A Shattered Labour Market

Lorenzi, Jean-Hervé; Berrebi, Mickaël

doi:10.1007/978-3-030-19594-6_4

Cited by 1 publication

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“…While volition may assist IPros in successfully leveraging their talents to work on or outside the organizational boundaries, the literature on nonstandard workers suggests that there are also factors which may constrain them. The two main individual factors identified are income insecurity (Bologna, 2018; Fleming, 2017) and feelings of isolation (Carlson, 2018; Lorenzi & Berrebi, 2019; McKeown, 2019). These two factors consistently emerge as constraints to optimal work performance (Hacker, 2019; van Vuuren, de Jong, & Smulders, 2019).…”

Section: Methodsmentioning

confidence: 99%

Independent professionals as talent: Evidence from individual views of working as a contractor

McKeown

Pichault

2020

Human Resource Management

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In this article we challenge the assumption that independent professionals (IPros), that is professionals who work as contractors, freelancers, and self‐employed individuals, are not within the remit of talent management (TM) theory and practice. The TM literature is almost exclusively focused on traditional employees and largely ignores the external workforce, even if like IPros, they epitomize high‐value talent. Moreover, much of the TM literature takes an organizational perspective while the individual perspective remains marginal. Advancing the notion of institutional factors in the macro environment suggested by King and Vaiman, we draw on interviews with 52 IPros in two contrasted institutional contexts to provide an agentic view of TM from outside of the standard employment relationship. Our findings reveal the importance of volition, emotional stability, internal locus of control, and self‐efficacy play in IPros effectively managing personal TM strategies. These strategies allow IPros to overcome the empowerment/powerlessness tensions Daubner‐Siva et al. call the “talent paradox.” Importantly, the results do not vary between the two national contexts, suggesting that embracing a “total TM” strategy, attentive to the personal characteristics of talent, regardless of the regulatory issues linked to employment status, will produce superior outcomes for all.

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