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Article
Publication date: 1 August 2016

Carole Tansley, Ella Hafermalz and Kristine Dery

The purpose of this paper is to examine the relationship between the use of sophisticated talent selection processes such as gamification and training and development…

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Abstract

Purpose

The purpose of this paper is to examine the relationship between the use of sophisticated talent selection processes such as gamification and training and development interventions designed to ensure that candidates can successfully navigate the talent assessment process. Gamification is the application of game elements to non-game activities through the adoption of gaming tools, and little is known about how candidates (“talent”) struggle to learn about the structural mechanics of gamification as they engage with the hidden rules of talent selection, such as goals, rules, “levelling up”, feedback and engagement in competitive – collaborative activities. The term “talent development gamification” is coined and used as an analytical tool to consider how young talent are supported by development interventions in their inter-subjectivity as they learn how to survive and win in talent selection games.

Design/methodology/approach

Studying hidden dynamics in development processes inherent in gamified talent selection is challenging, so a cult work of fiction, “Ender’s Game”, is examined to address the questions: “How do candidates in talent selection programmes learn to make sense of the structural mechanics of gamification”, “How does this make the hidden rules of talent selection explicit to them?” and “What does this mean for talent development?”

Findings

Talent development in selection gamification processes is illustrated through nuanced theoretical accounts of how a multiplicity of shifting and competing developmental learning opportunities are played out as a form of “double-consciousness” by potential organizational talent for them to “win the selection game”.

Research limitations/implications

Using novels as an aid to understanding management and the organization of work is ontologically and epistemologically problematic. But analysing novels which are “good reads” also has educational value and can produce new knowledge from its analysis. In exploring how “Characters are made to live dangerously, to face predicaments that, as readers, we experience as vicarious pleasure. We imagine, for example, how a particular character may react or, more importantly, what we would do in similar circumstances” (Knights and Willmott, 1999, p. 5). This future-oriented fictional narrative is both illustrative and provides an analogy to illuminate current organisational development challenges.

Originality/value

The term “talent development gamification in selection processes” is coined to allow analysis and provide lessons for talent development practice in a little studied area. Our case study analysis identifies a number of areas for consideration by talent management/talent development specialists involved in developing talent assessment centres incorporating gamification. These include the importance of understanding and taking account of rites of passage through the assessment centre, in particular the role of liminal space, what talent development interventions might be of benefit and the necessity of appreciating and managing talent in developing the skill of double consciousness in game simulations.

Details

European Journal of Training and Development, vol. 40 no. 7
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 29 April 2021

Gianluca F Delfino and Berend van der Kolk

The authors examine the impact of the sudden shift to remote working, triggered by the coronavirus disease 2019 (COVID-19) crisis, on management control (MC) practices in…

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Abstract

Purpose

The authors examine the impact of the sudden shift to remote working, triggered by the coronavirus disease 2019 (COVID-19) crisis, on management control (MC) practices in professional service firms (PSFs). In addition, employee responses to these changes are explored.

Design/methodology/approach

The authors carried out a field study of MC changes in PSFs in Italy, the first country in Europe that was severely impacted by COVID-19. Interviews with PSF employees form the primary data source. Pattern matching was used to identify similarities and differences and investigate how employees respond to the MC changes.

Findings

As a response to the shift to remote working, managers at PSFs made various MC-related changes. For instance, they increased the number of online meetings and made use of technologies to monitor employees from a distance. Employees reacted to this by engaging in “voluntary visibilizing practices”, i.e. by trying to make sure they got noted by their superiors, for instance by doing overtime. In addition, collected evidence suggests increased stress levels among employees, changes to employee autonomy, changed perceptions of hierarchies and a weakened sense of relatedness with others in the organization.

Originality/value

This is one of the first studies to examine the impact of the sudden shift to remote working on MC. In addition, this paper contributes by exploring employee responses to the MC-related changes. The findings add to the growing literature on MC and motivation, and the notion of voluntary visibilizing practices is mobilized to warn against over-commitment and self-exploitation.

Details

Accounting, Auditing & Accountability Journal, vol. 34 no. 6
Type: Research Article
ISSN: 0951-3574

Keywords

Content available
Article
Publication date: 13 March 2017

119

Abstract

Details

Equality, Diversity and Inclusion: An International Journal, vol. 36 no. 2
Type: Research Article
ISSN: 2040-7149

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