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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: 3 January 2017

Violetta Khoreva, Vlad Vaiman and Maarten Van Zalk

The purpose of this paper is to enhance the theoretical and empirical understanding of the process through which talent management (TM) practice effectiveness impacts…

4765

Abstract

Purpose

The purpose of this paper is to enhance the theoretical and empirical understanding of the process through which talent management (TM) practice effectiveness impacts high-potential employees’ commitment to leadership competence development.

Design/methodology/approach

Structural equation modelling was utilized to analyse survey data representing a sample of 439 high-potential employees from 11 Finnish multinational corporations.

Findings

First, the authors found that the more high-potential employees perceived TM practices to be effective, the more they were committed towards leadership competence development. Next, the findings revealed that the association between TM practice effectiveness and commitment to leadership competence development operates by means of psychological contract fulfilment. Finally, the authors found that female employees possessed a stronger reaction to the effectiveness of TM practices by demonstrating higher levels of commitment to leadership competence development than male employees.

Originality/value

This study supports social exchange theory, which postulates that when organizations invest in their employees, the employees are likely to reciprocate these corporate investments in positive ways. The findings indicate that TM practices may help high-potential employees to make sense of their employment relationship and communicate to employees those attitudes and behaviours that organizations value. The authors thus advocate that in order to have the desired effect, such as for instance the increased commitment to leadership competence development, it is crucial for organizations to invest in those TM practices that are perceived as effective by employees.

Details

Employee Relations, vol. 39 no. 1
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 21 December 2021

Marian van Bakel, Vlad Vaiman, Charles M. Vance and Arno Haslberger

To enlarge the focus on international mentoring beyond traditional company-assigned expatriates, this conceptual paper examines important contexts and dynamics of…

Abstract

Purpose

To enlarge the focus on international mentoring beyond traditional company-assigned expatriates, this conceptual paper examines important contexts and dynamics of intercultural mentoring involving traditional expatriates and host country nationals (HCNs), with both as mentors and mentees.

Design/methodology/approach

This conceptual paper explores how intercultural mentoring in different contexts can guide the individual professional development of expatriates and HCNs, and in doing so, contributes to MNC knowledge management and organization development.

Findings

Major contributions of this paper include increased attention to the role of culture in mentoring, and an illumination of important intercultural mentoring opportunities and imperatives involving traditional company-assigned expatriates and HCNs, who are key global talent players in MNC knowledge management and overall operations performance. This paper also provides practical recommendations on how organizations can facilitate mentoring within a global context, as well as suggestions for viable avenues for future research, including further extending the global talent reach of international mentoring.

Originality/value

This paper emphasizes the importance of taking the intercultural context into account when planning and managing mentoring in MNCs and outlines how culture can affect mentoring relationships involving traditional company-assigned expatriates and HCNs. This contextual aspect has often been neglected in the extant literature, yet can be crucial for the success of mentoring relationships that cross cultural borders. With its inclusion of HCNs, this paper also expands the picture of international mentoring beyond the traditional focus on company-assigned expatriates.

Details

Journal of Global Mobility: The Home of Expatriate Management Research, vol. 10 no. 1
Type: Research Article
ISSN: 2049-8799

Keywords

Article
Publication date: 3 June 2019

Stefan Jooss, Anthony McDonnell, Ralf Burbach and Vlad Vaiman

To identify, develop and retain talent, an important first step is to ensure that key stakeholders in the talent management (TM) process have a shared view of what is…

Abstract

Purpose

To identify, develop and retain talent, an important first step is to ensure that key stakeholders in the talent management (TM) process have a shared view of what is meant by talent within the organisation. The purpose of this paper is to conceptualise how talent is defined in the context of the hospitality industry and to examine the degree of (mis)alignment among corporate and business unit leaders.

Design/methodology/approach

The paper uses a qualitative approach consisting of 73 interviews with stakeholders at corporate and business unit levels in three multinational hotel corporations. In addition, documents were collected and analysed to support the interview data.

Findings

Each organisation had a formal approach to conceptualising talent at a corporate level. Both inclusive and exclusive views on talent as well as a broad set of characteristics that make up talent were reported with the importance of organisational values being prominent. However, despite formal global policies being in place, considerable divergence in practice was found across organisational levels.

Practical implications

A lack of clarity on what talent means in an organisational setting may lead to an inconsistent talent identification process which may lead to negative perceptions of fairness among employees. This may, in turn, bring about disgruntled employees and increased turnover.

Originality/value

This paper provides empirical evidence to the limited body of knowledge on the conceptualisation of talent. The display of organisational values emerged as important to being labelled talent, a factor that has received scant consideration in the literature.

Details

International Journal of Contemporary Hospitality Management, vol. 31 no. 10
Type: Research Article
ISSN: 0959-6119

Keywords

Abstract

Details

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

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

Book part
Publication date: 19 September 2022

Elaine Farndale and Vlad Vaiman

This chapter presents a holistic view of dynamic external macro environments and their impact on internal organizational strategies. It suggests how events, and…

Abstract

This chapter presents a holistic view of dynamic external macro environments and their impact on internal organizational strategies. It suggests how events, and particularly major crises at the global or national level, affect organizational responses. Specifically, the authors submit that organizations adapt their strategy in line with the pressures they face from the external environment. Consequently, the day-to-day operations inside the organization change, and managers find themselves faced with new challenges in terms of how they manage their talent. By exploring critical roles that human resource (HR) professionals can play in talent management, the authors delineate several ways in which the HR department can help organizations to react to these external pressures, supporting managers in ensuring that employee behavior and values are aligned with the new organizational strategy. The objective of this chapter is not only to reflect on the HR professionals and their role in helping to manage organizational talent, as their organizations navigate the dynamic macro context, but also to stimulate further research in this field.

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

Content available
Book part
Publication date: 19 October 2020

J. S. Osland, M. E. Mendenhall, B. S. Reiche, B. Szkudlarek, R. Bolden, P. Courtice, V. Vaiman, M. Vaiman, D. Lyndgaard, K. Nielsen, S. Terrell, S. Taylor, Y. Lee, G. Stahl, N. Boyacigiller, T. Huesing, C. Miska, M. Zilinskaite, L. Ruiz, H. Shi, A. Bird, T. Soutphommasane, A. Girola, N. Pless, T. Maak, T. Neeley, O. Levy, N. Adler and M. Maznevski

As the world struggled to come to grips with the Covid-19 pandemic, over twenty scholars, practitioners, and global leaders wrote brief essays for this curated chapter on…

Abstract

As the world struggled to come to grips with the Covid-19 pandemic, over twenty scholars, practitioners, and global leaders wrote brief essays for this curated chapter on the role of global leadership in this extreme example of a global crisis. Their thoughts span helpful theoretical breakthroughs to essential, pragmatic adaptations by companies.

Details

Advances in Global Leadership
Type: Book
ISBN: 978-1-83909-592-4

Keywords

Article
Publication date: 25 May 2012

Vlad Vaiman, Hugh Scullion and David Collings

The paper sets out to understand the key issues that emerge in the context of decision making.

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Abstract

Purpose

The paper sets out to understand the key issues that emerge in the context of decision making.

Design/methodology/approach

The paper is a literature review.

Findings

First, the authors review debates around talent management decision making. Second, they examine some of the main factors currently influencing decision making in talent management. Third, they seek to identify some future research areas that will inform future decision making in talent management.

Practical implications

The paper will be of interest to practitioners in designing and developing talent management decision systems.

Originality/value

The paper presents a state of the art review of talent management decision marking.

Details

Management Decision, vol. 50 no. 5
Type: Research Article
ISSN: 0025-1747

Keywords

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