What is the value of talent management? Building value-driven processes within a talent management architecture

Talent management motives and practices in an emerging market: A comparison between MNEs and local firms

“…The people approach which focuses TM on a core set of individuals, suffers from managerial bias and bounded rationality, relying on the memory recall of key managers to identify who is to be considered talent (Sparrow & Makram, 2015). The pools approach involves the identification of groups and clusters of individuals who have differential impact on an organizations performance and brings with it a consideration of organizational justice and stakeholder theory as it suggests an exclusive approach to TM (Gelens et al, 2014, GallardoGallardo et al, 2013, Thunnissen et al, 2013.…”

“…The practice approach suggests a need for a sophisticated suite of HRM policies and practices that are also capable of developing the skills and competencies of global talent, yet as with the perennial issues connecting HRM and performance, there are issues in defining the bundles of HRM that constitute effective TM (Ortlieb & Sieben, 2011, Meyers & van Woerkom, 2014 and establishing a link between these, broader organizational strategies and institutional and worker contexts (Mellahi & Collings, 2010, Cappelli, 2008, Tarique & Schuler, 2010, Huang & Tansley, 2012 The field of TM and its focus on a differentiated architecture strongly connect TM to the achievement of sustainable competitive advantage . Sparrow et al (2014) consider the subject of TM to be a bridge field -drawing upon ideas from marketing, operations and HRM -each emphasising human capital thinking, where it is assumed that those talented employees will add value to their organization and will generate superior results (Sparrow & Makram, 2015, Collings & Mellahi, 2009) and organizations will seek to develop key people that fit their context and will create a nurturing environment commensurate with their talent objectives (Chabault et al, 2012) TM systems can therefore be underpinned by the resource-based view of the firm in that they are instrumental in identifying and developing resources that are valuable (the resource enables the organization to respond to threats and opportunities), rare (the resource is controlled by a small number of competing firms), inimitable (other firms will face a cost disadvantage in obtaining/developing the resource) and non-substitutable (the advantage cannot be achieved through other means) (Barney, 1991, Barney, 2002. It is important to note that in order to conduct a resource based analysis, Barney (2002) also considers the 'question' of organization i.e.…”

“…the systems, procedures and policies that support the exploitation of these resources. From a TM perspective, these systems should be designed to create, capture, leverage and protect value that is derived from an organization's talent assets (Sparrow & Makram, 2015).…”

The Relationship between Human Resource Management Ambidexterity and Talent Management: The Moderating Role of Electronic Human Resource Management

“…Therefore, authors and practitioners of HR have a great belief in the critical role of TM to achieve organizational excellence (Butter, Valenzuela & Quintana, 2015;Sparrow & Makram, 2015;. Accordingly, TM occupies a great importance in the human resource field because of launching the expression of 'war for talent' by a group of McKinsey consultants in the 1990s (Michaels, Handfield-Jones & Axelrod, 2001).…”

Relationship of External Knowledge Management and Performance of Chinese Manufacturing Firms: The Mediating Role of Talent Management

“…A different perspective has been canvassed with different emphases to conceptualize and contextualize 'TM' (Iles, 2013), and huge controversy has been found between researchers with the debate of 'TM'. Recent literature is seen 'TM' as bridge field drawing upon the concept of capacity theory, HRM, marketing, operations, the resource-based view and HRM, focusing human capital thinking with assumptions to add value by the talented employees and would help to generate superior outputs (Sparrow & Makram, 2015).…”