Talent management: Current theories and future research directions

Ariss, Akram Al; Cascio, Wayne F.; Paauwe, Jaap

doi:10.1016/j.jwb.2013.11.001

Cited by 383 publications

(366 citation statements)

References 22 publications

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“…However, some authors argue that the unseen costs of exclusive TM, such as high rates of turnover among the 'non-talented', are not taken into account in the assessment of exclusive TM (Pfeffer 2001), with workforce differentiation becoming a 'double-edged sword' as the losses among employees identified as 'nontalented' may minimize or even outweigh the benefits accrued from the increased performance of those identified as 'talented' (Marescaux et al 2013). This argument has led to a call for TM to be understood as a relational construct (Al Ariss et al 2014), where, individual, organizational, institutional and national relationships are taken into account. This would involve researching further how employees perceive their respective talents are being managed in the organization and their varying reactions to these perceptions.…”

Section: Discussionmentioning

confidence: 99%

Exploring the Relationship Between Exclusive Talent Management, Perceived Organizational Justice and Employee Engagement: Bridging the Literature

O’Connor

Crowley–Henry

2017

J Bus Ethics

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Section: Discussionmentioning

confidence: 99%

Exploring the Relationship Between Exclusive Talent Management, Perceived Organizational Justice and Employee Engagement: Bridging the Literature

O’Connor

Crowley–Henry

2017

J Bus Ethics

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“…Until further research is able to clarify some of the fundamental issues around GTM (Collings, 2014), it is difficult to establish concise guidelines for inpatriate. However, this paper attempts to take one step closer in identifying the appropriate GTM technique of inpatriate managers as boundary-spanners, knowing that the literature has not kept pace with practice (Al Ariss, Cascio, & Paauwe, 2014).…”

Section: Developing a Gtm Infrastructure To Support Inpatriate Managementioning

confidence: 99%

Global talent management and inpatriate social capital building: a status inconsistency perspective

Moeller

Maley

Harvey

et al. 2015

The International Journal of Human Resource Management

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Distinct to expatriate managers at the subsidiary-level, inpatriate managers' influence at the headquarter (HQ)-level is controlled by the extent to which an inpatriate manager is able to 'win' status from HQ personnel. The primary goal of the paper is to conceptualize how organizational support, in the form of global talent management (GTM) practices, can alleviate inpatriates' difficulties in building social capital at HQ. Building social capital at HQ is vital for inpatriates to attain status in order to build the inter-unit social capital that enables them to pursue their boundary-spanning role across HQs and subsidiaries. Status inconsistency theory is put forward to recognize the personal, professional and structural incongruence of events and activities at HQ carried out with respect to inpatriates. We argue that inpatriate managers become empowered at HQ only when social capital is accumulated whereby social capital is driven by an acknowledgment of inpatriates as a legitimate staffing option. The relationship between GTM practices and social capital building needs to be managed properly by inpatriates themselves as well as by the organization. A future research agenda helping to build social capital of inpatriates through GTM infrastructure is discussed and propositions are offered throughout.

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“…An organisation's ability to attract and retain the best talent is therefore one of the most important determinants of organisational effectiveness (Armstrong, 2006;Kehinde, 2012;Singh & Finn, 2003). Those organisations that differentiate themselves in their attraction, development and retention strategies are the ones that ultimately succeed (Al Ariss, Cascio & Paauwe, 2014;Schlechter et al, 2014;Tarique & Schuler, 2010).…”

Section: Research Purposementioning

confidence: 99%

The impact of social media on recruitment: Are you LinkedIn?

Koch

Gerber

Klerk

2018

SA j. hum. resour. manag.

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Orientation: With many organisations vying for the same talent, it is important to ensure that the correct methods are utilised in identifying and attracting the best talent to an organisation.Research purpose: This research investigates the impact of social media on the recruitment process in South Africa.Motivation for the study: As the competition for qualified talent increases, organisations need to understand where to focus their resources to attract the best talent possible. The use of social media is growing daily and its use in the recruitment process seems to have grown exponentially.Research design, approach and method: The sample comprised 12 recruiters, spanning a wide range of industries in South Africa. Semi-structured interviews were conducted and a thematic analysis was utilised to identify themes and subthemes.Main findings: Despite still utilising some traditional methods of recruiting, South African recruiters follow their international counterparts, with LinkedIn being central to their respective recruitment processes. The use of Twitter and Facebook for recruitment was found to be substantially lower in South Africa than elsewhere. Without following a focused approach, the volume of work that emanates from using social media may overwhelm a recruiter.Practical and managerial implications: Recruiters cannot execute effective recruitment without applying social media tools such as LinkedIn. However, training in the optimal use of social media is essential.Contribution: This study indicates that LinkedIn has a major impact on recruitment in South Africa, but that social media is not a panacea for recruitment issues.

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Talent management: Current theories and future research directions

Cited by 383 publications

References 22 publications

Exploring the Relationship Between Exclusive Talent Management, Perceived Organizational Justice and Employee Engagement: Bridging the Literature

Exploring the Relationship Between Exclusive Talent Management, Perceived Organizational Justice and Employee Engagement: Bridging the Literature

Global talent management and inpatriate social capital building: a status inconsistency perspective

The impact of social media on recruitment: Are you LinkedIn?

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