Toward Mature Talent Management: Beyond Shareholder Value

Collings, David G.

doi:10.1002/hrdq.21198

Cited by 125 publications

(191 citation statements)

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“…In mainstream research, TM has been conceptualized in unitarist terms where the TM agenda is dictated by management about how to improve shareholders' returns while the interest of other stakeholders is ignored (Thunnissen et al, 2013a). The need to consider TM from a pluralist perspective has recently been reiterated by Collings (2014) where he argued that TM should not only focus on shareholders' returns but the perspectives of other stakeholders need to be recognized as well. In this paper, I take the pluralist view of TM and consider employees as one of the important stakeholders in the TM process (Collings, 2014;Thunnissen et al, 2013a).…”

Section: Chapter Five: General Discussionmentioning

confidence: 99%

“…The need to consider TM from a pluralist perspective has recently been reiterated by Collings (2014) where he argued that TM should not only focus on shareholders' returns but the perspectives of other stakeholders need to be recognized as well. In this paper, I take the pluralist view of TM and consider employees as one of the important stakeholders in the TM process (Collings, 2014;Thunnissen et al, 2013a).…”

Section: Chapter Five: General Discussionmentioning

confidence: 99%

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High potential programs and employee outcomes

Malik

Singh

Chan

2017

CDI

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Organizations implement 'high potential' (HiPo) programs to identify, develop and retain their most talented employees (also known as high potential employees). However, much is still unknown regarding how these programs affect employees, and the link through which employee participation in HiPo programs affects employee outcomes remains a 'black box'. This research aims to open this 'black box' and examines the underlying mechanism through which HiPo program participation impacts employee outcomes.Drawing on social exchange, psychological contract and attribution theories, I conduct two studies to examine the impacts of HiPo program participation on various employee outcomes. In the first study, I hypothesize that employees who are included in HiPo programs (i.e., HiPo employees) will have higher affective commitment, lower turnover intent, and higher levels of organizational trust. Moreover, I hypothesize that organizational trust will mediate the relationships between HiPo program participation and employee outcomes (i.e., affective commitment and turnover intent). A cross sectional survey was used to collect data from one division of a large multinational company (n= 65). The results provided support for all hypotheses.The second study aims to replicate and extend the findings of Study 1. In this study, I examine the process through which HiPo program participation impacts employee outcomes by

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Section: Chapter Five: General Discussionmentioning

confidence: 99%

Section: Chapter Five: General Discussionmentioning

confidence: 99%

High potential programs and employee outcomes

Malik

Singh

Chan

2017

CDI

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Section: Introductionmentioning

confidence: 99%

“…Several authors call for more research on TM in other contexts and advise to contextualize TM in both theoretical frameworks as well as in research design (e.g., Collings et al 2011; Meyers and Van Woerkom, 2013;Thunnissen et al, 2013). Also the emphasis on the organizational perspective is mentioned as a limitation (Collings, 2014;Thunnissen et al, 2013).Finally, the field of TM has been frequently criticized for a lack of sound empirical evidence (e.g., Skuza et al, 2013). However, the recent literature review of Gallardo- The article is organized as follows: The next section details our methodology.…”

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confidence: 99%

Standing on the shoulders of giants? A critical review of empirical talent management research

2016

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Structured AbstractPurpose: The paper aims to frame empirical literature on TM, and to provide a clear and comprehensive picture of the topics under investigation, the conceptualization of TM, and under-explored areas.Design/methodology/approach: We adopted a systematic review that covers empirical research on TM which has been published between 2006 and 2014 in academic peerreviewed journals. A total of 96 articles were included in the review. A bibliometric as well as a content analysis has been carried out. Findings:The results reveal that the Anglo-Saxon context (in particular EU) has a great impact on empirical TM research. Also research foundations and designs are not very rigorous. A slight awareness of context and culture was found. Empirical TM research is predominantly built on an exclusive approach to TM. Yet, how TM works in practice and how well (from the perspective of multiple actors) as well as the role and perceptions of line managers are under-explored areas. Practical implications:The paper gives vision and direction to practitioners in particular on the definition of talent and TM.Originality/value: This study frames the extent and nature of empirical research on TM, and it is the first to specifically and objectively examine the advances made in the field and to identify under-explored areas. By doing so, it helps to avoid departing from presumptions and misguided beliefs, to advance our knowledge of TM issues in organizations and regions, and to better channel future research. IntroductionDespite the global financial crisis talent management (TM) remains a critical agenda item for senior managers (Skuza et al., 2013). Employers recognize that an engaged, skilled and motivated workforce is the key to growth and to achieve competitive advantage. The crisis, however, impels organizations to be more creative and effective in their TM approach. Yet, academic research in the field of TM does not give much support in finding the right TM solutions. In fact, research on TM has been accused of lagging behind in offering organizations vision and direction on the matter (Collings et al., 2011; Al Ariss et al., 2014;Cappelli and Keller, 2014). Despite the increasing scholarly attention for TM during the past ten years (Thunnissen et al., 2013), and especially over the course of the past two years (Gallardo-Gallardo et al., 2015), there still is no consensus over its definition, theoretical backgrounds and scope.Besides that, the field has been criticized for focusing on TM issues in a select category of organizations, i.e. US-based organizations, and multinational (MNC's) and private organizations (Collings et al., 2011;Powell et al., 2013). Several authors call for more research on TM in other contexts and advise to contextualize TM in both theoretical frameworks as well as in research design (e.g., Collings et al. 2011; Meyers and Van Woerkom, 2013;Thunnissen et al., 2013). Also the emphasis on the organizational perspective is mentioned as a limitation (Collings, 2014;Thunnissen et al., 2013).F...

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“…This phase typically involves programmes designed to continue the socialisation process (Ashforth et al, 2007) initiated in the IN phase and various forms of HRD activities, such as competence development and learning initiatives . The WITHIN phase also includes activities related to performance management (London and Mone, 2009), career and talent management (Collings, 2014), and reward systems and benefits (Gerhart, 2009). In the middle of the WITHIN phase is the actual work performed by employees, which also provides opportunities for development and learning (Ellström, 2011).…”

Section: The Hr Supply Chainmentioning

confidence: 99%

Setting the stage for innovation: towards a conceptual model of the HR-innovation link

Wallo

Kock

Nilsson

2016

IJHRDM

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Abstract:The article shows that human resource management (HRM) and human resource development (HRD) activities play a potentially important role in facilitating innovation in organisations. Based on previous research, a conceptual model is presented that displays how an organisation's human resource (HR) function can facilitate innovation by securing and developing the HR supply chain to ensure the healthy and continuous flow of personnel and competence into, within, and out of the organisation (i.e., by securing the appropriate competences for the job and the organisation, by developing and retaining existing competences, and by transferring competences from employees who are leaving to those who remain in the organisation). This article argues that HR practitioners can set the stage for innovations by actively and strategically implementing HR activities that support the creation of an expansive learning environment in which both adaptive and developmental learning can occur.

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Toward Mature Talent Management: Beyond Shareholder Value

Cited by 125 publications

References 84 publications

High potential programs and employee outcomes

High potential programs and employee outcomes

Standing on the shoulders of giants? A critical review of empirical talent management research

Setting the stage for innovation: towards a conceptual model of the HR-innovation link

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