Frames and Actors: Translating Talent Management Strategy to Latin America

Beamond, Maria; Farndale, Elaine; Härtel, C. E. J.

doi:10.1017/mor.2019.33

Cited by 4 publications

(12 citation statements)

References 72 publications

(111 reference statements)

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“…However, the present study also demonstrates that many of the world's top mining companies struggle for personnel (Figure 2) and talent (Figure 3). This perfectly matches the global trend in this industry [20,[41][42][43][44]. The noted shortage of personnel in the mining labor market is related to the deficiency of experienced, skilled, and talented employees (e.g., [86]).…”

Section: How Realistic Are the Expectations?supporting

confidence: 72%

“…Third, as made clear by Longenecker et al [40], volunteer activities are not uncommon in the modern mining industry. The competences of individual mining employees such as specific skills, talent, and talent management are of utmost importance for extractive industries [20,[41][42][43][44]. Finally, companies may need people with different life/career intentions such as interest in self-development, which is evidently beneficial for a company (e.g., [45]).…”

Section: Demands On Employeesmentioning

confidence: 99%

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Exploitation of Mineral Resources Requires Proper People: Expectations of the World’s Top Mining Companies

2021

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Human resources are essential for the mining industry. It is important to understand the requirements of the companies regarding the characteristics of their employees. Job- and career-related web pages of 40 of the world’s top mining companies have been analyzed for the general demands on their employees. These demands are attributed intuitively to seven basic categories (each category includes words with more or less coherent meanings). It is found that the most commonly demanded characteristics are skills, dedication to the work, and personality. Surprisingly, the least attention is paid to social issues. The disclosed expectations are weakly coherent, with the only persistent demand being talent. It also appears that North American and European companies are especially concerned of work dedication, whereas Asian and African companies are primarily concerned of skills. The present study deduces that policy improvements in contemporary mining are necessary—at least, the demands on the employees should be made better in agreement with the actual needs of the mining industry.

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Section: How Realistic Are the Expectations?supporting

confidence: 72%

Section: Demands On Employeesmentioning

confidence: 99%

Exploitation of Mineral Resources Requires Proper People: Expectations of the World’s Top Mining Companies

2021

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“…The paradoxical tensions that emerged from the TM philosophies and policies organizations adopt as a whole (e.g. Beamond et al, 2020;Daubner-Siva et al, 2017;Grant et al, 2020;Harris & Foster, 2010;Lacey & Groves, 2014;Sidani & Al Ariss, 2014;Sukoco et al, 2020) were coded at the organizational level.…”

Section: Methodsmentioning

confidence: 99%

“…• strategic ambiguity in communicating talent status (Dries & De gieter, 2014;sumelius et al, 2020) standardization vs. customization • global integration vs. local adaptation (Beamond et al, 2020;Boussebaa & morgan, 2008;farndale et al, 2014;garavan et al, 2021;hartmann et al, 2010;Jooss et al, 2019;li et al, 2018;napathorn, 2020;Powell et al, 2013;Preece et al, 2013;sidani & al ariss, 2014;sparrow et al, 2013;stahl et al, 2012) • attracting global talent vs. developing local talent (glaister et al, 2021;green & hogarth, 2017;sidani & al ariss, 2014;Thunnissen & Van arensbergen, 2015); buying vs. making talent (cooke et al, 2022; groysberg et al, 2008) • The paradox of international talent (meyskens et al,…”

Section: )mentioning

confidence: 99%

A paradox perspective on talent management: a multi-level analysis of paradoxes and their responses in talent management

Tahmasebi,

Nijs

2023

The International Journal of Human Resource Management

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With this paper, we aim to challenge the current theorizing in talent management (TM) that has generally been based on oversimplified assumptions, often approaching TM from a binary or an either/or perspective. We claim that adopting a paradox lens in which a both/and perspective is taken is essential to further deepen our theoretical understanding of the ill-understood tensions and ambiguities that are inherently part of managing talent. In this article, we take a paradox perspective to unravel the complexity of talent management by systematically reviewing the nature and prominence of paradoxes and their response mechanisms in the talent management literature and from the intrapersonal, interpersonal, and organizational levels. We identified six primary paradoxes: (a) opportunities vs. pressures (at the intrapersonal level); (b) positive vs. negative effects of TM programs on employees (at the interpersonal level); and (c) talent as objective reality vs. socially constructed; (d) exclusiveness vs. inclusiveness; (e) transparency vs. ambiguity; and (f) standardization vs. customization (at the organizational level). Our review resulted in a multi-level framework of paradoxes in talent management and responds to calls for more pluralistic and balanced approaches to talent management. We believe that our review can assist researchers in adopting both/and perspectives when studying the complexity of the talent management phenomenon and can assist TM practitioners in navigating multiple paradoxes that are inherent to managing talent.

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“…Cross‐national studies of manager implementation and employee experience of HRM practices remain scarce due to the complexity of tapping into this level of analysis. An exception is Beamond, Farndale, and Härtel's (2020) exploration of how actors in the HRM practice translation process adopt different frames or mindsets when transferring practices from corporate headquarters to subsidiaries, influencing how they are enacted or experienced. Building on Pichler (2012), we posit further here that the relationship between managers and employees plays a fundamental role in the internalization of performance appraisal in MNEs beyond implementation.…”

Section: Introductionmentioning

confidence: 99%

Culture and performance appraisal in multinational enterprises: Implementing French headquarters' practices inMiddle East and North Africasubsidiaries

Yahiaoui

Nakhle

Farndale

2021

Human Resource Management

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Performance appraisal requires interactions between managers and employees and as such can be highly sensitive to differences in cultural values. This can be challenging when multinational enterprises (MNEs) are active across different institutional contexts, particularly when operating in the culturally complex Middle East and North Africa (MENA) region. In this qualitative study, we apply institutional theory to explore how performance appraisal practices are implemented and internalized in MNE subsidiaries in the MENA region through manager-employee interactions. A total of 117 interviews were conducted with different headquarter and subsidiary stakeholders (managers and employees) of four French MNEs operating in Lebanon and Tunisia. The findings indicate that, during implementation, performance appraisal criteria, evaluation, and feedback were adapted based on socio-cultural values to achieve internalization. Such values include the emotional relationship between managers and employees, the fear of losing face, high power distance, the desire to avoid confrontation, and high-context communication. Insights for future research are presented regarding the viability of MNEs operating in the MENA region implementing corporate performance appraisal practices. K E Y W O R D Shost country, human resource management in multinational enterprises, institutional theory, Middle East and North Africa, national culture, performance appraisal | INTRODUCTIONPerformance appraisal involves interactions between managers and employees, which include multiple touchpoints through the setting of performance criteria, the use of different sources to evaluate performance, and the giving and receiving of feedback (Peretz & Fried, 2012). As such, the relationship between the two parties involved can influence the process' outcomes (Pichler, 2012;Ratkovi c & Orli c, 2015). As performance appraisal is known to be highly sensitive to institutional and cultural differences (Myloni, Harzing, & Mirza, 2004), the manager-employee relationship is further complicated when the fundamental cultural values of the individuals vary (Varma, Budhwar, & Singh, 2015). Multinational enterprises (MNEs) largely operate with performance appraisal practices designed initially by members of one societal culture (e.g., at corporate headquarters) to manage employees in that same culture (Schneider, 1988), but these practices are then rolled out across other cultures. A better understanding of how socio-cultural values affect the implementation of performance appraisal practices in MNEs when operating across diverse contexts can thus contribute both to improved human resource management (HRM) practice in MNEs and a theoretical extension of the HRM practice internalization literature. Performance appraisal is arguably the most national culturebound HRM practice (Namazie & Venegas, 2016), acting as a tool to ensure consistency in information between MNE headquarters and subsidiaries (Schlegel & Britzelmaier, 2011), to sustain control (Claus,

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Frames and Actors: Translating Talent Management Strategy to Latin America

Cited by 4 publications

References 72 publications

Exploitation of Mineral Resources Requires Proper People: Expectations of the World’s Top Mining Companies

Exploitation of Mineral Resources Requires Proper People: Expectations of the World’s Top Mining Companies

A paradox perspective on talent management: a multi-level analysis of paradoxes and their responses in talent management

Culture and performance appraisal in multinational enterprises: Implementing French headquarters' practices inMiddle East and North Africasubsidiaries

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