Connecting ‘talent’ meanings and multi-level context: a discursive approach

Abstract

Through an in-depth, multilevel case study of a professional services firm, this paper illuminates what stakeholders mean when they use the term ‘talent’. The paper underlines how various contextual factors including, workforce composition, ownership structures and individual perceptions influence talent meanings within an organisation. Our analysis of talent phenomena at a multiplicity of levels illustrates that it is not only about the words, phrases, and terms employed when talking about talent that requires examination. There is a need to deliberate on the meanings that underpin the talk because while stakeholders may talk the same way they may mean different things. The paper makes a key theoretical contribution through specific recognition of the importance of thoughtful reflection of how stakeholders discursively construct meanings because ‘talent’ is a concept, which requires translation via talk to become meaningful within the material world and these meanings are influenced by context. Thus, we cannot infer, that talent meanings radiate within organisations, nor across organisational boundaries, industries or countries because discourses arise and materialise within specific contexts and we must acknowledge that talent discourses can not be removed from the context in which they operate.     

Strategic HRM and organisational learning in the Chinese private sector during second-pioneering

This study examines the relationship between strategic human resource management (HRM) and organisational learning in Chinese private firms during the second-pioneering stage, which involves a process of transition from ‘opportunism’ to ‘capability building’. It specifically examines how this relationship is influenced by environmental uncertainty and guanxi dependence. Using data from a face-to-face survey of 107 Chinese private firms, the findings show that strategic HRM has a positive effect on all four dimensions of organisational learning: knowledge acquisition, knowledge distribution, knowledge interpretation and organisational memory. In addition, task environmental uncertainty positively moderates the relationship between strategic HRM and organisational learning. However, the moderating effects of institutional environmental uncertainty and guanxi dependence on this relationship are not significant. These results highlight the importance of strategic HRM for organisational learning in uncertain task environments to promote organisational transition.     

Talent responses to talent status awareness—Not a question of simple reciprocation

How to manage talent effectively is a key question in organisations. Yet we still know relatively little about talent's psychological reactions to their exclusive status. Based on psychological contract theory and research on status, this study analyses a sample of 321 employees identified as talent by their organisations, only some of whom were aware of their exclusive talent status. The results provide evidence that talent status awareness moderates the relationship between a range of employer inducements and talent obligations, such that it increases the importance of some inducements while diminishing that of others. The study contributes to the talent management literature by isolating specific effects of talent status awareness and calling into question extant evidence of its direct positive effects on talent attitudes. The findings also have implications for talent status communication, talent management, and future theorising of talent reactions to their exclusive status.     

What is the meaning of ‘talent’ in the world of work?

The ongoing confusion about the meaning of ‘talent’ within the world of work is hindering the establishment of widely accepted talent management theories and practices. The aim of this paper is to contribute to the literature on talent management by offering an in-depth review of the talent concept within the specific context of the world of work, and proposing a framework for its conceptualization. We group different theoretical approaches to talent into ‘object’ (i.e., talent as natural ability; talent as mastery; talent as commitment; talent as fit) versus ‘subject’ approaches (i.e., talent as all people; talent as some people) and identify dynamics existing within and between them, as well as implications for talent management theory and practice. Finally, we discuss different avenues for further research aimed at developing the talent—and consequently, the talent management—construct further.     

Commentary on: “Talent—innate or acquired? Theoretical considerations and their implications for talent management”

This paper provides a commentary on the article in this special issue by Meyers, van Woerkom, and Dries (2013—this issue) on the meaning of the term ‘talent’ with a particular focus on the extent to which talent is an innate construct (nature), mostly acquired (nurture), or more based on an interaction of the two. While acknowledging Meyers et al.'s comprehensive and convincing overview of the differing perspectives on talent as innate versus acquired, we expand on their ideas in two important ways. Firstly, moving beyond debates on the exclusivity versus inclusivity of conceptualizations, we argue that the key focus for organizations should be on maximizing value creation through calibrating the level of talent required by the organization and ensuring that talents are deployed in those strategic jobs with the greatest potential for value creation. Secondly we touch on the translation of talent into performance in the organizational context by bring the import of context to the fore. We conclude with some directions for further study.     

The contours of employee voice in SMEs: the importance of context

This article develops a context‐sensitive approach to analyse how and why voice operates in small‐ to medium‐sized enterprises (SMEs), an area that remains under‐theorised and under‐researched. By building on a priori frameworks with proven ability to unpack complexity and take account of the wider context of SMEs, this article explores how resources (human and social capital) and constraints (product market, labour market and strategic orientation) interact to shape voice practices. The article finds significant differences between ‘reported’ compared with ‘actual’ practices in situ, and identifies different types of firms (‘strategic market regulation’, ‘strategic market‐led’ and ‘non‐strategic market‐led’) along with the factors that influence the form and practice of voice. Overall, the article argues that researchers should further pursue research that appreciates the layered nature of ontology and the role played by firm context to explain complex organisational phenomena, if we are to advance our understanding of voice practices in SMEs and beyond.     

Survivors' reactions to downsizing: the importance of contextual factors

Downsizing has been a recurrent theme in corporate life for the last 20 years. Literature in this area has evolved sporadically and covers many aspects of it. Although this has resulted in rich data, there is a lack of robust research that integrates the strategic and operational elements of downsizing. Furthermore, downsizing results in negative outcomes such as loss of skills, learning and innovation. It can also result in negative emotions including anger, frustration and guilt. However, there is insufficient data about the specific conditions or contextual factors that influence survivors reactions. This article presents the findings of a study conducted in four large organisations in the UK that have undergone downsizing. It proposes a theoretical model encapsulating the organisational context, and argues that the two key factors that determine the context are frequency of downsizing and the degree of control that the organisation exercises in making the decision to downsize. A broad set of propositions is presented as to the likely reactions of ‘survivors’ in the various organisational contexts of downsizing.     

‘High potential’ programs: Let's hear it for ‘B’ players

Organizations implement ‘high potential’ (HiPo) programs to identify, develop and retain their most talented employees (also known as ‘A’ players). However, there is still not much known on how these programs affect other employees (i.e., ‘B’ players) who are not included. Drawing on Bowen and Ostroff's (2004) framework on the strength of HRM system and attribution theory, we theoretically examine the impact of HiPo programs on ‘B’ players’ attitudes and behaviours. Specifically, we propose that ‘B’ players use various information and contextual cues to make attributions about these programs. We also propose that trust moderates the relationship between various meta-features of HiPo programs and ‘B’ players' perceptions about these programs. Further, we examine the role of an employee's motivation profile (i.e., achievement motivation and power motivation) in forming his/her attributions about these programs, which then affects his/her commitment and organizational citizenship behaviours. Future research directions and practical implications are presented.     

Is there a bigger and better future for employer branding? Facing up to innovation,corporate reputations and wicked problems in SHRM

Employer branding is becoming an increasingly important topic for research and practice in multinational enterprises (MNEs) because it plays directly into their corporate reputation, talent management and employee engagement agendas. In this paper, we argue that the potential effects of employer branding have yet to be fully understood because current theory and practice have failed to connect this internal application of marketing and branding to the key reputational and innovation agendas of MNEs, both of which are at the heart of another strategic agenda – effective corporate governance. However, these agendas are characterised by ‘wicked problems’ in MNEs, which have their origins in competing logics in strategic human resource management (SHRM). These problems need to be articulated and understood before they can be addressed. This paper proceeds by (1) setting out a definition and model of employer branding and how it potentially articulates with corporate governance, innovation and organisational reputations, (2) discussing and analysing the ‘wicked problems’ resulting from the sometimes contradictory logics underpinning innovation and corporate reputations and SHRM in MNEs and (3) evaluating the potential of employer branding as a contribution to the third SHRM approach – HR strategy-in-action – as a way of resolving three particularly wicked problems in MNEs. We conclude with some ideas for research and practice on the future for employer branding.     

HR managers’ talent philosophies: prevalence and relationships with perceived talent management practices

Abstract

HR managers have different beliefs about the nature, value, and instrumentality of talent—referred to as ‘talent philosophies’. In line with cognitive psychology, we reason that talent philosophies are similar to mental models that influence how HR managers interpret and use talent management (TM) practices within their organizations. In this article, we explore the prevalence of four different talent philosophies (exclusive/stable; exclusive/developable; inclusive/stable; inclusive/developable) in a sample of 321?HR managers. We then explore how talent philosophies relate to organizational context (i.e. size, ownership form, multinational orientation) as well as to HR managers’ perceptions of their organization’s TM practices. Cluster analysis corroborated the presence of the four talent philosophies in our dataset. All four talent philosophies were represented almost equally often in the overall dataset. Organizational size was found to be related to talent philosophies, such that HR managers who worked in smaller organizations were more likely to hold an inclusive talent philosophy. We also found support for the relationship between talent philosophies and perceptions of the exclusiveness or inclusiveness of the organization’s definition of talent, and its degree of workforce differentiation. Contrary to expectations, results did not support a link between talent philosophies and perceived talent identification criteria.     

New or traditional careers? A study of UK graduates' preferences

Due to extensive changes to higher education in Britain, it is possible that graduates entering the labour market will have work experiences approximating to the ‘new’ career. We know little about whether this is a situation graduates are prepared for, or whether they welcome it. This article argues that a view about the changing nature of careers from the employee's perspective is needed. It describes some research investigating the career preferences and career self‐management of UK graduates in different organisational contexts, and provides evidence to suggest that graduates' endorsement of the ‘new’ career is limited. Employability is a key concern, but graduates expect to be able to develop that employability within the context of a traditional career. The article concludes by considering the implications for organisational career management, arguing that the traditional career still has considerable value for both employers and employees.     

论新经济时代企业人力资源管理的趋向

企业应通过加强人力资源管理,建立能够留住人、吸引人、让人充分发挥才能的有效的激励机制和科学的考核机制,要树立强烈的人才观念,充分重视人才、网络人才、科学地使用人才。本文主要阐述人力资源管理的战略作用,企业人力资源现状,以及"能本管理"在企业人才管理中的应用。     

Responsibility accounting,managerial action and ‘a counter-ability’: Relating the physical and virtual spaces of decision-making

This study examines how the economic structures of responsibility accounting (RA) affect decision-making and managerial action. It analyses how decision rights transform and affect managerial action and argue that functionalist approaches to organising a company through RA principles are inexpedient. The argument is based on two spaces related to decision-making and managerial action – physical space and virtual space – and addresses the managerial effects of RA with respect to these spaces. The RA literature argues that the design of RA should be based on its context and its structure should be stable. However, the study presented here shows how the effects of RA emerge in a process of development and transformation of the organisation. When an organisation and its management control system cannot embrace the dynamism of the physical space, the resulting managerial actions and decision-making are tumultuous; accountability in this context means possessing ‘a counter-ability’, not being ‘accountable’. Accounting forms a virtual organisational space, and the relationships between physical and virtual spaces co-construct the organisational effects of RA.     

A Critique and A Proposed Reformulation of Strategic Human Resource Management

Ken Kamoche, who lectures in human resource management at Birmingham Business School, argues that flaws in the assumptions underlying our understanding of ‘strategy’ are encouraging an inappropriate conception of strategic human resource management (SHRM). the notion of strategy which emanates from orthodox economic theory ensures that SHRM is subservient to a dominant ‘organisational imperative’. This process is reinforced by key socio-political factors which are diminishing the significance of the ‘human’ component of SHRM. He goes on to suggest how SHRM might be reconstituted to be a more useful concept     

Organisational communication and supportive employees

The importance of the social dimension of organisations is currently a strong focus of emphasis in the literature. From a managerial perspective, however, it is important that the community spirit within an organisation falls in line with its strategic direction. The study discussed in this article shows that high quality internal communication may be important in encouraging such a supportive attitude. What is considered ‘good’ internal communication does not directly engender more support for the organisation's strategic direction. However, evidence from research in five organisations (with 791 respondents distributed across 19 work units) suggests that there are two ways to foster support. One is to create a sense of commitment within the organisation; the other is to establish trust in the management. Both approaches appear to have a positive relationship with good internal communication. The quality of task‐related communication is important in creating commitment. What is vital in creating trust, however, is the quality of non‐task‐related communication. The study at the focus of this article addresses the following question: does organisational communication help foster a positive attitude towards the strategic direction of an organisation?     

Uptake of organisational work–life balance opportunities: the context of support

This research examines the relationship between structural and cultural dimensions affecting managerial decision-making about work–life balance (WLB) opportunities. Through a top-down study of two contrasting Irish organisations, we identify how each of five dimensions of work–life culture: ‘managerial and organisational support’, ‘organisational time expectations’, ‘career consequences’, ‘gendered perception of policy use’ and ‘co-worker support’ are mediated through managers to affect availability and uptake of WLB opportunities and creating gaps between policy and practice. This study demonstrates how marked distinctions between the personal opportunities managers may wish to offer and the discretion available to them arise. Secondly, the concept of organisational work–life culture is advanced by elaborating the ‘context of support’, namely interdependencies between organisational culture and structure that affect the uptake of WLB opportunities. Implications for researchers and practitioners are also discussed.     

The career competencies of self-initiated and assigned expatriates: assessing the development of career capital over time

Abstract

Building on a modern careers approach, we assess the effects of working abroad on individuals’ career capital. Given the dearth of longitudinal studies, we return to a sample of economics graduates in Finland eight years later. We measure changes in three dimensions of career capital; ‘knowing how’, ‘knowing whom’, ‘knowing why’ and find that company assigned expatriates learn more than self-initiated expatriates. All three career capital areas benefit from international experience and all are increasingly valued over time. Based on our findings, we conclude that a dynamic notion of career capital acquisition and use is needed. Managerial implications include the need for a wider view of talent management for international businesses.     

When profession trumps potential: The moderating role of professional identification in employees’ reactions to talent management

Abstract

This study aimed to investigate the role that a professionalized context plays in shaping employee reactions to talent management decisions. We examined the mediating role of felt obligation in the relationship between talent ratings and organizational citizenship behavior. Further, the study tested whether professional identification moderates the relationship between talent ratings and felt obligation towards the organization. Five hundred and ninety-eight teachers that had recently received ratings of their talent status responded to a survey questionnaire. Felt obligation mediated the relationship between talent ratings and organizational citizenship behavior. Furthermore, professional identification moderated the relationship between ratings of potential and felt obligation in such a way that the relationship was strongest for the teachers expressing the lowest professional identification. At high levels of professional identification, the relationship was not significant. These results indicate that conventional talent management might be less effective for increasing favorable attitudes and behaviors among employees in highly professionalized contexts, such as the education sector.     

建立高校创新型人才培养完整构架的研究

党中央关于建设创新型国家的重大战略决策,使得现代大学教育要更多更好的塑造创新型人才成为了一个重要使命。而创新型人才的培养必定是一个集行政管理、素质培育、课程教学和实践能力等有系统、有规模、综合性的造就过程。要真正建立完善而高效的创新型人才培养新教育模式,就必须要整体的构建创新型人才培养体系。只有整体的构建创新型人才培养体系,才能够使得创新型人才培养取得事半功倍的成效。     

The impact of evolutionary and developmental metaphors on Purchasing and Supply Management: A critique

A widespread consensus has emerged in the Purchasing and Supply Management (PSM hereafter) field arguing that purchasing and supply activities may be allocated to the categories of ‘strategic’ and ‘non-strategic’. Whereas strategic activities are associated with higher inter-organisational status, non-strategic activities are regarded as generating low levels of status. Consequently, purchasing functions can obtain more intra-organisational status by focussing their efforts on strategic activities, and they should thus be encouraged to undergo this change, which may usefully be described as following an evolutionary or developmental path from a clerical to a strategic focus. The paper seeks to demonstrate the strength of the consensus surrounding these ideas by conducting a wide-ranging literature survey, challenges the validity of that consensus and empirically tests its influence on practitioner attitudes and behaviours. Abundant evidence is found to support the proposition that a consensus has emerged. The validity of this consensus is challenged in a variety of ways, particularly with reference to the distribution of large and small companies in the economy. The pilot study confirms that practitioners have absorbed the consensus view promulgated by academia. The undesirable effects of the bias against certain types of activity on functional and overall organisational effectiveness are considered, and recommendations are made for both practitioners and academics working in the subject area.