Talent management in the context of mindful organizing and organizational mindfulness

Abstract

Purpose: The purpose of this paper is to show the unexplored relationship between mindful organizing, organizational mindfulness and talent management with regard to its outcomes. Methodology: The paper presents an integrative review of the literature available in relation to talent management and organizational mindfulness and provides the development of a theoretical framework based on integration and synthesis of this literature. Findings: The literature review revealed that organizational mindfulness and mindful organizing belong to the factors which may enhance individual level outcomes of talent management, such us: organizational commitment, motivation to work, extra-role behaviour and this, in turn, results in better organization's performance. Practical implications: In order to enhance the individual level outcomes of talent management, the mindfulness needs to operate across all organizational levels. It should be create by top administrators and translate across organizations' levels by middle managers for the front-line employees. Research limitations:This study is based on theoretical analysis and its assumptions should be tested empirically. Originality/value of the paper: Although the authors indicate many factors that may shape talent management process and its outcomes, the potential infl uence of mindful organizing and organizational mindfulness on talent management outcomes has not been analysed so far, meanwhile these phenomena's have a lot in common with managing talented employees. Therefore, it is expected that mindful organizing (directly) and organizational mindfulness (indirectly) may enhance individual level outcomes of talent management.

Examining the relationship between talent management and employee job‐related outcomes: The case of the Indian manufacturing industry

“…Bethke‐Langenegger et al (2011) pointed out that TM‐related studies focused primarily on outcomes at the macro level. Though TM practices are designed to achieve macro‐level goals, TM practices affect proximal outcomes more such as employee behavior (Gelens et al, 2014), JS (CIPD, 2001; Deery & Jago, 2015; Huselid, 1995; Mensah, 2015; Mensah & Bawole, 2018), employee engagement (Bhatt & Sharma, 2019; Hughes & Rog, 2008; Pandita & Ray, 2018), organizational commitment (Gajda, 2017; Kontoghiorghes, 2016; Luna‐Arocas et al, 2020; Malik et al, 2017), and ITS (Ambrosius, 2018; Deery & Jago, 2015; Gupta, 2019; Kontoghiorghes, 2016). These studies have examined either (a) the impact of an individual TM component (talent acquisition, TD, talent engagement [TE], or talent retention [TR]) on individual employee‐related outcomes or (b) the impact of TM as one system on an employee job‐related outcomes.…”

组织中的正念：基于认知的动态衍生过程及干预

“…倪丹, 2018;Gajda, 2017;Sutcliffe et al, 2016), 在 组 织 中 更 具 应 用 潜 力 (张 静 等 张韬, 2015;Gajda, 2017;Good et al, 2016…”