Labor Market Intermediaries and the New Paradigm for Human Resources

Bonet, Rocío; Cappelli, Peter; Hamori, Monika

doi:10.1080/19416520.2013.774213

Cited by 91 publications

(155 citation statements)

References 106 publications

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“…The above needs and pressures for firms associated with talent management have given rise to a range of intermediaries including the rise of, for example, the executive search firm (Cappelli and Hamori, 2014;Bonet, Cappelli and Hamori, 2013). The presence of third parties can have substantial effects on recruitment outcomes and dynamics (Breaugh, 2013).…”

Section: Collaborative Partnership and Hr Practices 10mentioning

confidence: 99%

Managing talent across advanced and emerging economies: HR issues and challenges in a Sino-German strategic collaboration

Stokes

Liu

Smith

et al. 2015

The International Journal of Human Resource Management

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The HR practices involved in global talent management continue to advance and evolve. A majority of talent management commentary is from multinational corporation (MNC) perspectives. However, the less commented small-to-medium sized enterprise (SME) also confronts challenges grounded in economic (i.e. resources, finance), organisational (i.e. size, scope and structure) and consequent behavioral rationales (i.e. mindsets and stances). This paper establishes and examines a number of propositions which consider how these factors impact on an advanced economy SME's talent management in emerging economy collaborations.An interpretive qualitative methodology is employed using interviews conducted within two cases -SME and an MNC comparator case. The SME case is used as the driving force of the paper and its theoretical focus and findings. The MNC is used to develop issues as a comparator case. The findings show SME economic and organisational drivers producing behavioral dynamics in relation to mimesis of planned actions yet informal serendipitous responses in reality; a predilection for the proximate and familiar; design configurations of short-term expatriate visits and inpatriates; cumulating in on-going inpatriate acculturisation and re-acculturation oscillation. Consequently, the implication is that the SME needs a HR practices encompassing resignation to the situation, flexibility and resilience in order to survive and progress.Keywords: HR practices, talent management, SME, inpatriates, acculturisation. 1 IntroductionHuman Resource (HR) practices around talent management -the recruitment, selection and retention of national and international talent by organizations -has attracted considerable scholarly attention (Collings, Scullion and Morley, 2007;Farndale, Scullion and Sparrow, 2010;Minbaeva and Collings, 2013). This work has focused primarily on HR practices in multinational corporation (MNC) contexts. This propensity is perhaps to be anticipated since MNCs possess complex multi-faceted infrastructures, expansive international operations, and, large marketing budgets which require (and can afford) the development of planned talent management systems.In contrast, by definition, small to medium-sized enterprises (SMEs), frequently lack the scale, scope, resources and international experience of MNCs. In essence, while SMEs may compete in segments of MNC markets, the 'world' of SMEs in terms of inter alia: decisionmaking, investment choices, culture and daily running of the firm -often led by family owner-directors and linked with a community rooted to a specific geographical locality -are all substantively different to MNCs. In response to SME proclivities, a substantive body of writing has been generated (Voordeckers, Van Gils and Van de Heuvel, 2007;Nieto, Santamaria, Fernandez, 2013;Lewis, 2015;Wang and Liu, 2015).Nevertheless, HR practices for talent recruitment and management in SMEs, and in particular as SMEs expand into international strategic partnerships, have been considerably less researched.Given t...

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Section: Collaborative Partnership and Hr Practices 10mentioning

confidence: 99%

Managing talent across advanced and emerging economies: HR issues and challenges in a Sino-German strategic collaboration

Stokes

Liu

Smith

et al. 2015

The International Journal of Human Resource Management

View full text Add to dashboard Cite

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“…Employees and employers may be brought together by 'information providers' who broker information on candidates and jobs, for example, search and selection consultants. Similarly, 'matchmakers' provide recruitment and placement services whereas 'administrators' represent professional employment organizations (see Bonet et al, 2013). An approximate application of these categories to HCW networks and related migration channels enables us to build further on studies of marginal and migrant workers that focus on the methods these workers utilize to access employment opportunities.…”

Section: Analytical and Theoretical Contributionmentioning

confidence: 99%

New insights into informal migrant employment: Hand car washes in a mid-sized English city

Clark

Colling

2016

Economic and Industrial Democracy

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This article provides new analytical insight into migrant labour by examining a newly emergent low-margin sector, hand car washes (HCWs). The sector is co-created by pressures from above in the form of economic restructuring and from below by employers and migrants who diffuse fluid and flexible low-wage employment. The diffusion of HCWs demonstrates how exploitative privatized employment generates autonomous economic growth in the unregulated economy. The formal and informal economies are however interlinked and overlapping within and beyond the labour process. Locally, HCWs have the potential to become the established car wash sector, putting regulated outlets in a state of uncertainty as informalization in employment if not business practice becomes the norm.

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“…Moreover there are various new and emerging transnational labour market intermediaries through which CEE workers access and search for jobs in the UK labour market. Bonet et al (2013) distinguish between information providers that offer information about jobs/candidates, matchmakers that provide recruitment and other placement services and administrators that act as professional employment organisations. These intermediaries can also act as ethnic-niche and cross-cultural experts that target particular CEE countries and nationalities of workers or they can take the form of social media websites for particular migrant ethnic community groups (Samaluk, 2014b;Janta, 2011).…”

Section: Symbolic Power Guiding Transnational Exchangementioning

confidence: 99%

“…Although these workers are now free to move across the EU, their migration strategies are still shaped by market forces and various transnational labour market intermediaries that can take advantage of inequalities among countries and help maintain or deepen these workers' precarious situation (Samaluk, 2014b;Ciupijus, 2011;MacKenzie and Forde, 2009). Transnational labour market intermediaries, such as staffing agencies, have significantly changed the former national 3 bilateral employee-employer actor relationship into a triangular, transnational one (Samaluk, 2014b;Bonet et al, 2013).…”

Section: Introductionmentioning

confidence: 99%

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Migrant workers’ engagement with labour market intermediaries in Europe: symbolic power guiding transnational exchange

Samaluk

2015

Work, Employment and Society

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This article explores the strategies of migrant workers from post-socialist central and eastern Europe (CEE) within the process of transnational exchange characterised by transnational labour market intermediaries that have substantially altered the former national bilateral employment relations. By utilising a Bourdieuian conceptual framework it examines Slovenian and Polish workers' migration strategies and struggles to acquire and convert capitals within the process of transnational exchange and upon arrival in the UK. The article uncovers the (self)colonial cultural capital embodied in CEE workers' habitus that drives their strategies to take up various working and training opportunities in the UK in order to acquire (trans)nationally 2 recognised cultural capital. This labour of acquisition drives Polish and Slovenian workers to seek specific cross-cultural and ethnic-niche intermediary services that can manipulate the most reliable symbolic signs in order to make profits from migrant worker-consumers. In this regard the article also exposes inter-and intra-ethnic variations.

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Labor Market Intermediaries and the New Paradigm for Human Resources

Cited by 91 publications

References 106 publications

Managing talent across advanced and emerging economies: HR issues and challenges in a Sino-German strategic collaboration

Managing talent across advanced and emerging economies: HR issues and challenges in a Sino-German strategic collaboration

New insights into informal migrant employment: Hand car washes in a mid-sized English city

Migrant workers’ engagement with labour market intermediaries in Europe: symbolic power guiding transnational exchange

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