Linking Talent Management to Traditional and Boundaryless Career Orientations: Research Propositions and Future Directions

Crowley–Henry, Marian; Benson, Emily; Ariss, Akram Al

doi:10.1111/emre.12304

Cited by 44 publications

(64 citation statements)

References 137 publications

(209 reference statements)

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“…Companies should make systematic use of mechanisms that support the creation of an elite and also support and accept informal activities carried out by the group of talents forming an elite community that has a strong impact on talent retention. Indeed, an internal group of talents facilitates their information‐gathering and socialisation, which may enhance retention (Crowley‐Henry et al ., 2019). When HR managers lose track, they forego the opportunity to influence strategically and contribute to these important processes, so they should reflect on this point in order to safeguard their important role in these topics.…”

Section: Discussionmentioning

confidence: 99%

Exclusive Talent Management: Unveiling the Mechanisms of the Construction of an Elite Community

Bonneton

Festing

Muratbekova‐Touron

2020

European Management Review

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This paper aims at contributing to the talent management (TM) and organisation research fields by investigating the mechanisms of elite construction through an exclusive TM programme in a multinational company (MNC). We conducted an exploratory single-case study in an MNC operating in more than 15 countries, by interviewing HR managers as representatives of top management and participants in a TM programme in seven countries. Other data sources included non-participant observation and the use of internal and external documents. Our results show that talents develop a common elite identity based on exclusiveness, and additionally they gain access to resources and privileges through the mechanisms of performing rituals, acculturation through symbols, preferential treatment, social networking and the acquisition of insider knowledge. Furthermore, those employees identified as talents organise themselves in a closed, elite community. These results are summarised in a theory-based framework explaining the building of an elite through exclusive TM.

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Section: Discussionmentioning

confidence: 99%

Exclusive Talent Management: Unveiling the Mechanisms of the Construction of an Elite Community

Bonneton

Festing

Muratbekova‐Touron

2020

European Management Review

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“…So far as we know, previous studies have not investigated MTL or reasons for leader role occupancy from a perspective that would capture future leader-career orientations. This gap in the literature needs to be addressed, as evidence shows that pursuing leader positions is not the most important career goal of the majority of students or employees ( Chudzikowski, 2012 ; Sutela and Lehto, 2014 ; Torres, 2014 ; Crowley-Henry et al, 2019 ). If we are going to lack sufficient candidates for leader positions in the future, we need more information on how to make careers more lasting and how to support the construction of a sustainable career for those leaders who already occupy the position.…”

Section: Introductionmentioning

confidence: 99%

Drivers or Drifters? The “Who” and “Why” of Leader Role Occupancy—A Mixed-Method Study

et al. 2021

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This study investigated the reasons that leaders have given for their leader role occupancy. By using a mixed-method approach and large leader data, we aimed to provide a more nuanced picture of how leader positions are occupied in real life. We examined how individual leadership motivation may associate with other reasons for leader role occupancy. In addition, we aimed to integrate the different reasons behind leader role occupancy into the framework of sustainable leader careers and its two indicators: leader’s health (occupational well-being) and performance (measured indirectly as followers’ occupational well-being). The survey data consisted of 1,031 leaders from various sectors of working life. Qualitative analysis revealed that leaders mention various factors behind their leader role occupancy, resulting 26 themes. After inductive investigation of the data, theory-driven analysis focused on the sustainable career components (person, context, time) and agency vs. non-agency. Qualitative data was quantitized based on the theory-driven categories for statistical analysis. Based on the these analysis, we found out that only Affective-Identity MTL predicted all of the studied reasons behind leader role occupancy, whereas the other motivation types (Non-calculative MTL and Social-Normative MTL) did not. All of the reasons for leader role occupancy except non-agentic ones were related to both leaders’ own and their followers’ occupational well-being. Leaders with more person-related and agentic reasons for leader role occupancy experienced better occupational well-being. Person- and context-related and agentic reasons behind leader role occupancy associated also with followers’ occupational well-being, but the associations differed from those of leaders’ well-being: person-related and agentic reasons associated with followers’ exhaustion, but this association was not found among leaders. Our study provided important information for practitioners in the field of human resources and development, as it has shown that if the reasons for leader role occupancy mainly reflect circumstances or other non-person-related reasons, the experienced occupational well-being and person-career fit may remain weak. It is necessary to try to support the leadership motivation for those leaders, or to shape the job description in such a way that it can also offer the experiences of meaningfulness from aspects other than self-realization through a managerial role.

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“…Authors Dundon and Rafferty [11] point out the importance of reward strategies, talent management, and high performance work systems in human resources management in a global work environment. Talent management describes an organization's identification of key positions and, subsequently, the development and retention of a talent pool to fill those positions [12]. Talent management is increasingly important to organizational leaders who are attempting to maximize their business performance, with the central assumption that it is essential to recruit, develop, and retain 'top' employees in order to meet the strategic business objectives of organizations [13].…”

Section: Basic Theoretical Background Of the Researched Issuementioning

confidence: 99%

Leading and education of talented employees as one of the major impacts of globalization on human resources management

Tomčíková

Coculova

2020

SHS Web Conf.

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Human resources and knowledge play an important role in the today’s fast-changing world. Human resource optimization is achieved when human resources are aligned with key organizational initiatives to maximize business performance. Talented people are the future of every business. Leading and developing the potential of talented employees should be on the agenda of every modern business. Businesses that know what globalization brings try to attract talented people as talented people are playing an increasingly important role in all sectors, thus confirming that talent management is becoming the fastest growing global human resource management trend. Many businesses realize that they must relocate their business, sometimes even across borders, to succeed. Working with talent must be a top priority for businesses, as talent needs to be constantly developed and managed. The aim of the paper is to define the basic concepts related to the acquisition, management and development of talents at the theoretical level and to point out the importance of talent management as it is becoming an important global trend. Based on the survey we carried out and literature available, the main objective of the paper is to identify key roles and responsibilities that talented employees take upon, to specify a set of requirements placed upon talented employees and to identify factors determining the ability of a business to attract talents.

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Linking Talent Management to Traditional and Boundaryless Career Orientations: Research Propositions and Future Directions

Cited by 44 publications

References 137 publications

Exclusive Talent Management: Unveiling the Mechanisms of the Construction of an Elite Community

Exclusive Talent Management: Unveiling the Mechanisms of the Construction of an Elite Community

Drivers or Drifters? The “Who” and “Why” of Leader Role Occupancy—A Mixed-Method Study

Leading and education of talented employees as one of the major impacts of globalization on human resources management

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