Adamsen / Swailes Managing Talent

Understanding Critical Perspectives
1. Auflage 2018
ISBN: 978-3-319-95201-7
Verlag: Springer International Publishing
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 236 Seiten

Reihe: Progress in Mathematics

This edited collection offers a critical appreciation of talent management in contrast to the extensive literature adopting mainstream approaches to the topic. The authors explore fundamental questions in the field to better understand why managing talent seems so attractive as a management practice, the meaning of talent, and how talent is recognised in organisations. The mix of conceptual and empirical chapters in the book teases out some critical perspectives that will provoke thought and reflection among practitioners and stimulate ideas for new research topics and approaches. The diverse contributions presented in this book will undoubtedly be of use to academics, practitioners and postgraduate students of human resource management.

Billy Adamsen is Assistant Professor at the Zealand Institute of Business & Technology, Denmark. He has published several books and papers on a variety of subjects including management, sport and talent management, cognition and media, politics and media, the psychology of language, and the effect of new media. In addition to his academic experience, he has worked as a manager and director in both national and international companies within the business and sports industries, as well as having been an advisor for the Danish Prime Minister and Minister for Economics & Business Affairs. Billy's latest book, Demystifying Talent Management: A Critical Approach to the Realities of Talent Management, was published by Palgrave in 2016.
Stephen Swailes is Professor of Human Resource Management at the University of Huddersfield, UK. Following a career in research and technology organisations, he switched to university life and has published numerous articles and book chapters on organisational commitment, vocational training and education, and team performance, prior to his current interests in understanding differential performance at work.

Autoren/Hrsg.

Adamsen, Billy

Swailes, Stephen

Inhaltsverzeichnis

1;Acknowledgements;6
2;Contents;7
3;Notes on Contributors;9
4;List of Figures;12
5;List of Tables;13
6;Introduction;14
7;1: Talent Management: Gestation, Birth, and Innovation Diffusion;22
7.1;Historical Overview;23
7.2;Creation;27
7.3;A Meme’s Progress: The Diffusion of the Talent Meme;28
7.4;The Popularity of the Talent Meme;31
7.5;Conclusions;36
7.6;References;36
8;2: The Semantic Emptiness of Talent and the Accidental Ontology of Talent Management;42
8.1;The Actual and Possible World of Talent;44
8.2;The Emptiness of Talent and Its Accidental Ontology;45
8.3;The Actual Implications of Talent Management’s Accidental Ontology;47
8.4;The Practical Implications of using the Empty signifier ‘Talent’;49
8.5;Conclusion;52
8.6;References;53
9;3: Paralysing Rebellion: Figurations, Celebrity, and Power in Elite Talent Management;55
9.1;Power in Human Resource Development;56
9.2;Figurational Sociology: From Court to Contemporary Organizations;60
9.3;Figurations and Talent Management;64
9.4;Concluding Thoughts;68
9.5;References;69
10;4: The Meaning of Competence, Commitment, and Contribution in Talent Definition;72
10.1;Introduction;73
10.2;The Role of Talent Definition in Talent Management;75
10.2.1;Context Matters in Talent Definition;78
10.3;What Is Competence?;80
10.3.1;Transferable or Not: The Importance of Context;82
10.4;Potential: For What and Why Should Organizations Bother?;83
10.4.1;Learning Agility as a Component in Potential;86
10.5;Defining Talent;87
10.6;Conclusions;89
10.7;References;91
11;5: Subjective Bias in Talent Identification;94
11.1;Introduction;94
11.2;Talent;96
11.3;Talent Identification;97
11.3.1;The Challenges of Talent Identification in M&A;98
11.4;Talent Evaluation;99
11.5;Power, Politics, and Bias;101
11.6;HR Due Diligence as a Mechanism in the Identification Process;104
11.6.1;Re-engineer HR Due Diligence;105
11.6.2;HR Information Systems and the Role of Decision Support Systems;106
11.7;Conclusions and Recommendations;107
11.8;References;108
12;6: Talent Management in Egalitarian Cultures: Scandinavian Managers in Singapore;116
12.1;Introduction;116
12.2;Method;118
12.2.1;Research Settings;119
12.3;Theoretical Basis;120
12.3.1;Talent Selection;123
12.4;Talent Development;125
12.5;Empirical Analysis;128
12.6;Conclusions;133
12.7;References;136
13;7: Frontline Managers: A Re-examination of Their Role in Talent Management;141
13.1;Frontline Management and Talent Management;144
13.2;Research Methods;146
13.3;Identification of Themes;148
13.3.1;About the Study;149
13.4;Findings: Three Themes That Distinguish Frontline Managers;151
13.4.1;Frontline Managers Are Close to Employees: Both in Professional Terms and as Managers;151
13.4.2;Frontline Managers Between Two Knowledge Regimes;153
13.4.3;Establishment of Professional Communities?;154
13.5;Discussion;156
13.6;Conclusions;160
13.7;References;162
14;8: Talent on the Frontline: Role Stress and Customer Professionalism in the Banking Industry;167
14.1;Introduction;167
14.2;Theoretical Input;171
14.3;Empirical Basis;174
14.4;Findings;176
14.4.1;Performance-Oriented Talent;177
14.4.2;Analytical Talent;179
14.4.3;Interpersonal Talent;183
14.4.4;Intrapersonal Talent;187
14.4.5;Potential-Oriented Talent;190
14.5;Discussion;191
14.6;Conclusion;193
14.7;Appendix: Participating Interviewees;196
14.8;References;198
15;9: Why Do Organisations Run Talent Programmes? Insights from UK Organisations;205
15.1;Introduction;205
15.2;Talent Management;207
15.2.1;Defining Talent Management;207
15.2.2;Approaches to Talent Management;208
15.3;Theoretical Perspectives;209
15.3.1;Workforce Differentiation;209
15.3.2;Human Capital Theory;211
15.3.3;Institutional Theory;211
15.4;Research Methods;213
15.5;Case Study Settings and Their Talent Programmes;215
15.5.1;CareCo;215
15.5.2;ParcelCo;216
15.5.3;HotelCo;217
15.5.4;TechCo;217
15.6;Results and Discussion;218
15.6.1;Rationales for Talent Management;218
15.6.2;Developing Human Capital;220
15.6.3;Pressure from Institutional Environment;221
15.6.4;Underpinning Talent Management Philosophy in the Case Organisations;223
15.7;Conclusions;225
15.8;References;226
16;Correction to: Managing Talent;232
17;Index;233