Stress Management and Resilience Building

Berger, Rita; Czakert, Jan Philipp

doi:10.1007/978-3-030-85120-0_2

Cited by 6 publications

(8 citation statements)

References 35 publications

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“…Systems adaptability was measured using connectivity and learning as advanced by Igbinovia (2016), Barry et al (2007) and Crucke and Decramer (2016). Talent management is measured in terms of critical positions, talent segmentation and total rewards as depicted from the works of Claussen et al (2014); employer of the year award report (2011); Boudreau and Ramstad (2005), Berger and Berger (2004). The questionnaire was anchored on a six-point scale to obtain the respondents’ degree of agreement (Joshi et al , 2015).…”

Section: Methodsmentioning

confidence: 99%

“…According to Collings and Mellahi (2009), talent management is the identification of key positions and development of organisation’s talent pool for the critical positions. Berger and Berger (2004) view talent management as the management of talent pool and categorisation of employees basing on performance levels, rewards according to performance level and filing positions with high performers. Notably, there is no agreed-upon definition of talent management in the previous studies (Cascio and Boudreau, 2016).…”

Section: Theoretical Review and Hypotheses Developmentmentioning

confidence: 99%

“…These are positions occupied by talented employees who steer the performance of others. Critical positions cannot be vacant for a long time and must be occupied by talented employees with core competencies (Berger and Berger, 2004) at all levels of the organisation. Indeed, when the managers of organisations fail to understand the critical positions and knowing the individuals to occupy such positions, the performance of the organisations is affected, which is not different from tertiary institutions.…”

Section: Theoretical Review and Hypotheses Developmentmentioning

confidence: 99%

“…Despite the consensus of the role of talent management in determining the success of the organisations, there is still need to strengthen the talent pool, mentor the potential talented employees for critical positions (Beheshtifar et al , 2012). In organisations, talented employees should be categorised based on performance, reward according to performance and filling positions with high performers (Berger and Berger, 2004). Talent segmentation is important and should be done according to the core skills and knowledge possessed and their area of expertise.…”

Section: Theoretical Review and Hypotheses Developmentmentioning

confidence: 99%

“…Talent segmentation assists managers to understand the actual or potential contribution of each individual to the organisation’s success and determining the compensation, rewards and setting appropriate training (Berger and Berger, 2004). This creates a talent pool for better succession planning, which, according to Krishnan and Karla (2017), assists managers in tailoring the talent management practices and handling talent portfolio for better understanding of the positions and the existing employees.…”

Section: Theoretical Review and Hypotheses Developmentmentioning

confidence: 99%

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Mediation role of systems adaptability between emotional intelligence and talent management

Namugumya

Munene²,

Mafabi³

et al. 2022

ICT

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Purpose The purpose of this paper is to examine the mediating role of systems adaptability in the relationship between emotional intelligence and talent management in tertiary institutions in Uganda. Design/methodology/approach To achieve the study purpose, the authors used responses from 91 tertiary institutions following a cross-sectional survey design. Partial least structural equation modelling (PLS-SEM) was used to analyse the data and done at an institutional level. Findings The results reveal that systems adaptability plays a full mediating role in the relationship between emotional intelligence and talent management in tertiary institutions as it accounts for 96.68% variance. Research limitations/implications Managing talented employees is not a snapshot process, yet the authors used a cross-sectional design. This paper is limited in this regard. Also, talent management in this paper is only explained by emotional intelligence and systems adaptability. Practical implications Talent management is explained by emotional intelligence and systems adaptability, which are metaphors of emotional intelligence and complex adaptive system theories. The authors also add to theory by establishing a fully mediating role of systems adaptability between emotional intelligence and talent management. Originality/value This paper establishes the mediating role of systems adaptability in the relationship between emotional intelligence and talent management in tertiary institutions.

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Section: Methodsmentioning

confidence: 99%

Section: Theoretical Review and Hypotheses Developmentmentioning

confidence: 99%

Section: Theoretical Review and Hypotheses Developmentmentioning

confidence: 99%

Section: Theoretical Review and Hypotheses Developmentmentioning

confidence: 99%

Section: Theoretical Review and Hypotheses Developmentmentioning

confidence: 99%

See 3 more Smart Citations

Mediation role of systems adaptability between emotional intelligence and talent management

Namugumya

Munene²,

Mafabi³

et al. 2022

ICT

View full text Add to dashboard Cite

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Stress and Resilience in the Workplace

Erskine,

Georgiou

2023

The Palgrave Handbook of Occupational Stress

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The Influence of Leadership on Employees’ Work-nonwork Interface and Wellbeing: A Scoping Review

Czakert

Berger

2023

Curr Psychol

Self Cite

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Many current working conditions are characterized by increasing blurred boundaries between work and nonwork with spillover that impact employees’ and recovery processes and wellbeing. Research, although emerging, considers these processes in the leadership-wellbeing relationship insufficiently. The main aim of this study, therefore, was to enhance our understanding of the role of leadership on employee’s work-nonwork interface and wellbeing. To address these processes adequately, longitudinal research is most appropriate. To our best knowledge, no review exists that could inform longitudinal studies on the leadership-employee wellbeing relationship with a focus on spillover and recovery processes. Following the PRISMA Extension for Scoping Reviews, we apply a narrative synthesis of 21 identified studies to organize the research landscape. We make three main contributions: First, we adopt an integrated resource-demands based process perspective and expand the leadership-employee wellbeing relationship by including spillover and recovery. Second, we map the used theoretical approaches and analyzed research gaps. Third, we offer a list of the issues and potential remedies of applied methodologies to orient further research. Results show, that while work-nonwork research is predominantly approached from a negative conflict-based view, research focused more on positive than on negative leadership. We identify two broad categories of investigated mechanisms, namely bolstering/hampering mechanisms, and buffering/strengthening mechanisms. Findings also highlight the importance of personal energy resources and therefore call for more attention to affect-driven theories. The identified predominance of the IT and healthcare sectors and of working parents warrants more representative research. We offer recommendations to advance future research both theoretically and methodologically.

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Stress Management and Resilience Building

Cited by 6 publications

References 35 publications

Mediation role of systems adaptability between emotional intelligence and talent management

Mediation role of systems adaptability between emotional intelligence and talent management

Stress and Resilience in the Workplace

The Influence of Leadership on Employees’ Work-nonwork Interface and Wellbeing: A Scoping Review

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