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1 – 6 of 6Sharna Wiblen and Janet H. Marler
Despite the vast talk about digitalization and its ability to transform how organizations manage their workforce and their talent, our understanding of how the implementation and…
Abstract
Despite the vast talk about digitalization and its ability to transform how organizations manage their workforce and their talent, our understanding of how the implementation and use of Talent Management Information Technology (TM IT) changes various organizational processes is limited. In this chapter, we use a qualitative case study of a multi-business unit professional services firm to highlight the complexity of the human – technology interface. Contributing to our understanding of the role of human resource management in talent management, we show how perceptions and attitudes toward information technology, in combination with existing social systems influence the role HR managers play in high potential talent identification. The chapter provides a more nuanced and context-based account of how eHRM, HRM and talent management materialize in organizations as HR professionals struggle to remain relevant in an increasingly digital world.
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This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
Change is a constant factor in today's business world. Technology continues to play an important role in driving change and in helping organizations operate successfully in the wake of ever‐intensifying competition. The demand for talent has naturally soared as a result, making it imperative to identify, nurture and manage top‐performing employees more effectively. In many firms, the response has been to increase the emphasis on mentoring. Leaders are increasingly utilizing this strategy in their quest to achieve knowledge transfer, leadership development and succession planning objectives. Of course, it's rarely that simple. Setting up any mentoring program involves the often arduous job of finding suitable applicants, then matching them with the right mentors. Program content must be appropriate. Ditto its goals. Then there's the necessary evaluation to ascertain the program's effectiveness. And all this must be customized to fit the requirement of the company in question. Sure sounds a pretty daunting challenge.
Practical implications
The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.
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Kiran Marlapudi and Usha Lenka
Emphasizing the increasing role of talent management (TM) as a global phenomenon and a source of sustainable competitive advantage for organizations, this study aims to present a…
Abstract
Purpose
Emphasizing the increasing role of talent management (TM) as a global phenomenon and a source of sustainable competitive advantage for organizations, this study aims to present a scoping review of empirical literature on TM, examining the transition of TM from a phenomenon-driven to a theory-driven field.
Design/methodology/approach
Using a scoping review, this study analyzed 200 empirical studies published between 2010 and 2023 on TM.
Findings
The results indicate that TM is extensively studied in nationally operated, large, private, engineering-led organizations in Anglo-Saxon countries. The study highlights the necessity for more empirical studies and statistically robust evidence to establish the effectiveness of TM.
Research limitations/implications
This review intends to provide a vision and direction for future researchers, guiding TM towards becoming a theory-driven field characterized by widely accepted theoretical frameworks and research designs.
Practical implications
The findings of this study may not be generalizable to other types of organizations or cultural contexts, as it primarily focused on large private engineering-led organizations in Anglo-Saxon countries.
Originality/value
This paper offers a comprehensive view of the definitions, contextualization, conceptualization, frameworks, practices, processes and under-explored areas of TM, which are essential for its development as a discipline.
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Emma Parry and Valentina Battista
Popular media suggests that technological advancement will continue to have a dramatic effect on work, but it is difficult to distinguish between the hype surrounding this and the…
Abstract
Popular media suggests that technological advancement will continue to have a dramatic effect on work, but it is difficult to distinguish between the hype surrounding this and the actual potential impacts. This study examines what the evidence is in relation to the impact of emerging technologies on work and the role of the human resource (HR) function in helping employees and organisations to navigate these changes. Evidence suggests that the latest technologies, such as artificial intelligence and robotics, are being employed by organisations to automate simple and repetitive tasks as well as to make complex decisions quickly and more accurately via predictive algorithms. In addition, emerging technologies are increasingly being used to support the implementation of more flexible working practices such as virtual work and gig work. However, this will present a number of challenges for HR professionals, who will need to help employees to update their skills to compete in the future world of work, and to find ways to address the possible negative effects of increased connectivity and precarious working arrangements on employee wellbeing.
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