Talent Management in a Gender‐Diverse Workforce

Cleveland, Jeanette N.; Menendez, Jaclyn; Wallace, Lauren E.

doi:10.1002/9781118972472.ch18

Cited by 3 publications

(4 citation statements)

References 128 publications

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“…, 2018). The blind screening of candidates, a balance between male and female candidates in the selection process, and equal monetary and nonmonetary rewards irrespective of gender are important factors in overcoming gender bias and implementing a gender-inclusive organizational culture (Cleveland et al. , 2017).…”

Section: Literature Reviewmentioning

confidence: 99%

Gender, talent management and firm performance: MNCs' female-focused talent management practices in Russia

Latukha

Michailova

Ott

et al. 2022

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PurposeThere is a substantial void in the understanding of the effect of talent management (TM) practices specifically targeted at females on firm performance. This paper investigates the relationship between female-focused TM and firm performance with the aim of demonstrating the importance of gender diversity in firms.Design/methodology/approachThe authors developed and empirically tested a contextually embedded model using data from 103 multinational corporations in Russia to examine the effect of female-focused TM on firm performance.FindingsThe authors found an overall positive relationship between female-focused TM and firm performance. The authors’ analysis also revealed significant positive effects of female-focused talent development and talent retention, but not talent attraction, on firm performance.Originality/valueThis paper contributes to the vibrant TM scholarship by focusing on female-focused talent attraction, development and retention practices.

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Section: Literature Reviewmentioning

confidence: 99%

Gender, talent management and firm performance: MNCs' female-focused talent management practices in Russia

Latukha

Michailova

Ott

et al. 2022

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“…Cultural preconditions of gender equality in access to education, work and economic opportunities determine female brain drain (Bang and Mitra, 2011). Gender discrimination and stereotypes in a COO limit access for female talents to the labor market and career progression (Cleveland et al , 2017; Ruyssen and Salomone, 2018), lowering their job satisfaction (Farivar et al , 2019) and increasing migration intentions (Iredale, 2005; Ruyssen and Salomone, 2018).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…In correspondence with the “tied movers” status, scholars found that migration decisions of women in 1990–2000 were driven by their spouses' migration decisions (Docquier et al , 2012). Female talents may be more influenced by family ties in their migration intentions as aside from their careers they have the additional burden of household, elderly care and childcare (Cleveland et al , 2017; Kõu and Bailey, 2017; Lirio, 2014; Meares, 2010). Moreover, female migrants may experience deskilling when they are compelled to leave their work and career in order to devote more time and effort for taking care of their families (Ho, 2006; Man, 2004).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…It supports the assumption that diversity within organizations, in particular gender diversity, influences the configuration and approaches of TM initiatives (Beamond et al , 2016). In order to be effective, TM practices should be designed with respect to gender (Cleveland et al , 2017), in contrast to the predominant male-oriented view on organizations and organizational practices (Cleveland et al , 2017; Festing et al , 2015) and the homogeneous nature of the workforce (Makarem et al , 2019).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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Does gender matter? Gender talent migration and its implication for talent management

Latukha

Shagalkina

Калинина

et al. 2021

JGM

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PurposeThe growing trends in talent migration, which in the extreme lead to brain drain, in step with an increasing female participation in labor markets and migration flows, set challenges for both business and governments managing these processes. In this vein, it is proposed that macro talent management (MTM) is effective in managing the above-mentioned macro-level issues. The purpose of this paper is to identify and compare the determinants of talent migration with respect to gender and to analyze the role that talent management (TM) practices may play in the migration of diverse talent groups (male and female) within the Russian context.Design/methodology/approachAnticipating the possible differences in talent migration determinants between men and women and using data from 557 Russian graduates, considered to be high-potential talents, the authors found that these determinants converge.FindingsMale and female talent migration intentions in Russia are influenced by the same industry and individual push factors as well as family reasons, confirming that women are acting as independent economic migrants rather than tied movers. Moreover, the authors identified that talents in our sample evaluate highly the possibility of TM practices to change their migration intentions, and that female talents are more sensitive and responsive in this regard. Therefore, the TM system in the emerging economies' context, in particular Russia, is important for increasing the share of women in the workforce, in particular in leadership positions.Originality/valueThe study's results are important as they provide evidence on the gendered dimension of talent migration in particular in terms of the gendered assessment of talent migration determinants. Moreover, the study shows the positive role of TM in managing talent flows at the country level, in particular the ability of TM practices to attract talents to local organizations and, hence, retain them in a country.

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Measuring the Complex Construct of Macroergonomic Compatibility: A Manufacturing System Case Study

Realyvásquez-Vargas

Maldonado-Macías

2018

Complexity

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Macroergonomic compatibility (MC) refers to the extent to which macroergonomic factors and elements (MFEs) interact positively with humans. It is one of the most complex constructs to measure in work systems and in ergonomics. The goal of this paper is to determine the levels of MC in a manufacturing system. As methods, we use the macroergonomic compatibility index (MCI) and the Macroergonomic Compatibility Questionnaire (MCQ). The MCQ was administered in its three versions (i.e., worker version, expert version, and medical department version) to collect data about the macroergonomic practices implemented in the manufacturing company. Regarding results, all the macroergonomic factors and most of the macroergonomic elements showed a low level of MC; that is, MCI < 0.7. Only macroergonomic elements Education, Knowledge, and Skills reached a medium level; namely, MCI = 0.709. The factor with the highest level of MC was the Person factor (MCI = 0.328). Similarly, the whole manufacturing system showed a low level of MC. In conclusion, the studied manufacturing company requires urgent macroergonomic interventions. Also, we found that the MCI can effectively measure the level of MC of MFEs and can guide the implementation of macroergonomic practices (MPs) and explain the MC construct.

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Talent Management in a Gender‐Diverse Workforce

Cited by 3 publications

References 128 publications

Gender, talent management and firm performance: MNCs' female-focused talent management practices in Russia

Gender, talent management and firm performance: MNCs' female-focused talent management practices in Russia

Does gender matter? Gender talent migration and its implication for talent management

Measuring the Complex Construct of Macroergonomic Compatibility: A Manufacturing System Case Study

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