2019
DOI: 10.1108/jmd-11-2018-0325
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Inclusive/exclusive talent management, responsible leadership and organizational downsizing

Abstract: Purpose-This paper focuses on 3 Egyptian public business schools in an attempt to explore the effect of inclusive/exclusive talent management on the organizational downsizing of academics and the mediating role of responsible leadership. Design/ methodology/ approach-A total of 330 academics were contacted and given a set of questionnaires. After three follow ups, a total of 240 responses were collected with a response rate of 72.73 percent. Multiple regressions were employed to show how much variation in orga… Show more

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Cited by 49 publications
(54 citation statements)
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References 96 publications
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“…Unfortunately, diversity management concepts are still underdeveloped in the majority of African and Asian countries despite the socio-cultural and economic amendments these countries have witnessed over the past two decades (Kim et al, 2015;Mousa, 2018b;Mousa and Ayoubi, 2019).…”
Section: The Cultural Context Of Diversity Managementmentioning
confidence: 99%
“…Unfortunately, diversity management concepts are still underdeveloped in the majority of African and Asian countries despite the socio-cultural and economic amendments these countries have witnessed over the past two decades (Kim et al, 2015;Mousa, 2018b;Mousa and Ayoubi, 2019).…”
Section: The Cultural Context Of Diversity Managementmentioning
confidence: 99%
“…This is in line with what has been mentioned by Roosevelt Thomas (1990), who points out that the main mission of any diversity management protocol should be to develop an organizational climate that appreciates differences and respects an individual's uniqueness. Consequently, the implementation of effective diversity management procedures may entail a dramatic change in an organization's culture, values and traits (Celik et al, 2011;Shore et al, 2011;Mousa 2018a;Mousa, 2018b;Mousa et al 2019a). The same has been affirmed by a research study (2019), who highlighted that treating all employees as insiders may regularly require tailoring activities/procedures through which employees can feel involved, supported, engaged and that they belong.…”
Section: Introductionmentioning
confidence: 99%
“…Apparently, workplace/organizational inclusion may be associated with the following HRM theories: Social identity theory, which claims that individuals seek more self-esteem and recognition through belonging to a particular group [72], and Social exchange theory, which claims that individuals do their best to fulfill organizational/social objectives and retain positive attitudes toward their organization or society if they experience fair organizational/social treatment. [62] assert the importance of developing an inclusive organizational climate in which every single employee feels valued, respected and inspired to realize his career aspirations and the organization's goals, authors such as Foldy [27]; Mousa and Ayoubi [56] and Mousa and Puhakka [57] doubt the ability of any inclusion protocols in a positively changing organization and/or intergroup relationships if they fail to comprehend issues related to internal organizational power. Accordingly, many organizations tend to create employee resource groups or internal employee networks to ensure feelings of equality and assimilation among their employees [18]; [10]; and [54].…”
Section: Literature Review 11 Organizational Inclusionmentioning
confidence: 99%