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Book part
Publication date: 19 September 2022

Eva Gallardo-Gallardo and Marian Thunnissen

Conducting relevant research is a cornerstone of good academic practice. However, considering academics and practitioners’ divergent paradigms and social systems, it is…

Abstract

Conducting relevant research is a cornerstone of good academic practice. However, considering academics and practitioners’ divergent paradigms and social systems, it is challenging to undertake impactful research. Indeed, the research–practice gap remains an essential issue in human resource management research. There have been several calls for translating research for dissemination, making it more societally relevant, and beginning conversations and activities that move beyond the confines of the academic context. In fact, research on talent management (TM) has been accused of lagging in offering organizations vision and direction. Understanding the perceived causes and potential solutions for relevant problems is a real need to successfully narrow the TM research–practice gap. Thus, the purpose of this chapter is to offer an in-depth discussion on the research–practice gap in TM. To do so, we first identify the critical dimensions of research relevance that will help us to ground our discussion regarding the applicability of current academic TM research. By doing this, we seek to understand better what is happening with TM research, which should then help provide insights into how its practical impact can be improved.

Details

Talent Management: A Decade of Developments
Type: Book
ISBN: 978-1-80117-835-8

Keywords

Abstract

Details

Talent Management: A Decade of Developments
Type: Book
ISBN: 978-1-80117-835-8

Book part
Publication date: 19 September 2022

Wayne F. Cascio and David G. Collings

Despite considerable development in our understanding of potential over the past two decades, we argue that the failure to adequately conceptualize and manage “potential”…

Abstract

Despite considerable development in our understanding of potential over the past two decades, we argue that the failure to adequately conceptualize and manage “potential” in the context of talent management has significantly limited the ability of organizations to meet their talent needs. In this chapter, we begin by defining the concept of potential, calling attention to the need to separate it from performance. We also address the need to specify the target for judgments of potential (e.g., management level, specific roles), along with the identification of constructs to measure. The chapter highlights two contextual variables – gender and culture, including translations of language that describe relevant constructs – that may impact judgments of potential. This chapter concludes by summarizing what we know and by identifying a variety of future directions for research on the important construct of potential.

Abstract

Details

New Directions in the Future of Work
Type: Book
ISBN: 978-1-80071-298-0

Article
Publication date: 4 January 2016

Yvonne McNulty and Helen De Cieri

Little is known about the attraction, development, and attrition factors that impact on expatriates’ decision making in relation to international assignment opportunities…

2892

Abstract

Purpose

Little is known about the attraction, development, and attrition factors that impact on expatriates’ decision making in relation to international assignment opportunities, nor is there clear understanding as to how global mobility outcomes impact on global talent management (GTM). The purpose of this paper is to conceptualize the attraction, development, and attrition of expatriates as a process that is focussed on two core elements of expatriate ROI (eROI) – corporate ROI (cROI) and individual ROI (iROI). Further, the authors adopt an innovative approach by conceptualizing how global mobility is linked to GTM.

Design/methodology/approach

Applying psychological contract theory, the authors draw on empirical data from two large studies to compare the perspectives of mobility managers (the cROI inputs) with those of long-term assignees (expatriates; the iROI inputs) to identify how global mobility outcomes can impact on GTM.

Findings

By comparing and contrasting corporate and individual perspectives, the findings show a more complete picture of expatriation in practice than has been offered in prior research. Doing so highlights synergies and conflicts in the desired support provided for, and outcomes expected from, global mobility and GTM programs.

Originality/value

The research adds to the literature by demonstrating how cROI and iROI combine to influence overall global mobility outcomes for multinational corporations, and how these, in turn, impact on GTM initiatives and overall GTM success. It extends previous research to specifically link global mobility to GTM, and adds to the limited empirical literature on eROI. The research also advances understanding of the employment relationship during expatriation by identifying new factors and consequences pertaining to psychological contract fulfillment. Implications for future research are presented.

Details

Employee Relations, vol. 38 no. 1
Type: Research Article
ISSN: 0142-5455

Keywords

Content available
Article
Publication date: 4 January 2016

Hugh Scullion, Vlad Vaiman and David G. Collings

636

Abstract

Details

Employee Relations, vol. 38 no. 1
Type: Research Article
ISSN: 0142-5455

Content available
Article
Publication date: 22 November 2017

Vlad Vaiman, David G. Collings and Hugh Scullion

3280

Abstract

Details

Journal of Organizational Effectiveness: People and Performance, vol. 4 no. 4
Type: Research Article
ISSN: 2051-6614

Article
Publication date: 4 January 2016

Eva Gallardo-Gallardo and Marian Thunnissen

The purpose of this paper is to frame empirical literature on talent management (TM), and to provide a clear and comprehensive picture of the topics under investigation…

5826

Abstract

Purpose

The purpose of this paper is to frame empirical literature on talent management (TM), and to provide a clear and comprehensive picture of the topics under investigation, the conceptualization of TM, and under-explored areas.

Design/methodology/approach

The authors adopted a systematic review that covers empirical research on TM which has been published between 2006 and 2014 in academic peer-reviewed journals. A total of 96 articles were included in the review. A bibliometric as well as a content analysis has been carried out.

Findings

The results reveal that the Anglo-Saxon context (in particular EU) has a great impact on empirical TM research. Also research foundations and designs are not very rigorous. A slight awareness of context and culture was found. Empirical TM research is predominantly built on an exclusive approach to TM. Yet, how TM works in practice and how well (from the perspective of multiple actors) as well as the role and perceptions of line managers are under-explored areas.

Practical implications

The paper gives vision and direction to practitioners in particular on the definition of talent and TM.

Originality/value

This study frames the extent and nature of empirical research on TM, and it is the first to specifically and objectively examine the advances made in the field and to identify under-explored areas. By doing so, it helps to avoid presumptions and misguided beliefs, to advance the knowledge of TM issues in organizations and regions, and to better channel future research.

Details

Employee Relations, vol. 38 no. 1
Type: Research Article
ISSN: 0142-5455

Keywords

Content available
Book part
Publication date: 19 September 2022

Abstract

Details

Talent Management: A Decade of Developments
Type: Book
ISBN: 978-1-80117-835-8

Article
Publication date: 4 January 2016

Karin A. King

An organisation’s management of talent is central to its opportunity to benefit from human capital (HC). Closer examination of the impact of strategic talent management…

3716

Abstract

Purpose

An organisation’s management of talent is central to its opportunity to benefit from human capital (HC). Closer examination of the impact of strategic talent management (STM) on the psychological contract (PC) and employee organisation relationship of talented employees is imperative if STM is to achieve intended organisational performance outcomes. Conceptualising the talented-employee perception of exchange as the “talent deal” and experience of STM over time as the “talent journey”, an empirical research model is introduced. The paper aims to discuss these issue.

Design/methodology/approach

The model examines employee perceptions of STM, locating the employee response to STM within the wider SHRM-performance linkage.

Findings

The research model theorises the PC of talented employees is modified by talent identification and STM is experienced through a series of significant career events.

Research limitations/implications

Further developing theory within the emerging field of STM, the paper extends STM, SHRM and organisational behaviour literatures by considering the employee’s psychological response to STM. Empirical study considerations are presented.

Practical implications

The “talent deal” and “talent journey” illustrate the employee experience of STM, drawing management attention to the consequences of talent identification including potential risk of altered expectations.

Originality/value

Considering the employee centrally in STM, the model theorises the impact of STM on the talented employee’s PC and their relationship. Introducing the talent deal and talent journey provides a lens to examine the attitudes of talented employees relative to the broader workforce. The model frames future multi-level research of the association between the “Talent Deal” and performance outcomes.

Details

Employee Relations, vol. 38 no. 1
Type: Research Article
ISSN: 0142-5455

Keywords

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