instruments  
indicators that treat the system as a  
unified and internally consistent  
construct. This approach, while  
This strategic relevance becomes  
particularly evident in the healthcare  
Revista Científica Multidisciplinaria Arbitrada YACHASUN. Volumen 10, Número 18 (Ed. ene – jun. 2026) ISSN: 2697-3456  
Assessing Human Talent Management in Healthcare: The Case of Medical Cubacenter S.A.  
methodologically convenient, is  
theoretically reductionist and  
empirically insufficient, as it obscures  
the internal variability of  
organizational processes and limits  
the identification of specific  
deficiencies across key components  
Lepak et al., 2006; Paauwe &  
Boselie, 2005). Furthermore, even  
recent developments in HR  
HTM  
systems  
are  
inherently  
heterogeneous, with uneven levels of  
development  
components  
organizational  
across  
their  
on  
depending  
and  
contextual  
conditions (Minbaeva, 2021; Tyskbo  
& Firtin, 2025). Therefore, assuming  
measurement homogeneity not only  
reduces analytical accuracy but also  
leads to incomplete or misleading  
interpretations.  
(
analytics—intended to enhance  
decision-making—have not fully  
overcome this limitation. Although  
analytics has been presented as a  
transformative tool, organizations  
still rely predominantly on descriptive  
metrics that fail to capture the  
multidimensional nature of HTM  
systems (Marler & Boudreau, 2017;  
Boudreau & Cascio, 2017).  
In response to this limitation, the  
present study adopts a component-  
based analytical perspective that  
explicitly recognizes the structural  
heterogeneity of HTM systems.  
Rather than treating the system as a  
unified construct, this approach  
evaluates its key dimensions  
independently through differentiated  
analytical instruments, allowing for a  
more precise and context-sensitive  
diagnosis. This perspective is  
particularly relevant for complex  
organizational environments, where  
subsystems operate under distinct  
dynamics and require tailored  
evaluation strategies.  
This contradiction reveals a critical  
gap in the field: while HTM is  
conceptually recognized as  
a
complex and multidimensional  
system, it continues to be analyzed  
through simplified and aggregated  
frameworks. Such misalignment  
between theory and methodology  
restricts the ability to generate  
precise diagnoses and limits the  
design of targeted and effective  
improvement strategies. Moreover,  
emerging evidence suggests that  
The study is conducted at Medical  
Cubacenter  
S.A.,  
a
private  
healthcare institution in Ecuador,  
serving as a case study to examine  
the applicability of this analytical  
1276  
Suárez-Mella et al. (2026)  
approach in a real organizational  
context. By disaggregating HTM into  
its core components, the research  
identifies structural inconsistencies,  
gaps between formal policies and  
actual practices, and specific areas  
for strategic improvement.  
explaining  
organizational  
performance. Classical perspectives  
within strategic human resource  
management  
argue  
that  
the  
alignment between HR practices and  
organizational strategy constitutes a  
key driver of competitive advantage  
(
Wright 1992).  
Subsequent empirical evidence has  
reinforced this position by  
&
McMahan,  
The objective of this study is to  
assess  
the  
human  
system  
talent  
from  
management  
a
demonstrating that HR systems  
influence organizational outcomes  
multidimensional and component-  
based perspective, overcoming the  
through  
mechanisms related to employee  
capabilities, motivation, and  
complex  
mediating  
limitations  
of  
homogeneous  
evaluation models. In doing so, the  
study makes three key contributions:  
opportunities to contribute (Jiang et  
al., 2012).  
(i) a theoretical contribution, by  
critically challenging the assumption  
of systemic homogeneity in HTM  
However, despite this apparent  
theoretical consolidation, a critical  
research; (ii)  
a
methodological  
contribution, by proposing and  
applying a differentiated evaluation  
inconsistency  
conceptual  
persists  
between  
and  
development  
framework  
multidimensional nature of HTM; and  
iii) a practical contribution, by  
aligned  
with  
the  
methodological  
application.  
A
significant portion of the literature  
continues to operationalize HTM  
systems as coherent and internally  
consistent structures, assuming that  
their components function in a  
uniform and integrated manner. This  
assumption is not only theoretically  
reductionist but also empirically  
problematic, as it overlooks the  
(
providing actionable insights to  
support evidence-based decision-  
making in healthcare organizations.  
State of the art  
Research  
on  
human  
(HTM)  
talent  
has  
its  
management  
progressively  
structural heterogeneity that  
consolidated  
characterizes real organizational  
position as a central element in  
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Assessing Human Talent Management in Healthcare: The Case of Medical Cubacenter S.A.  
systems (Lepak et al., 2006; Paauwe  
Boselie, 2005). From a critical  
standpoint, this reveals a persistent  
gap between how HTM is  
frequently reproduce simplifications  
&
at the analytical level by maintaining  
aggregated measurement models.  
This contradiction suggests that the  
field is evolving conceptually but  
conceptualized and how it is actually  
measured.  
remains  
constrained  
methodologically. In fact, the  
increasing emphasis on HR analytics  
has not translated into more  
sophisticated evaluation practices.  
Marler and Boudreau (2017) identify  
the potential of analytics to transform  
HR into a strategic function, yet they  
also acknowledge that organizations  
largely rely on descriptive metrics.  
This limitation is further reinforced by  
Boudreau and Cascio (2017), who  
demonstrate that the integration of  
data into decision-making processes  
Recent contributions have attempted  
to  
modernize  
the  
field  
by  
incorporating digital transformation,  
global talent dynamics, and data-  
driven decision-making into HRM  
frameworks. For instance, Minbaeva  
(2021) argues that digitalization is  
fundamentally reshaping HR  
processes, requiring organizations to  
adopt more adaptive and analytical  
approaches. Similarly, Cooke et al.  
(2023)  
emphasize  
that  
the  
emergence of artificial intelligence  
challenges traditional HRM models  
by introducing new forms of decision-  
remains  
superficial  
in  
most  
organizations.  
making  
complexity. In parallel, Collings et al.  
2019) highlight the importance of  
global talent management strategies  
in shaping organizational  
and  
organizational  
From the perspective adopted in this  
study, this situation reflects a  
structural weakness in the field: the  
(
persistence  
of  
homogeneous  
evaluation models that fail to capture  
the multidimensional nature of HTM  
systems. By aggregating data into  
unified indicators, these approaches  
obscure internal disparities across  
performance within multinational  
contexts.  
Nevertheless, these advances do not  
fully  
resolve  
the  
underlying  
key  
components  
such  
as  
methodological problem. Although  
contemporary frameworks recognize  
complexity at a conceptual level, they  
recruitment, training, performance  
management, and organizational  
1278  
Suárez-Mella et al. (2026)  
culture. As a result, they produce  
generalized diagnoses that are  
insufficient for identifying specific  
operational deficiencies or designing  
targeted interventions.  
this context, the present study adopts  
a component-based perspective that  
explicitly  
heterogeneity of HTM systems and  
evaluates their dimensions  
recognizes  
the  
independently. This approach not  
only addresses a persistent gap in  
the literature but also provides a  
more accurate and operationally  
relevant framework for analyzing  
human talent management in  
Moreover,  
emerging  
empirical  
evidence suggests that HTM  
systems  
are  
inherently  
context-  
heterogeneous  
and  
dependent. Studies conducted in  
diverse organizational settings  
indicate that HR practices vary  
complex  
organizational  
environments.  
significantly  
institutional,  
according  
cultural,  
to  
and  
organizational factors, leading to  
uneven levels of development across  
system components (Tyskbo & Firtin,  
2. Methodology  
Research  
Design  
and  
Epistemological Positioning  
2025; Lazarova et al., 2023). This  
evidence directly challenges the  
assumption of systemic coherence  
that underpins most traditional  
evaluation models.  
This study adopts a descriptive–  
analytical design within a case study  
framework, grounded in a pragmatic  
epistemological perspective. The  
research assumes that human talent  
management (HTM) systems are  
complex, context-dependent, and  
structurally heterogeneous, which  
limits the applicability of uniform  
Based on this critical assessment, it  
is argued that the predominant  
approaches in HTM research are  
methodologically limited because  
they impose artificial uniformity on  
measurement  
Therefore, the study rejects the  
assumption of methodological  
homogeneity and instead embraces  
component-based analytical  
paradigm that allows for the  
approaches.  
inherently  
diverse  
systems.  
Therefore, advancing the field  
requires moving beyond aggregated  
measurement frameworks toward  
a
analytical of  
models  
capable  
capturing internal differentiation. In  
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Assessing Human Talent Management in Healthcare: The Case of Medical Cubacenter S.A.  
differentiated  
evaluation  
of  
The internal population consisted of  
139 employees. The sample size  
was determined using the finite  
population formula with a 95%  
confidence level and a 5% margin of  
organizational subsystems.  
Case Study Context  
The research was conducted at  
Medical Cubacenter S.A., a private  
healthcare institution in Ecuador. The  
selection of this organization was  
based on its operational complexity,  
diversity of professional roles, and  
relevance as a representative case  
of medium-scale healthcare service  
providers in Latin American contexts.  
error,  
ensuring  
statistical  
representativeness.  
A
non-probabilistic  
purposive  
sampling strategy was employed to  
ensure the inclusion of participants  
with direct involvement in key HTM  
processes. For external users, a  
convenience sampling approach was  
applied accessibility  
due  
to  
The case study approach enables an  
constraints, ensuring the inclusion of  
in-depth  
exploration  
of  
HTM  
patients  
with  
recent  
service  
processes in a real organizational  
setting, facilitating the identification  
of structural inconsistencies that may  
not be observable through large-  
scale standardized studies.  
experience.  
Operationalization of Variables  
The HTM system was decomposed  
into  
the  
following  
analytical  
Population and Sampling Strategy  
components:  
The study considered two analytical  
units:  
Recruitment and selection  
Training and development  
Performance evaluation  
Organizational climate  
Internal actors: medical staff, nursing  
personnel,  
administrative  
employees, and support staff  
involved in service delivery.  
Each  
component  
was  
External actors: patients receiving  
healthcare services.  
operationalized through specific  
indicators derived from the literature  
on strategic human resource  
1280  
Suárez-Mella et al. (2026)  
management and organizational  
performance. This decomposition  
were reviewed by subject-matter  
experts to guarantee conceptual  
consistency.  
allowed  
for  
the  
independent  
evaluation of subsystems, avoiding  
the aggregation bias commonly  
found in HTM studies.  
Reliability was assessed using  
Cronbach’s alpha, with acceptable  
thresholds above 0.70 for internal  
consistency. Given the differentiated  
nature of the instruments, reliability  
was evaluated separately for each  
component.  
Data Collection Instruments  
Data were collected using multiple  
structured instruments, designed  
according to the characteristics of  
each analytical component and  
respondent group.  
Data Analysis  
Data analysis was conducted in two  
stages:  
•
Internal  
staff  
instruments  
items  
included  
Likert-scale  
Descriptive analysis to identify  
central tendencies and dispersion  
within each component.  
measuring perceptions of HR  
processes.  
•
External  
user  
instruments  
focused on service quality and  
perceived staff performance.  
Comparative  
components,  
identification  
analysis  
enabling  
of  
across  
the  
structural  
The use of differentiated instruments  
responds to the need to capture  
inconsistencies and asymmetries  
within the HTM system.  
context-specific  
dimensions,  
acknowledging that each HTM  
component operates under distinct  
organizational logics.  
This approach allows for a more  
precise diagnosis compared to  
aggregated models, as it preserves  
the internal variability of the system.  
Validity and Reliability  
Bias Control and Methodological  
Limitations  
Content validity was ensured through  
alignment  
with  
established  
theoretical constructs in HTM  
literature. Additionally, instruments  
To mitigate potential biases:  
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Assessing Human Talent Management in Healthcare: The Case of Medical Cubacenter S.A.  
•
•
•
instruments  
were  
applied  
3. Results and discussion  
independently across groups  
anonymity was guaranteed to  
reduce response bias  
Reliability  
Instruments  
of  
Measurement  
data triangulation was applied  
between internal and external  
sources  
The reliability analysis confirmed  
acceptable levels of internal  
consistency across all components  
of the human talent management  
The study acknowledges the use of  
non-homogeneous instruments as a  
methodological decision rather than  
(
HTM) system. Cronbach’s alpha  
coefficients were 0.81 for recruitment  
and selection, 0.76 for training and  
development, 0.71 for performance  
a
limitation. This approach is  
consistent  
objective  
with  
of  
the  
research  
the  
evaluation,  
and  
0.86  
for  
capturing  
organizational climate. All values  
exceeded the minimum acceptable  
threshold of 0.70, indicating that the  
measurement instruments used for  
each component are internally  
consistent and suitable for analytical  
purposes. The variation in reliability  
levels across components further  
multidimensional structure of HTM  
systems.  
Methodological Contribution  
The primary contribution of this study  
lies in challenging the assumption of  
measurement homogeneity in HTM  
research. By adopting a component-  
based approach, the study provides  
a replicable framework for analyzing  
complex organizational systems,  
particularly in sectors where human  
resource processes are structurally  
differentiated, such as healthcare.  
supports  
the  
multidimensional  
structure of the HTM system and  
justifies the use of differentiated  
instruments.  
Descriptive  
Component  
Analysis  
by  
The descriptive analysis reveals  
significant variability across the  
components of the HTM system,  
confirming the absence of structural  
homogeneity.  
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Suárez-Mella et al. (2026)  
Recruitment and Selection showed  
moderate performance (M = 3.12;  
SD = 0.64), indicating the presence  
of basic procedural structures but  
limited strategic alignment with  
competency-based management.  
development,  
evaluation remains significantly  
underdeveloped. Training  
performance  
processes, although present, lack  
coherence and strategic integration.  
These differences indicate that the  
HTM system does not operate as a  
unified structure but rather as a set of  
partially developed and weakly  
integrated subsystems. The gap  
between components, particularly  
between organizational climate and  
performance evaluation, suggests  
misalignment between employee  
perception and formal management  
practices.  
Training  
presented intermediate values (M =  
.98; SD = 0.71), reflecting irregular  
implementation and lack of  
and  
Development  
2
systematic planning in capacity-  
building processes.  
Performance Evaluation recorded  
the lowest mean score (M = 2.41; SD  
=
0.69), evidencing weaknesses in  
formal evaluation mechanisms,  
absence of standardized criteria, and  
limited feedback systems.  
External  
User  
Perspective  
(Patients)  
Organizational Climate exhibited the  
highest level of internal consistency  
and relatively higher perception  
scores (M = 3.34; SD = 0.58),  
although with notable variation  
across staff groups.  
The analysis of external user  
responses indicates generally  
acceptable levels of perceived  
service quality. However, variability  
in  
responses  
suggests  
inconsistencies in staff performance  
and service delivery.  
Cross-Component Comparative  
Analysis  
These findings reinforce the internal  
analysis, indicating that structural  
weaknesses in HTM components,  
The comparison across components  
reveals structural asymmetry within  
the HTM system. While recruitment  
particularly  
in  
performance  
evaluation and training, may have a  
direct impact on service outcomes.  
and  
organizational  
climate  
demonstrate moderate levels of  
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Assessing Human Talent Management in Healthcare: The Case of Medical Cubacenter S.A.  
Synthesis of Findings  
HTM systems may operate as  
fragmented configurations, in which  
key components evolve unevenly  
and lack effective coordination. This  
evidence not only questions the  
validity of aggregated evaluation  
models but also reveals a deeper  
structural limitation in the way HTM  
has been conceptualized and  
measured.  
Overall, the results demonstrate that:  
The HTM system exhibits  
a
fragmented structure rather than an  
integrated model  
Key components show uneven levels  
of development  
There is a lack of alignment between  
HR processes and organizational  
objectives  
From a theoretical standpoint, this  
study critically re-examines the  
foundational premise of strategic  
Internal inconsistencies are reflected  
in external service perceptions  
human  
which  
resource  
management,  
alignment  
practices and  
emphasizes  
These  
findings  
validate the  
analytical  
between  
HR  
component-based  
organizational strategy as a driver of  
competitive advantage (Wright &  
approach adopted in this study, as  
they reveal structural patterns that  
would not be identifiable through  
McMahan,  
assumption  
1992).  
has  
While  
been  
this  
widely  
aggregated  
or  
homogeneous  
supported, more recent reflections  
on the evolution of the field suggest  
that strategic HRM has often  
evaluation models.  
Discussion  
progressed  
fundamental  
without  
resolving  
The findings of this study challenge  
one of the most persistent  
assumptions in the human talent  
management (HTM) literature: that  
organizational systems can be  
evaluated as coherent, internally  
aligned, and functionally integrated  
structures. Contrary to this dominant  
view, the results demonstrate that  
conceptual  
inconsistencies (Wright & Ulrich,  
2017). In this sense, the present  
findings support the argument that  
alignment should not be assumed as  
an inherent system property but  
rather  
verified  
empirically,  
particularly in complex organizational  
environments such as healthcare.  
1284  
Suárez-Mella et al. (2026)  
This position is consistent with prior  
research that conceptualizes HR  
systems as configurations of  
interdependent but not necessarily  
balanced components (Lepak et al.,  
persistence of simplified analytical  
frameworks. Furthermore,  
methodological biases inherent in  
organizational research—such as  
common  
method  
bias—may  
2
006). However, this study advances  
reinforce these limitations if not  
properly addressed (Podsakoff et al.,  
2012).  
this perspective by demonstrating  
that heterogeneity is not only  
theoretical  
observable  
organization.  
identified  
but  
within  
The  
empirically  
In  
parallel,  
the  
increasing  
a
single  
digitalization of HRM has been  
presented as a pathway to more  
adaptive and efficient systems  
disparities  
across  
recruitment,  
training, and performance evaluation  
(
Strohmeier, 2020; Bondarouk et al.,  
017). However, this study argues  
that digital transformation alone does  
reinforce  
the  
argument  
that  
2
aggregated  
measurement  
approaches obscure critical internal  
dynamics (Paauwe & Boselie, 2005),  
thereby limiting the explanatory  
capacity of HTM models.  
not  
resolve  
structural  
recent  
inconsistencies.  
While  
research highlights the opportunities  
of artificial intelligence and global  
HRM transformations (Budhwar et  
al., 2022; Caligiuri & Caprar, 2022),  
The study also contributes to the  
debate on HR analytics by offering a  
critical reinterpretation of its current  
limitations. While HR analytics has  
been promoted as a transformative  
tool (Marler & Boudreau, 2017),  
existing research has already  
warned that HR functions risk failing  
to leverage data effectively due to  
conceptual and capability gaps  
the  
findings  
suggest  
that  
technological advancements may  
amplify existing fragmentation if  
underlying analytical assumptions  
remain unchanged. In other words,  
digitalization enhances tools, but not  
necessarily understanding.  
This argument is further supported  
by broader perspectives on digital  
transformation, which emphasize  
that technological change requires  
(
Angrave et al., 2016). The present  
findings confirm this concern,  
showing that the core limitation lies  
not in data availability but in the  
corresponding  
shifts  
in  
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Assessing Human Talent Management in Healthcare: The Case of Medical Cubacenter S.A.  
organizational logic and analytical  
frameworks (Vial, 2019). Similarly,  
emerging applications of AI in HR  
processes—such as recruitment—  
al., 2024), reinforcing the need for  
more  
granular  
analytical  
approaches.  
From a methodological standpoint,  
this study explicitly challenges the  
have  
demonstrated  
both  
opportunities and risks, particularly in  
terms of consistency and decision  
quality (Van Esch et al., 2019).  
Therefore, the study takes a clear  
dominance  
of  
homogeneous  
measurement instruments in HTM  
research. By adopting a component-  
based analytical framework, it  
position: a  
without  
provides  
representation of organizational  
dynamics and enables the  
identification of targeted areas for  
intervention. This approach  
a
more  
accurate  
reconceptualization of HTM systems  
as  
heterogeneous  
and  
multidimensional  
structures,  
technological solutions may reinforce  
rather than resolve systemic  
weaknesses.  
responds directly to longstanding  
calls in the literature to improve  
methodological rigor and analytical  
precision in HRM research.  
From a global perspective, talent  
management research has  
emphasized the importance of  
multilevel and context-dependent  
dynamics in shaping organizational  
outcomes (Collings et al., 2019;  
Cascio & Boudreau, 2016). However,  
this study extends this argument by  
demonstrating that heterogeneity is  
From a practical perspective, the  
implications are equally significant.  
The  
findings  
indicate  
that  
organizations—particularly in the  
healthcare  
beyond  
sector—must  
generalized  
and  
move  
HR  
assessments  
adopt  
not  
only  
present  
or  
across  
differentiated evaluation strategies.  
The identification of performance  
organizations  
institutional  
environments but also within  
individual organizations. This finding  
is consistent with recent evidence  
showing that diversity and structural  
differences influence organizational  
processes and outcomes (Mohan et  
evaluation  
component  
as  
the  
weakest  
that  
suggests  
organizational effectiveness can be  
significantly  
targeted,  
improved  
through  
component-specific  
interventions rather than broad  
1286  
Suárez-Mella et al. (2026)  
system-wide  
reforms.  
This  
components and organizational  
outcomes. Third, the application of  
perspective aligns with the broader  
view that HRM effectiveness  
non-probabilistic  
sampling  
for  
depends on contextual adaptation  
and strategic coherence across  
subsystems (Guest, 2017).  
external users may introduce  
selection bias. Future research  
should incorporate comparative  
designs across multiple institutions  
and apply advanced statistical or  
In conclusion, this study advances  
the HTM literature by asserting that  
organizational coherence is not an  
inherent property but an empirical  
condition that must be demonstrated.  
By providing evidence of structural  
fragmentation, it calls for a shift in  
both theoretical and methodological  
approaches, emphasizing the need  
for more nuanced, granular, and  
context-sensitive models of human  
talent management. Rather than  
reinforcing existing paradigms, the  
study contributes to redefining how  
HTM systems should be analyzed in  
mixed-method  
approaches  
to  
validate the robustness of the  
proposed framework.  
Future research should extend this  
component-based framework by  
incorporating longitudinal data to  
examine the evolution of HTM  
systems over time. Additionally,  
comparative studies across different  
healthcare institutions or sectors  
would allow for testing the external  
validity of the model. The integration  
of advanced analytical techniques,  
such as structural equation modeling  
or machine learning approaches,  
may further enhance the explanatory  
power of HTM evaluation.  
complex  
organizational  
environments.  
Despite its contributions, this study  
presents certain limitations. First, the  
research is based on a single case  
study,  
generalizability of the findings to  
other organizational contexts.  
which  
limits  
the  
4
. Conclusions  
This study set out to evaluate the  
human talent management (HTM)  
Second, the use of a descriptive–  
system  
within  
a
healthcare  
analytical approach restricts the  
organization through a component-  
based analytical approach. The  
ability  
to  
establish  
between  
causal  
HTM  
relationships  
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Assessing Human Talent Management in Healthcare: The Case of Medical Cubacenter S.A.  
findings demonstrate that HTM  
systems cannot be adequately  
understood as homogeneous or fully  
integrated structures, as commonly  
assumed in the literature.  
Third, the study establishes that  
internal inconsistencies within HTM  
systems have practical implications  
for service delivery. The alignment  
between internal deficiencies and  
variability  
in  
external  
user  
that  
First, the analysis confirms that the  
perceptions  
suggests  
HTM system operates as  
a
weaknesses in human resource  
processes may directly influence  
organizational outcomes in the  
healthcare sector.  
structurally  
fragmented  
where key  
configuration,  
components such as recruitment,  
training, performance evaluation,  
and organizational climate exhibit  
uneven levels of development. This  
finding directly addresses the  
primary objective of the study by  
evidencing that internal coherence  
within HTM systems should not be  
assumed but empirically assessed.  
Finally, the research contributes to  
the  
field  
by  
proposing  
shift  
a
methodological  
from  
homogeneous to component-based  
evaluation models. This approach  
offers a more nuanced and context-  
sensitive framework for analyzing  
complex organizational systems,  
particularly in environments where  
human capital plays a critical role.  
Second, the results reveal that the  
use of differentiated measurement  
instruments provides  
a
more  
of  
accurate  
representation  
dynamics.  
In conclusion, the study argues that  
the effectiveness of HTM systems  
depends not on their formal structure  
but on the degree of functional  
organizational  
By  
avoiding aggregation bias, the study  
demonstrates that component-level  
analysis allows for the identification  
of specific operational weaknesses,  
coherence  
components.  
research  
between  
their  
Therefore,  
future  
particularly  
evaluation processes. This validates  
the methodological approach  
adopted in the research.  
in  
performance  
and  
should  
organizational  
prioritize  
practices  
differentiated analytical approaches  
that reflect the multidimensional  
nature of human talent management.  
1288  
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