Leveraging Social Networking for Talent Management: An Exploratory Study of Indian Firms

Nayak, Sunanda; Bhatnagar, Jyotsna; Budhwar, Pawan

doi:10.1002/tie.21911

Cited by 36 publications

(23 citation statements)

References 65 publications

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“…This adaptability resource can be manifested among Indian IT employees through their greater accountability towards the career that perhaps make them engage in networking and competencies development activities. The present organizational culture of Indian IT companies encourages professionals to build networks, promotes innovation, and provides scopes for skill advancement (Kumar, 2015; Nayak, Bhatnagar, & Budhwar, 2018). Consequently, Indian IT individuals, being accountable for own career growth, may perceive staying in the same organization as an advantageous deal (Raman, Bharathi, Allen, & Joseph, 2013).…”

Section: Theoretical Framework and Hypotheses Developmentmentioning

confidence: 99%

Role of Career Adaptability and Its Resources in Predicting Vocational Attitudes of Indian IT Professionals

Santra

Giri

2019

Management and Labour Studies

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Indian Information Technology (IT) market is going through a dynamic state of existence with employment uncertainties, but simultaneously creating promising opportunities. Amidst such unpredictability and possibilities, Indian IT professionals have been striving hard to build a career identity, demonstrating their capabilities to withstand unforeseen and abrupt vocational shocks. In career construction, such capability comes from career adaptability, reflected through resources of concern, control, curiosity and confidence. Yet, attention towards career adaptability is sparse in Indian IT vocational literature. The present study attempts to fill that gap by examining career adaptability and its links with vocational attitudes of career satisfaction and turnover intention. For this, data were collected from 434 Indian IT professionals. Overall, career adaptability was positively related to career satisfaction while turnover intention was independent of it. At the dimensional level, independently, all resources of career adaptability were positively related to career satisfaction. Concern and confidence had relatively greater degree of positive association than curiosity and control. Further, concern led to increased turnover intention, other resources being unrelated to it. Findings may facilitate human resource management of Indian IT organizations and independent career practitioners to enhance the vocational success of their employees and clients.

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Section: Theoretical Framework and Hypotheses Developmentmentioning

confidence: 99%

Role of Career Adaptability and Its Resources in Predicting Vocational Attitudes of Indian IT Professionals

Santra

Giri

2019

Management and Labour Studies

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“…14,25 Hence employee management is becoming a strong challenge for the HR professionals working in India as correctly pointed by many respondents in this study. 69 While the interview results suggest that social media are extensively getting leveraged in different processes of the organizations, most of the HR managers and HR professionals reported that nowadays organizations are exploiting social media extensively for managing their employees in several ways: such as recruitment and selection, employer branding, employee engagement, employee engagement and supporting existing literature on such kind of studies. Besides, almost all participants accepted the risks involved in the high usage of social media concerning employee as well as organization privacy.…”

Section: Discussionmentioning

confidence: 72%

Social recognition and employee engagement: The effect of social media in organizations

Nayak

Jena

2020

International Journal of Engineering Business Management

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In the contemporary dynamic business context (characterized by stiff competition, high uncertainty, growth of global as well as virtual organizations, etc.), setting up systems for recognizing and engaging employees which need constant endeavor from present-day organizations. Hence, organizations are actively exploring and adopting novel initiatives through strategies platforms for their employer engaging effort, moving the organization image to the “company of employee’s choice” and connecting their strategic talent acquisition supply chain into that eco-system. Qualitative data analysis through 65 semi-structured interviews with employees working with various Software and Research & Development sectors, Human Resources and Talent Management professionals working for information technologies companies, IT-enabled (Business Process Outsourcing) BPO, and KPO (Knowledge Process Outsourcing) Services, as well as talent acquisition organizations, confirm the utilization of social media for social recognition & employee engagement in their organizations. The study contributes to the fields of talent management and social networks and has several key messages for practitioners regarding the expediency and effectiveness of social networks in organizations.

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“…Researches conducted in the HRM domain mainly utilise SNSs' definitions of Boyed & Ellison (2007) (Black & Johnson, 2012;Brown & Vaughn, 2011;Kluemper et al, 2016;Nayak et al, 2018;Rienties et al, 2010;Suen, 2018) or Kaplan &Haenlein (2010) (Aguado et al, 2016;Arjomandy, 2016;Kluemper et al, 2016;Martin et al, 2015;Poba-Nzaou et al, 2016;Vetráková et al, 2018). Boyed & Ellison (2007) define social network sites as "web-based services that allow individuals to (1) construct a public or semi-public profile within a bounded system, (2) articulate a list of other users with whom they share a connection, and (3) view and traverse their list of connections and those made by others within the system.…”

Section: Definition Of Social Networkmentioning

confidence: 99%

Cybervetting prospective employees of SMEs

Rózsa¹,

Kmecová²

2020

Journal of International Studies

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Cybervetting has become an integral part of HR practices, even though it is generally perceived negatively, as an invasion into employees' privacy. In response, scholars have begun investigations of the ways social networks impact HRM in organizations. In this paper, we present and discuss the results of our exploration into whether SMEs will be screening job applicants. We have used binary logistic regression to build the model based on the predictors: company's size, HR formality score, company's age and turnover. The units of the analysis in this study are SMEs operating in Czech and Slovak Republics. Random sample technique was applied to select 665 respondents. The resulting model contained only Formality Score (FS) as a predictor with the association to SCR. We can claim that inclination to social networks' screening in SMEs decreases as FS rises. The study also reveals that social networks screening is widely spread among SMEs in both countries under study. The study extends the research on networks' screening and expands the knowledge about how SMEs are replacing formalised HR practices. Finally, it offers recommendations for future work that can enhance knowledge in social networks' impact on SMEs.

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Leveraging Social Networking for Talent Management: An Exploratory Study of Indian Firms

Cited by 36 publications

References 65 publications

Role of Career Adaptability and Its Resources in Predicting Vocational Attitudes of Indian IT Professionals

Role of Career Adaptability and Its Resources in Predicting Vocational Attitudes of Indian IT Professionals

Social recognition and employee engagement: The effect of social media in organizations

Cybervetting prospective employees of SMEs

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