Managing talent: a critical appreciation
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| 245 | 1 | 0 | |a Managing talent |b a critical appreciation |c edited by Stephen Swailes |
| 250 | |a First edition | ||
| 264 | 1 | |a Bingley, UK |b Emerald Publishing |c 2020 | |
| 300 | |a 1 Online-Ressource (xvi, 165 Seiten) | ||
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| 490 | 0 | |a Talent management | |
| 505 | 8 | |a Intro -- Half Title Page -- Series Editors -- Title Page -- Copyright Page -- Contents -- List of Figures -- List of Tables -- Contributors to this Volume -- Foreword -- Introduction -- References -- Chapter 1: Arbitrariness, Individuality, and the Absence of Work Identity in Talent Management -- Talent Whereof One Cannot Speak, Thereof One Must Be Silent -- The Subjective Bias and the Dysfunctionality of Talent Management -- Individuality and the Absence of Work Identity in Talent Management -- Summary -- References | |
| 505 | 8 | |a Chapter 2: Social and Natural Constituents of Talent: A Critical Appreciation -- Introduction -- Background -- Talent as a Social Construction -- The Advent of Talent -- Social Constructions -- Does it Matter? -- Natural Talent -- The Bases of Natural Talent -- Moral Considerations -- Discussion -- Further Research -- Practical Implications -- References -- Chapter 3: Some Critical Reflections on the Relevance of Talent Management Research -- Introduction -- Does TM Research Matter Outside Academia? -- Disentangling the Academic-Practitioner Gap in TM -- Is TM research Lost in Translation? | |
| 505 | 8 | |a Is TM research Lost Before Translation? -- Closing Thoughts -- References -- Chapter 4: The Rhetoric, Politics and Reality of Talent Management: Insider Perspectives -- Introduction -- Background and Method -- Organisational Politics -- Empirical Findings -- The Working of TM -- Identifying Talent. -- Towards More Objective Assessment. -- Summary. -- Managerial Anxiety and its Impact on TM -- Discussion -- Conclusions -- Further Research -- Implications for Practice -- References -- Chapter 5: Leadership Derailment: A Neglected Field in Talent Management -- Introduction | |
| 505 | 8 | |a Leadership Derailment: 'Bad, Sad or Mad'? -- The Scale and Scope of Leadership Derailment -- Identification of Leadership Talent: A Flawed Process? -- Causes of Leadership Derailment -- Derailment Potential Behaviours -- The 'Accidental Manager' -- Overplayed Strengths: Too Much of a Good Thing? -- Gender Differences in Derailment Potential Behaviours -- The Dynamic Nature of Leadership Derailment -- Implications for Talent Management -- Future Research -- References -- Chapter 6: The Missing Link: The Role of Line Managers and Leadership in Implementing Talent Management -- Introduction | |
| 505 | 8 | |a Theoretical Framework -- The 'How' in TM: The Intended, Actual and Perceived Practices in the TM Process -- The Perceived Situation is What Matters: The Signalling Effect of TM Practices -- The Crucial Role of the Line Manager's Behaviour and Actions in the TM Process -- The Risk of a Gap Between Employees' and Line Managers' Perceptions of the Line Manager's Role in TM -- The Impact of Line Managers' Abilities, Motivation and Opportunities on Effective Tm Implementation -- Final Framework -- Method -- Population and Data Collection -- Measures -- Analyses -- Results -- Descriptive Statistics | |
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Datensatz im Suchindex
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| contents | Intro -- Half Title Page -- Series Editors -- Title Page -- Copyright Page -- Contents -- List of Figures -- List of Tables -- Contributors to this Volume -- Foreword -- Introduction -- References -- Chapter 1: Arbitrariness, Individuality, and the Absence of Work Identity in Talent Management -- Talent Whereof One Cannot Speak, Thereof One Must Be Silent -- The Subjective Bias and the Dysfunctionality of Talent Management -- Individuality and the Absence of Work Identity in Talent Management -- Summary -- References Chapter 2: Social and Natural Constituents of Talent: A Critical Appreciation -- Introduction -- Background -- Talent as a Social Construction -- The Advent of Talent -- Social Constructions -- Does it Matter? -- Natural Talent -- The Bases of Natural Talent -- Moral Considerations -- Discussion -- Further Research -- Practical Implications -- References -- Chapter 3: Some Critical Reflections on the Relevance of Talent Management Research -- Introduction -- Does TM Research Matter Outside Academia? -- Disentangling the Academic-Practitioner Gap in TM -- Is TM research Lost in Translation? Is TM research Lost Before Translation? -- Closing Thoughts -- References -- Chapter 4: The Rhetoric, Politics and Reality of Talent Management: Insider Perspectives -- Introduction -- Background and Method -- Organisational Politics -- Empirical Findings -- The Working of TM -- Identifying Talent. -- Towards More Objective Assessment. -- Summary. -- Managerial Anxiety and its Impact on TM -- Discussion -- Conclusions -- Further Research -- Implications for Practice -- References -- Chapter 5: Leadership Derailment: A Neglected Field in Talent Management -- Introduction Leadership Derailment: 'Bad, Sad or Mad'? -- The Scale and Scope of Leadership Derailment -- Identification of Leadership Talent: A Flawed Process? -- Causes of Leadership Derailment -- Derailment Potential Behaviours -- The 'Accidental Manager' -- Overplayed Strengths: Too Much of a Good Thing? -- Gender Differences in Derailment Potential Behaviours -- The Dynamic Nature of Leadership Derailment -- Implications for Talent Management -- Future Research -- References -- Chapter 6: The Missing Link: The Role of Line Managers and Leadership in Implementing Talent Management -- Introduction Theoretical Framework -- The 'How' in TM: The Intended, Actual and Perceived Practices in the TM Process -- The Perceived Situation is What Matters: The Signalling Effect of TM Practices -- The Crucial Role of the Line Manager's Behaviour and Actions in the TM Process -- The Risk of a Gap Between Employees' and Line Managers' Perceptions of the Line Manager's Role in TM -- The Impact of Line Managers' Abilities, Motivation and Opportunities on Effective Tm Implementation -- Final Framework -- Method -- Population and Data Collection -- Measures -- Analyses -- Results -- Descriptive Statistics |
| ctrlnum | (OCoLC)1220901180 (DE-599)BVBBV046984962 |
| doi_str_mv | 10.1108/9781839090936 |
| edition | First edition |
| format | Electronic eBook |
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| id | DE-604.BV046984962 |
| illustrated | Not Illustrated |
| indexdate | 2025-01-16T05:26:49Z |
| institution | BVB |
| isbn | 9781839090936 9781839090950 |
| language | English |
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| physical | 1 Online-Ressource (xvi, 165 Seiten) |
| psigel | ZDB-30-PQE ZDB-55-BME ZDB-1-EPB ZDB-55-BME20 ZDB-55-BME ZDB-55-BME20 ZDB-55-BME UER_Paketkauf_2020 ZDB-30-PQE FHD01_PQE_Kauf |
| publishDate | 2020 |
| publishDateSearch | 2020 |
| publishDateSort | 2020 |
| publisher | Emerald Publishing |
| record_format | marc |
| series2 | Talent management |
| spellingShingle | Managing talent a critical appreciation Intro -- Half Title Page -- Series Editors -- Title Page -- Copyright Page -- Contents -- List of Figures -- List of Tables -- Contributors to this Volume -- Foreword -- Introduction -- References -- Chapter 1: Arbitrariness, Individuality, and the Absence of Work Identity in Talent Management -- Talent Whereof One Cannot Speak, Thereof One Must Be Silent -- The Subjective Bias and the Dysfunctionality of Talent Management -- Individuality and the Absence of Work Identity in Talent Management -- Summary -- References Chapter 2: Social and Natural Constituents of Talent: A Critical Appreciation -- Introduction -- Background -- Talent as a Social Construction -- The Advent of Talent -- Social Constructions -- Does it Matter? -- Natural Talent -- The Bases of Natural Talent -- Moral Considerations -- Discussion -- Further Research -- Practical Implications -- References -- Chapter 3: Some Critical Reflections on the Relevance of Talent Management Research -- Introduction -- Does TM Research Matter Outside Academia? -- Disentangling the Academic-Practitioner Gap in TM -- Is TM research Lost in Translation? Is TM research Lost Before Translation? -- Closing Thoughts -- References -- Chapter 4: The Rhetoric, Politics and Reality of Talent Management: Insider Perspectives -- Introduction -- Background and Method -- Organisational Politics -- Empirical Findings -- The Working of TM -- Identifying Talent. -- Towards More Objective Assessment. -- Summary. -- Managerial Anxiety and its Impact on TM -- Discussion -- Conclusions -- Further Research -- Implications for Practice -- References -- Chapter 5: Leadership Derailment: A Neglected Field in Talent Management -- Introduction Leadership Derailment: 'Bad, Sad or Mad'? -- The Scale and Scope of Leadership Derailment -- Identification of Leadership Talent: A Flawed Process? -- Causes of Leadership Derailment -- Derailment Potential Behaviours -- The 'Accidental Manager' -- Overplayed Strengths: Too Much of a Good Thing? -- Gender Differences in Derailment Potential Behaviours -- The Dynamic Nature of Leadership Derailment -- Implications for Talent Management -- Future Research -- References -- Chapter 6: The Missing Link: The Role of Line Managers and Leadership in Implementing Talent Management -- Introduction Theoretical Framework -- The 'How' in TM: The Intended, Actual and Perceived Practices in the TM Process -- The Perceived Situation is What Matters: The Signalling Effect of TM Practices -- The Crucial Role of the Line Manager's Behaviour and Actions in the TM Process -- The Risk of a Gap Between Employees' and Line Managers' Perceptions of the Line Manager's Role in TM -- The Impact of Line Managers' Abilities, Motivation and Opportunities on Effective Tm Implementation -- Final Framework -- Method -- Population and Data Collection -- Measures -- Analyses -- Results -- Descriptive Statistics |
| title | Managing talent a critical appreciation |
| title_auth | Managing talent a critical appreciation |
| title_exact_search | Managing talent a critical appreciation |
| title_full | Managing talent a critical appreciation edited by Stephen Swailes |
| title_fullStr | Managing talent a critical appreciation edited by Stephen Swailes |
| title_full_unstemmed | Managing talent a critical appreciation edited by Stephen Swailes |
| title_short | Managing talent |
| title_sort | managing talent a critical appreciation |
| title_sub | a critical appreciation |
| url | https://doi.org/10.1108/9781839090936 |
| work_keys_str_mv | AT swailesstephen managingtalentacriticalappreciation |