Tensions in talent identification: a multi-stakeholder perspective

McDonnell, Anthony; Skuza, Agnieszka; Jooss, Stefan; Scullion, Hugh

doi:10.1080/09585192.2021.1976245

Cited by 16 publications

(28 citation statements)

References 57 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This means that the high performance displayed by the two respondents is not due to the excellent culture they have, but it is believed that other variables outside the organizational culture further cause the two respondents to have a reasonably high performance. As stated (McDonnell et al, 2021), several other factors can affect performance, such as the behavior, attitudes, and actions of co-workers, subordinates, and leaders, resource constraints, economic conditions, and so on. In the context of the role of organizational culture, which is essential for the progress of madrasas, a strong madrasa organization requires human resources with high culture.…”

Section: Resultsmentioning

confidence: 99%

Organizational Culture as The Basis of Teacher Performance Development

Santosa

2022

View full text Add to dashboard Cite

This study not only measures the relationship between organizational culture and teacher performance but also finds an essential foundation for madrasah in building organizational culture and how to improve their performance. A descriptive quantitative approach is used in this research; data collection is done through surveys and the preparation of research instruments. The results show that, in general, the organizational culture is quite good, the values, teamwork, and work performance are also good, while in performance, teachers generally have various levels of achievement, satisfaction, responsibility, honesty, empathy, and persistence in work. In madrasah, organizational culture is related to teacher performance so a superior organizational culture will affect teachers' performance; on the other hand, educational institutions that cannot build a good culture result in decreased teacher performance.

show abstract

Section: Resultsmentioning

confidence: 99%

Organizational Culture as The Basis of Teacher Performance Development

Santosa

2022

View full text Add to dashboard Cite

show abstract

“…Mooijman et al , 2018). Manifest in these findings is the importance of “Talent as fit”, which considers the context of an employee's work with a key focus on the right person at the right time in the right place, including alignment to the organizational culture, strategic priorities and operating environment (Gallardo-Gallardo et al , 2020) as well as inclusion of individuals in the talent pool, and their development and management (McDonnell et al ., 2021). This is important because employees' talents drive efficiencies, innovation, global competitiveness and long-term survival of the organization.…”

Section: Discussionmentioning

confidence: 99%

“…Fourth, too much emphasis on the top players can damage morale, leading to demoralization and thus poor performance of employees not identified as “top talent” (McDonnell et al ., 2021; Sparrow, 2019; Stahl et al , 2012; Thunnissen, 2016).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Yet, the attraction, development and retention of talent is one of the most critical challenges faced by companies worldwide (Gallardo-Gallardo et al ., 2020). The development of a sustainable talent pipeline – the available supply of talented employees coming into the organization and their continuous development and career progression within it – (Carbery and Cross, 2015) remains a strategic priority (Cappelli and Keller, 2014; Collings et al , 2019; McDonnell et al ., 2021).…”

Section: Introductionmentioning

confidence: 99%

“…Presently, the majority of (G)TM research is focused on the meso-(organizational) level and macro-level (Khilji et al ., 2015; Vaiman et al , 2018). There is limited attention placed on GTM experiences and perspectives of individual talents (micro-level research) (King, 2015, 2016; McDonnell et al ., 2021; Swailes and Blackburn, 2016; Thunnissen, 2016), despite scholars increasingly calling for research to balance organizational and individual perspectives; individual's talent perspective has received scant attention in the literature (Daubner-Siva et al ., 2018; Farndale et al , 2014; King, 2016; McDonnell et al , 2017; Thunnissen and Gallardo-Gallardo, 2019). Specifically, there is a dearth of research on expatriates' and repatriates' views, perspectives on, perceptions of and experiences with (G)TM approaches and praxis and its effectiveness.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

A squeezed lemon or an appetizing olive? Exploring expatriate and repatriate talent management

Valk

2022

View full text Add to dashboard Cite

PurposeThe purpose of this paper is to investigate Global Talent Management (GTM) approaches and praxis with a specific focus on global deployment goal congruence and alignment between expatriates and the organization, talent recognition, valuation and utilization of repatriates.Design/methodology/approachQualitative research in this paper entails interviews with 78 expatriates and repatriates across the globe, investigating their experiences with, perspectives on and perceptions of GTM praxis and approaches.FindingsFindings of this study revealed firstly, that there is incongruence and misalignment of goals in global deployment where organizational, financial goals prevailed over social and human-oriented goals. Secondly, a lack of global talent pools and pipelines where interviewees indicated that expatriate assignments (EAs) were typically reactionary without strategic forward thinking on talent management (TM), observable through organizations' focus on short-term return on investment (ROI) on EAs instead of long-term talent investments. Thirdly, there was little recognition and non-utilization of cross-cultural human capital and talents upon repatriation.Research limitations/implicationsThis study relied on self-reports of expatriates' and repatriates' perceptions of and experiences with GTM approaches. Future research should gather multi-actor, multiple-source data from expatriates and repatriates, senior leaders, line managers, GTM strategic business partners to gain more insight into GTM approaches and praxis.Practical implicationsOrganizations are recommended to conduct “Global Talent Management Open Strategy Formation” as the foundation of an evidence-based, integrative GTM architecture and praxis to ensure GTM effectiveness.Originality/valueThis paper contributes to the literature by advocating for sustainable, people-centric GTM to safeguard the longevity and sustainability of all members of the talent ecosystem.

show abstract

Antecedents and performance consequences of high-potential programs: The role of firms’ cultural environment

Krebs,

Kabst

2024

Journal of World Business

View full text Add to dashboard Cite

Tensions in talent identification: a multi-stakeholder perspective

Cited by 16 publications

References 57 publications

Organizational Culture as The Basis of Teacher Performance Development

Organizational Culture as The Basis of Teacher Performance Development

A squeezed lemon or an appetizing olive? Exploring expatriate and repatriate talent management

Antecedents and performance consequences of high-potential programs: The role of firms’ cultural environment

Contact Info

Product

Resources

About