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The purpose of this paper is to identify an important and often overlooked approach to talent development: managers who apply everyday psychology with their people to drive significant growth.

This paper is based upon: years of consulting with managers, indentifying how to grow people in significant ways; original research of the practices of Exceptional Development Managers; and expert recommended approaches.

Companies undervalue the important role managers can play in talent development. Managers are well positioned to significantly develop people, yet most do not. This paper describes the five actions managers can take using everyday psychology to help drive employees’ development.

While every company strives for a fully skilled workforce, for the majority, this is far from reality. With greater investments being made to companywide talent development, it is wise to also invest in equipping managers to turn everyday work into everyday development for their employees. Because the development breakthroughs can be daunting, managers who know how to practically apply everyday psychology have a significant edge. HR departments, company leadership, and individual managers can benefit greatly from leveraging these practices.

Manager's involvement in employee development is not new, this just has not gone far enough. Frequently employee development is viewed as needing to be a sideline to getting results. Further, companies are often not relying on the development driven by managers to make a significant impact on their talent development objectives. Yet, managers are key to developing people, and making psychological principles readily adaptable by managers unlocks their path forward.

Indicates an important and often overlooked approach to talent development: managers who apply everyday psychology with their people to drive significant growth.

Shows how to grow people in significant ways, based upon years of consulting with managers, original research of the practices of exceptional development managers and expert recommended approaches.

Concludes that companies undervalue the important role managers can play in talent development. Advises that managers are well positioned to significantly develop people, yet most do not. Describes five actions managers can take using everyday psychology to help to drive employees’ development.

Alerts companies to the fact that, while they strive for a fully skilled workforce, for the majority this is far from reality. Suggests that, with greater investments being made to company-wide talent development, it is wise to also invest in equipping managers to turn everyday work into everyday development for their employees. Counsels that, because development breakthroughs can be daunting, managers who know how to practically apply everyday psychology have a significant edge. Adds that human resources (HR) departments, company leadership and individual managers can benefit greatly from leveraging these practices.

Acknowledges that, while managers’ involvement in employee development is not new, it has not gone far enough. Warns that companies are often not relying on the development driven by managers to make a significant impact on their talent-development objectives. Encourages the view that managers are key to developing people, and making psychological principles readily adaptable by managers unlocks their path forward.

To explore and identify the strategic approaches firms may follow in their pursuit of value transparency (VT) in inter‐organisational relations in supply networks.

Through the use of game theory an understanding of the difficulties of co‐operation and information transfer is developed. Game theory and marginal analysis facilitate an advanced application of VT.

While the article acknowledges the limitations of prescriptive precision in strategy matters, it is not proposed that firms would follow any single part of the outlined strategies. However, through rational analysis of the strategic options presented it may be possible to foresee potential negative outcomes, and through structuring undesirable scenarios managers may be able to reduce the risk of their occurrence.

A model is proposed that aids firms in the selection of supply partners for VT and VT modes. Recognising that certain conditions will be more likely to support a more rapid and extensive adoption of VT, the paper identifies the role that aspects of organisations' economic environments may play.

The article acknowledges the limitations of modelling and game theory‐based approaches but suggests that through considering the interests and benefits of the other party, practical insights may be developed and the likely outcomes of various scenarios considered.

This paper aims to review the validation of assumptions made in agent-based modeling of diffusion and the sufficiency (completeness) of the mechanisms assumed to operate.

One well-cited paper is examined.

Evidence is presented that casts doubt on the assumptions and mechanisms used. A range of mechanisms is suggested that should be evaluated for inclusion in diffusion modeling.

The need for validation of assumptions has been stressed elsewhere but there has been a lack of examples. This paper provides examples. The stress on the sufficiency of the mechanisms used is new.

Barack Obama has had considerable support among scholarly circles since his win in the Iowa primary in early 2008. A segment of the Association of Black Sociologists (ABS), “Black and Progressive Sociologists Obama Working Group (BPSOWG),” was particularly active during the 2008 campaign. The purpose of this chapter was to determine if the level and type of activism among this group differed from other progressive groups of sociologists.

The data for this study were collected from a web-based survey administered to approximately 800 professional sociologists in the United States. The survey consisted of items that focused on the extent to which respondents supported the Obama campaign for the presidency and the extent to which they were satisfied with and/or agreed with his policies during first two years of his presidency.

The response rate for the survey was 40% (N=305) and 96% of respondents (N=293) submitted surveys with complete information. Over two-thirds of participants were members of the American Sociological Association Section on Race and Ethnic Relations and 5.5% of respondents identified themselves as members of the BPSOWG. A slight majority (53.6%) of study participants were females and the largest two racial groups making up the study population were whites (47.1%) and African Americans (36.1%). Most of the respondents provided support for President Obama during his first campaign, including financial contributions (66%).

Sociologists who responded to the survey were generally positive about Barack Obama as a candidate and a President. However, the subtle differences between groups about Obama administration policies and the use Presidential power highlighted key areas in which diverse coalitions for progressive change are needed.

In April 1988, the National Reference Center for Bioethics Literature (NRC) (see sidebar) published “AIDS: Law, Ethics and Public Policy.” As part of the NRC's Scope Note Series, the paper offered a current overview of issues and viewpoints related to AIDS and ethics. Not meant to be a comprehensive review of all AIDS literature, it contained selected citations referring to facts, opinion, and legal precedents, as well as a discussion of different ethical aspects surrounding AIDS. Updating the earlier work, this bibliography provides ethical citations from literature published from 1988 to the present.

This paper aims to examine the ways in which discourses of talent management (TM) reinforce and perpetuate structural barriers of exclusion and discrimination. The argument is made that dominant TM discourses must be interrogated if authentic talent development (ATD) practices are to succeed. This interrogation will require a shift from an organizational emphasis on talent identification towards ATD’s focus on talent cultivation.

A conceptual approach is used to critically analyse TM discourses to assess the degree to which they are inclusive. Building upon the work of Debebe (2017), an alternative ATD approach is suggested that, together with the novel concept of authentic otherness, may enable scholars and practitioners to reflect upon current organizational practices and devise new approaches that encourage talent cultivation in diverse employees. This, in turn, may foster a greater sense of organizational belonging.

Findings identify a number of ways in which organizational norms and structures are maintained and perpetuated through dominant, mainstream TM practices. This hinders ATD for many due to social ascription processes. By exploring the concept of “authentic otherness” (Gardiner, 2017), alongside Debebe’s (2017) approach to ATD, the argument is made that systemic inequities in the workplace may be addressed when we create conditions to support the cultivation of talent for all employees.

This paper builds on recent arguments in the critical TM literature concerning the exclusionary nature of mainstream TM practices in organizations. The concept of authentic otherness is clarified and defined with a view to using this new term as a heuristic device to encourage a reflective understanding of how ATD practices can be developed.

Human resource managers are adopting AI technology for conducting various tasks of human resource management, starting from manpower planning till employee exit. AI technology is prominently used for talent acquisition in organizations. This research investigates the adoption of AI technology for talent acquisition.

This study employs Technology-Organization-Environment (TOE) and Task-Technology-Fit (TTF) framework and proposes a model to explore the adoption of AI technology for talent acquisition. The survey was conducted among the 562 human resource managers and talent acquisition managers with a structured questionnaire. The analysis of data was completed using PLS-SEM.

This research reveals that cost-effectiveness, relative advantage, top management support, HR readiness, competitive pressure and support from AI vendors positively affect AI technology adoption for talent acquisition. Security and privacy issues negatively influence the adoption of AI technology. It is found that task and technology characteristics influence the task technology fit of AI technology for talent acquisition. Adoption and task technology fit of AI technology influence the actual usage of AI technology for talent acquisition. It is revealed that stickiness to traditional talent acquisition methods negatively moderates the association between adoption and actual usage of AI technology for talent acquisition. The proposed model was empirically validated and revealed the predictors of adoption and actual usage of AI technology for talent acquisition.

This paper provides the predictors of the adoption of AI technology for talent acquisition, which is emerging extensively in the human resource domain. It provides vital insights to the human resource managers to benchmark AI technology required for talent acquisition. Marketers can develop their marketing plan considering the factors of adoption. It would help designers to understand the factors of adoption and design the AI technology algorithms and applications for talent acquisition. It contributes to advance the literature of technology adoption by interweaving it with the human resource domain literature on talent acquisition.

This research uniquely validates the model for the adoption of AI technology for talent acquisition using the TOE and TTF framework. It reveals the factors influencing the adoption and actual usage of AI technology for talent acquisition.