Note: “( g.)” relates to Figures and “(t)” relates to Tables.
abilities, natural 88 ability tests 541 Ability, Motivation, and Opportunity (AMO) framework 75–6422431–6 Academy Awards nominations as metric of performance 57 Accenture 311
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advancement, drive for 100 advantage, cumulative 53 Aligning Business Strategy and Talent Development 348 (t) Amazon 549552 America, United States of 71123–433–54449205270284323–4400–5522–4541 US Army 101 US Department of Justice’s Community-Oriented Policing Services 540 US Federal Bureau of Investigation (FBI) 544 US Government Accountability O ce 494 US medical rms 497 US-owned MNCs operating in China 445 American Accounting Association’s Committee on Human Resource Accounting 382 ANOVA 4968 Anytime Feedback program 549 Apple 239498 applicant tracking systems (ATS) 538–9551 Arab Gulf States 441 Argentina-based companies 448 Asia 405–7 assessment-center method 273 AT&T Management Progress Study 96273 ATS (applicant tracking systems) 538–9551 Australia 7400 Autotrader 547 baby boomers 239 Baker, Darren T. 19527 Balanced Scorecards and HR metrics 378 Bangalore 406 Bangladesh 400–6 Becker, Brian 5134299–305383 behavior behavioral dimensions, speci c 104 behavioral exibility 99 behavioral skills 100 citizenship, increased by positive emotions 71 counterproductive 6758–9260 discriminatory 531 inclusive 530 proactive 67 work, counterproductive 71 work, e ective 162 Bernoulli distribution of job performance 50 Best Actor Award 57 bias awareness training 531 Bidwell, Matthew 6–91533117125128249254–7281–94303–4 big data analytics 277375387–9551 Big Five for talent identi cation 80 Big Five personality traits 7380539 Björkman, Ingmar 18461–73 Black Swan (book by Nassim Taleb) 43
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Blink (book by Malcolm Gladwell) 274 Blueprint of Leadership Potential, the 11103 ( g.) p. 558 Bock, Laszlo 60 Boeck, Giverny De 13157169–90237242307310525 Bonet, Rocio 6–914249–63328 Borman, Walter C. 11476787–107 Boselie, Paul 41777176420–36482–3 bossdom, entrenched 445 Boudreau, John W. 4–61827–83672115170195249261300304–5311362363 (t)365386388494–514552 BPO/ITES sector 449 brain circulation and knowledge ows 407 brain drain 443446 brain gain 454 brand equity 235 Brazil 440443–4454 BRIC (Brazil, Russia, India, and China) countries 444 Brin, Sergey 44 Briscoe, Forrest 6281284–5471 (t) British Household Panel Survey 513 broken leg cues 270 Brooks, Margaret E. 1479256268–77329–30 Brownian motion within the labor market 284 business strategy and HR, conceptual links between 27 Business Week (magazine) 256 Caesar, Julius 50 California Psychological Inventory 91 Call typology 367 Call, Matthew L. 826525460322361–72 Canada 400404 candidates, best procedures for assessing 269 capacity risk 193 Capco 549 Cappelli model of talent acquisition 262 Cappelli, Peter 3–1023–36115118129134193–420120523624955425425621262281285291293299305– 6318322334347–8361399461480–2522537–8 career dimensions 1276103 ( g.)104 career drive 97 (t)100 career ladder 283–5 career progress, cycle of 187 career satisfaction, e ect of talent designation on 180 career support 159171 (t)178260310 career-enhancing development practices 529–30 careers, boundaryless 115513 CareerXroads 249 Cascio, Wayne F. 3–1929115234249261302305311375–7380–3388399412464482494–514532539552–3 CAT (Computer Adaptive Testing) 356542–3 Center for Executive Succession (CES) 329 Central and Eastern European countries 441 CEO dismissal 322–3
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CEO succession Japanese 324 new tenure can result in numerous changes 326 performance outcomes linked to 326 planning 318–19 predictors of 323 process 327–9333 questions regarding e ectiveness and best practices 333 Chambers 482521–2 change management, embracing 100 change, drive for 100 changing-subjects model 72 changing-tasks model 72 Chartered Institute of Personnel and Development (CIPD) 233236483 chief human resource o cers (CHROs) 329 China 34400405–6410440444–5449–53464472 civil rights 521–3 cloud-based social technology 501 Cochran, Thomas 28–9 cognitive ability 7498 cognitive and behavioral habits 119 cognitive complexity 98 cognitive processes 6974 cognitive skills 96 Cohen, Lisa 284 collaborating with teammates 154 p. 559 Collings, David G. 3–1924–73466757780–1134142–3169–70187189194–205237–44299–312319347– 8363 (t)364372399401405414420426428433440455461464–5471 (t)479482487513522525 Common Components across Current Models and Surveys of High Potential Indicators 97 (t) Communist Party 406 competitive advantage 140–1145169193 complimentary resource bundles 137 computational modeling 276 computer-adaptive testing See CAT conceptual framework 401–10 conceptual thinking 98 Conference Board 30–4361 Confucian values 408 connections, key network 162 consumer demands 31 contests, crowdsource-based 511 Contradicting Theories of Information Flow and Performance 219 ( g.) Cooke, Fang Lee 17194399401407440–57468 core employees 258362 corporate capacity in talent management 453 corporate hiring process 253 Corporate Leadership Council 96348 corporate mindset 449 corporate social responsibility 443
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corporate strategy and leadership 409 corporate talent-acquisition process 254 Council for Foreign Relations 404 counterproductive work behavior (CWB) 6758–9260 Cragun, Ormonde R. 1215134–46221318–34 critical roles, concept of 362 crowdsourced work 501506 C-Suite jobs 321 cultural t, values, and behavioral norms 102 culture internalized, and cognitive habits can improve performance 119 national 407 preferred technologies di er depending on 205 Cummings and Haas 201 customer loyalty 216 Darden Restaurants Inc. 544 data dictionaries 388 data limitations 390 data sources and analytic methods, emergence of new 381 data visualization 389 data-system barriers 390 Day, David V. 16271274331343–58428523 decision science 388 De nitions of Talent and Related Concepts 363 (t) Deloitte 311445–6546549 demographics and mobility 405–6 Denmark 403 Depression, Great 29–30 development opportunities 105 diaspora and returnees 406–7 diaspora e ect 406409 diaspora mobility 400 diasporic networks 406 Diathesis Stress Model 91 Di erent Reference Points for Determinism versus Error-As-Inevitable 276 ( g.) Di erentiated Workforce model 241 discriminatory behaviors 531 distributive justice 176180308 diversity management 521–56 diversity management, paradigms and approaches overtime 523–4 Doing Business Index (World Bank) 404 Dokko, Gina 123378115–29263287292304346 Dries, Nicky 7132475–81157169–95198205236242–5307–11344349427429434468470471 (t)482– 3522525530 Eastern Europe 407 economic concepts of e ciency 384 economic globalization 440 Economist (magazine) 399–400406 p. 560 educational institutions 403–4
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educational leadership 409 Edwards, Martin R. 14119233–46332480–1488508 (t) e ciency, economic concepts of 384 e cient performance 119 e ort expenditure and performance on the task, link between 80 Ehrnrooth, Mats 461–73 80-20 Rule 53 Einstein, Albert 538 eLance.com 552 e-Lancing 494552 e-Learning 545–6 e-mail holidays 222 emerging economies, talent management in 440–60 emerging markets 440 emotional stability 96 emotions, positive, increase organizational citizenship behavior 71 employees ability, motivation, and opportunity of 134 See also Ability, Motivation, and Opportunity (AMO) framework advantaged 532 and “talent” 235–7 and talent management 233–48 assessment 79–80 asymmetric e ects of hiring and losing 116 attitudes toward their work or job 175 awareness and interpretation of talent status 181–3186 boomerang 128 borrowing 497–8501–2 Chinese 446463 classi cation of 301 core 16258260364372 elite See stars employer branding 234–5 external hiring, bene ts of 290 fear of failing to meet expectations a major source of stress 178 highly quali ed 482484 HiPo 34 how human capital, social capital, identity and cognition relate to performance 129 ideal 529 identi cation for a HiPo development program 530 identifying and developing 87 internal sta ng, bene ts of 286 mislabeling 370 motivating 79–81 negative relationship between o cial talent status and work engagement 175 nonstandard 18 pressure to conform to standards and ideals of the employing organization 182 preventing negative reactions among those not considered talent 181 privileged 531
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public-sector, dissatis ed with their organization’s talent-management program 176 quality 156 reactions to talent designations 169–92 reactions to talent-management practices among 170 retention 203 satisfaction, importance of 203 segments 242 skilled 198 star See stars stress of living up to expectations and fear of failure 182 suggestion systems 139 talented 16119127170176–7179–81182–5189236307364442445 trained 201 white-collar 25 employer obligations, perceived 186190 employer-branding segmentation and di erentiation of the workforce employment experience 237–40 employment lifecycle 500 employment security 115 employment, post-WWII models of 24–5 energy 96100 entrenched bossdom 445 environments, simple-task 138 Equal Employment Opportunity and Uniform Guidelines for Selection Procedures 391 equity theory 170–80 p. 561 e-Recruitment 538–40 Ericsson, Anders 53 Ernst and Young 443–4 e-Selection arena 541 ethnic minorities 528 European Commission 479 European Union laws 525 Example Talent Pools with Performance Expectations 349 (t) executive assessment as art, not a science 270–2 executive search rms 255 expertise, technical 199 external hiring 291 external labor markets 284 external sourcing, integrated theories of 290 external status, concept of 367 external training 139 Facebook 539 face-to-face (FtF) and technology-based training 202 face-to-face (FtF) teams 199 factor markets, role of 136–7 false self, developing 182 family history 269 Festing, Marion 18307478–89528534 Fifth Pillar (High Education and Training) 405 nancial crisis (of 2008) 440
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nancial incentives 80 nancial markets, in uence of 31 Financial Times 261 Fink, Alexis A. 16375–91 rms boundaries 123 rm-speci c skills 287 performance 120 survival 120 footballers, professional, WPVP of 71 Fortune (magazine) 256–7 fostering talent analytics within organizations 376 Fourth Pillar (Health and Primary Education) 405 France 405 freelance platforms and crowdsourced work 501–7511–13 freelancing and crowdsourced work 506–7 ecosystem 495 free agents 494 freeLancer.com 552 platforms 501–7 Frequency of Articles Addressing Combinations of Nonstandard Work and Talent Lifecycle Elements 503 (t) Fruytier, Ben 477420424428482–3 FtF technology See face-to-face Fullerton Longitudinal Study 93 functional integration 139 Gallardo-Gallardo, Eva 3–824–777–9189244300305310420426–7434482522530 Gaussian distribution of job performance 4757 gender 102528531 gendered metaphors used in everyday organizational discourse 531 gender-speci c preferences 528 stereotypes 528 General Electric (GE) 4293133285301346469539549 general mental ability (GMA) 51270 generation X/Y 239 generational divide, global 407414 genetic factors related to leadership potential 537890 geographical mobility and individual-di erence variables 102 Germany 400–5487 Get Rid of the Performance Review! (book by Samuel Culbert and Lawrence Rout) 549 Gladwell, Malcolm 53274301 Global Competitiveness Index (GCI) of the WEF 403 global generational divide 407414 global integration versus local responsiveness 463–6 global labor markets 407 global performance management (GPM) systems 528 p. 562 Global Talent Competitiveness (GTCI) 403–5428 Global Talent Index 405 global talent management (GTM) 401
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globalization economic 440 impact on strategies of organizations 204 GMA 52–3271274 goal assignments, speci c 80 Goldman Sachs 311 Golem e ect 184 good-employer model 433–5 Google 60498 governmental policies, programs, and activities to attract talent 400–3 graphology 255 great-person theory 50–1 Grote, Dick 301 GTCI and the Global Talent Index 412 GTM as an interdisciplinary eld 401 GTM in multinational corporations (MNCs), framework of 401 guanxi 444 Gulf Cooperation Council (GCC) 447 guru.com 552 halo e ect and horn e ect 527 Hamori, Monika 691433249–63304327–8 hangover e ect 72 Har iger, Stefan 8 Harsch, Katharina 18478–89 Harvard model 434 Hausknecht, John P. 1016120322331361–73484 Haveman, Heather 284 headhunters 257 Heidrick and Struggles (company) 399405 hierarchies, social, and professional communities 157 high performers 308362 high potentials (HiPos) 88243362462466469522530 Highhouse, Scott 1479235268–77330383 Highly Skilled Migrant Program 404 honeymoon e ect 72 horn e ect 527 HRsmart/Deltek 548 Huawei 408 human capital 116–28 accumulation 139 barriers to easy transfer of 118 di erences between generic and rm-speci c 304 investments in 300 loss of 120–2 needs 32 pipelines and ows 144 portable 123 resource complementarities 134–49 social capital, and identity and cognition, interactions between 128
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speci c 118 theory (HCT) 135412 human resources (HR) accounting 382 activity 234 and business strategy, conceptual links between 27 architecture 240300 Architecture model 238 decision making 300383 lifecycle 502 Management Review 7 metrics 375–95 optimal HR architecture for management of all employees 299 policies 299–301 practices 299306309 role of the HR function 466–8 Scorecards 375 sophistication 388 systems 59240300 value chain 421 human resources management (HRM) and institutional theory 434 and talent management in SMEs, research on 480–1 and talent management networks 18 architectural theory of 25 context sensitivity, relevance of 435 di erentiation and talent-management principles 431 p. 563 di erentiation of HRM policies and practices 433 distinction between talent management and HRM 442 distinctive HRM challenges 481 e ectiveness of alternative HRM practices 262 formalized HRM practices and talent retention 450 function as an organizational actor 467 general HRM practices across countries within MNCs 464 global HRM information system 469 HRM-performance linkages 455 in the emerging-economies context 442 in the public sector 420–6429433435–6 integration of the AMO theory in 434 international HRM research 463 notion that talent management a part of HRM 25 outside hiring, as dominant issue in HRM 23 scholars 432 talent-management strategy as part of strategic HRM 449 human resources metrics and talent analytics 375–90 and talent analytics work together 387–8 balanced Scorecards 378–80 benchmarking 377–8
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current practical and theoretical approaches 376–83 e ectiveness 385 e ciency 384 evolving decision science 388–9 fostering talent analytics 388–90 impact 386 research-based approaches 380–3 talent analytics 386–8 types of metrics 383–6 Huselid, Mark 5134299–305383 IBM, developed partnership with Apple 498 I-Deals 60 identity cognition 122–5 issues 116 multiple independent identities can be held at same time 123 pressure to conform to standards and ideals of the employing organization 182 struggles 170182 transitions 124 IfM Bonn 479 IKEA 408 Illustrative Example of Potential Outcomes of Talent Management at Di erent Levels 471 (t) ILM model 424432–3 ILO 483 IMD World Talent Report 405 immigration policies 404 Indeed.com 538 India 34400405–6440–5449–54485 individual di erences, psychological research on 344 individual performance at work 266674–5117 three-level model of 74–5 individuals build mental models about way work should be done and what constitutes good performance 122 developing, core part of talent management 100 identify with multiple targets at once 123 identities include aspects of self-de nition, beliefs and values, and behaviors 122 in the talent pool 195 internalize organization’s norms, values, and cognitive conventions 119 move up into higher-level jobs along well-structured job ladders 282 performance generated by human and social capital 117 Indonesia 400440450 industry dynamism 327 infantilization 526 information asymmetries 289 information ow, optimizing 224 information overload 215–29 INSEAD/Human Capital 404 insightfulness 98
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p. 564 Institute of International Education 404 institutional theory 434 institutions, educational 403–4 Integrated Model of Public Administration and Public Management Insights and HRM Theory 422 ( g.) intelligence and personality 7898 interdisciplinary work groups 139 internal and external labor markets, talent ows in 282 internal labor market (ILM) model 423 internal models of career ladders and vacancy chains 284 internal training 139 internalization of organizational practices, notion of 464 internalized culture and cognitive habits can improve performance 119 International Journal of Human Resource Management 7485 International Labor Organization 404 International Monetary Fund 427 Internet-based social-networking sites such as LinkedIn 35 Internet-browsing patterns 539 interpersonal skills 96 Interpublic Group of Companies, Inc. 548 interviews, myth of interview as pivotal 274–5 interviews, psychological 268 interviews, structured and semistructured 269527 intra- rm networks, importance on performance of any single individual 26 IQ tests 51183 IQ, heritability estimates of 91 IRT-based scoring rubrics 543 Isaksson and Bellagh 512 IT hub, Indian 406 IT outsourcing 449 item-response theory-based (IRT) scoring 542 Japan 323–4405444 Jiang, Winnie 1259115–29141143147304323346448 job advertisements 252 job boards 252–3 job demands 183 Job Demands-Resources (JD-R) model 71183 job descriptions 285 Job Diagnostic Survey of Hackman and Oldham 513 job insecurity 183 job ladder 115282–3 job mobility, consequences of 117 job performance and cognitive ability tests 272 job performance in context 117272 job rotations, planned 139 job satisfaction 180512 job security 249513 job seekers 252–3 jobs, strategic 27–833 JobVite 539
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Jordan, Michael 44 Journal of World Business 7 judgment 98 Julius Caesar 50 justice, distributive 176180308 justice, procedural 176180 Kehoe, Rebecca R. 8125054153–66301303332349361363 (t)366–72 Kelan, Elisabeth K. 19521–32 Keller, J. R. 3–1023–36134235–6249258–9285288–90299306319347–8399482522537 Kenexa/IBM 548 Key Principles Guiding Talent-Development Practice 352 (t) Khilji, Shaista E. 399–415428442446464 knowledge access bene ts 156 knowledge ows 407409–10 knowledge gap 170 knowledge sharing 412 knowledge spillovers 162409412 knowledge transfer 120 knowledge, career track speci c 102 knowledge, skill, ability, and other characteristics See KSAOs KONE 462–72 Korea 446 p. 565 Kroc, Ray 44 Krogh, Georg von 8 Kroska, Sydney 81143–61301303 KSAOs characteristics 135–7325 collective human capital resources emerge from 137 composition 137–41325327331 KSAs 4554–5 Labor Market Intermediaries 251 ( g.) labor markets balancing internal and external 286–92 global 407 managing talent ows through internal and external 281–98 mitigating the costs of internal 290–1 mobility in external 283–4 mobility in internal 282–3 understanding processes in internal and external 282–6 Lamastra, Cristina 8 Latitude and e-Lancing 552 leaders critical role of 195 ideal leader 529 identi cation of common characteristics 8796105 leadership behavior 91–6 capabilities 100 complexity of 104–6
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early adult predictors of later 94 educational 409 e ectiveness 87104–5 emergence strongly in uenced by the situational context 96 environment 95 inclusive-leadership training 530–1 Institute of Singapore/Adecco 405 potential 11537887–114 propensity to lead 100 skills 94100–1 learner control 546–7 learning agility 99 learning and knowledge sharing 409 Levels of Succession 320 (t) linear on-the- y testing (LOFT) 542–4 LinkedIn 35253–4285494539 losing people, silver lining in 127–8 machine learning 389 Mäkelä, Kristiina 18461–72 Malaysia 403440445450 management assessment, myths about 269–75 Management Progress Study, AT&T 96273 management purpose of talent 143 straight talk about selecting for 268–80 managers, status-aware 178 managing talent across organizations 115–33 managing, and empowering people 100 MANPLAN 31 Manpower Commission 29 Manpower Planning for High Talent Personnel 31 market deregulation 31 market position 118 Marriott International 543 masculine preferences 528 Matthew E ect, the 53 Maynard, Travis 13193–208 McKinsey & Company 124223302399482522 meaning of talent 236 Mechanical Turk (mturk.com) 552 Mellahi, Kamel 3–1925273466757780–1134142144169–70187189193–5198–205238–41250300–7312347– 8363 (t)364372399433455461471 (t)482487522 mental exibility 99 mentoring of team members 154 meritocracy in organizations, myth of 531–2 meritocracy, myth of 524–7 Meyers, Maria Christina 1375–8157169–90237242301307310344349482525 Microsoft 311 microworkers.com 552
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military cadets 94 military training simulations 545 p. 566 millennials/generation Y 239 Minbashian, Amirali 1166–82346 Minnesota Twins Studies 90 mismatch between employees’ perceived talent status and organization-assigned talent status 178 Miyamoto, Shigeru 44 MNCs 441444 outcomes of talent management in 468–71 mobile talent 116–20128 mobility demographics 405–6 opportunities 261 Monster.com 285538 Monte Carlo studies 57 MOOCs (massively open online courses) 546 Morris, Shad 813153158215–25271302363 (t)366–7465468 motivation variables 69100 Motorola India MDB 449 MTM (macro talent management) conceptual framework of 401 functions and processes 408–10 future research suggestions for 410–12 importance of 406 macro environment 401–8 macro implications and country e ects of 407 model 411 outcomes 410 multinational corporations, talent management in 461–77 Multisource Assessment 353 ( g.) narcissism 371 Narin and Breitzman 44 National Association of Professional Employer Associations 496 National Basketball Association 118 national culture 407–8 natural abilities 88 nature–nurture debates 50344 navigating ambiguity 98 negative spillover e ects 260 Nerkar and Paruchuri 157 networks a liatory nature of 215 diasporic 406 di erence between random and a liatory 218 intra- rm, importance on performance of any single individual 26 key connections 162 structure and load 219 neuroimaging 276 new public management (NPM) 421
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NGOs 403–5409 niche picking 91 Nigeria 405485 Nobel Laureates 53 Non-monotonic Versus Monotonic Interactions of Leadership Style and Task Structure 271 ( g.) nonstandard workers, de nition and types of 496–7 North Atlantic Treaty Organization 427 NPM 424432435 Nyberg, Anthony J. 81526525460134144301318–34361363 (t)365371 O’Boyle, Ernest H. 81143–61159301303363 (t)369–70 O’Connor, Patricia M. G. 343–58 O’Shea, Patrick Gavan 19537–53 OAR 274 oDesk.com 552 OECD 399404478–80 o boarding processes 128 O ce of Secret Services (OSS) assessment program 273 o -shoring, global destination of 406 Oldroyd, James 813153158215–24363 (t)366–7 onboarding 125–7 online gaming applications 540 online job boards 252 online marketplaces 552 online simulations 541 online testing 541 on-the-job training 223291 openness to feedback 99 p. 567 Oracle 548 Organization for Economic Cooperation and Development (OECD) 399404478–80 organization, commitment to the 100 organization, e ects of information overload for the 220 organizational boundaries 120 citizenship behavior (OCB) 67260204 equilibrium, March and Simon’s classic theory of 364–5 identity, concept of 234 in uence 217 Man model of the 1950s 30–2 model of talent management 30–1 performance and HR practices, causal link between 383 practices, internalization of, notion of 464 structure 118 talent 170 organizations contextual factors in 105 cultural t or organizational t as emerging issue 102 dominant models that describe mobility within 282 focus individuals who t the company’s values and norms 102 impact of political skill in 200
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managing talent across 115–33 myth of meritocracy in 532 pivotal roles within 195 why they choose nonstandard workers 497–8 organizing/planning skills 96 Orkut, Facebook, and LinkedIn 454 OstWestfalenLippe Marketing GmbH 487 Outliers (book by Malcolm Gladwell) 53 outsourcing 502506 over privilege 531 overinvestment 323 overlaying the concept of pivotal roles 197 oversupply of workers 194 Overview of Discussion Points and Questions for Talent Management in Public Sector Contexts 430 (t) Overview of Empirical Studies Investigating Employee Reactions to Talent Identi cation 171 (t) ownership variations in talent management 453 Oxford Economics 399403 Page, Larry 44 Pakistan 400–6 paper-and-pencil versus computer-administered assessments 541 paradox theory 434 Pareto or power distribution 303 paternalism 445 Pathways from Genes to Leadership model 91 pay dispersion and pay secrecy 187 PD@GE 549 Pennsylvania, University of, School of Education 546 pensions 115 PepsiCo 99 performance Academy Awards nominations as metric of 57 a ective states may in uence 71 e cient 119 feedback 80 in context 117 individual, portability of 115–33128–9 individual, three-level model of 74–5 management processes, microinequalities in 528 outcomes linked to CEO succession 326 reviews, annual 80 record 101–2 superior individual, often moderated by the job occupied 26 task characteristics can in uence 71 within-person variability in 66–86 performance-management system 243 performance-related pay 139 personal growth 99 personality tests 527541 personality traits, Big Five 7380539
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personality variables and interpersonal skills 98–9 p. 568 personalizing talent development 356 personnel psychology 25 Pfe er, Je rey 118242288301–3310321370–1496 phenomenon commonly called “a lift out” 119 Philippines 440450 Philips (company) 120124498 pivotal positions 199 pivotal roles 195 Ployhart, Robert E. 12134–46322330–1542 podcasts 545–6 Population Reference Bureau 405 portability of individual performance 115–33128–9 Portability of Performance at Organizational Entry and Exit 126 (t) post-WWII models of employment 24–5 potential as inherent individual capability, concept of 90 de ning 88–9 for leadership 87–114 high, de nitions of 88 identi cation of 89 in organizations 89–90 prediction of 90–8 prediction of, childhood and adolescent studies 92–3 prediction of, early adult and early career studies 93–6 prediction of, genetic studies 90–1 prediction of, midcareer studies from practice 96–7 Power Law Overlaying a Normal Distribution 46 ( g.) prediction of potential 90–8 procedural justice 308 productivity risk 194 professional communities and social hierarchies 157 professional footballers, WPVP of 71 promotion “tournaments” 283 promotion ladders 289–90 PSM 422–5433–4 psychoanalysis 182 Psychological Bulletin 47 psychological contract breech and violation 308 psychological contract theory 170178181184–5 psychological interviews 268 psychological research on individual di erences 344 psychological resources 141 psychological tests 268–9 psychological, social, and economic ties, erosion of 115 psychology, childhood and adolescent 92 psychometric testing 527 public sector 176420–39 characteristics and developments 422–6
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de ning talent management in the 426–9 motives to work in the 424–6 organizations, characteristics of 423–4 Puente, Kerrin E. 19537–53 quality circles 139 RBT 141 recruitment versus training 142 Re ektive 549 relationships cooperative 127 triangular 250 relevant social capital, concept of 366 Remote Proctor NOW (RPNow) 542 Representative Theories or Research Frameworks Applied to Independent Contractors, Outsourcers, and Temporary-Help Agencies 508 (t) research agendas 451–6 Research Frameworks Applied to Freelance Platforms and Crowdsourcing 510 (t) Research Questions—Acquiring Talent 545 (t) Research Questions—Developing Talent 548 (t) Research Questions—Evaluating Talent 550 (t) Research Questions—Identifying Talent 540 (t) research focus on practices that impact human capital 304 into star performers 56–60 p. 569 linking social capital to performance 217 linking stars, social capital, and information overload 216 on CEO succession 291 on HR accounting 382 on self-ful lling prophecies or Pygmalion e ects 183 on social media sites is in its infancy 253 on strategic HR management (SHRM) 383 sought to understand better how to develop a VT talent pool 207 resource complementarities 141–5 resource-allocation processes 69 resource-based theory 511 resource-based theory (RBT) 135511 resource-based view (RBV) 52549169238241302304310412 responsibility, delegation of 139 return-on-development investments (RODI) 354 reward systems 204 rewards, individual-level 139 Rich-Media Simulations 540–1 risks, associated with e ciency 384 risks, courage to take 100 risks, productivity 194 role ambiguity 183 role-composition model of team performance 27 role-play simulations 268 Rosen’s development of superstar theory 44
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Rosikiewicz, Blythe L. 12153–66332349 Russia 408440–5 Sanchez, Diana 193–208 scapegoating 322–3 Schäfer, Lynn 18478–89 Schepker, Donald J. “DJ” 15318–34 Schuler, Randall S. 4617193–205399–415428463–4469471 (t)482487522 Scullion, Hugh 41824195–7205361401409–14426441444447451–6461467478–89 search consultants 255 search rms 262 Sears Holding Corporation (SHC) 273550 selection and training practices, e ective 145 self-acceptance 94 self-e cacy 7094 self-esteem 94 self-ful lling prophecies 183242 self-monitoring 94 self-regulatory resources 81 Semmelweis re ex 52 Seventh Pillar (Labor Market E ciency) 405 SHRM research, potential of 311 SHRM’s Competency Model 547 Siemens partnership with Walt Disney Corporation 498 signaling theory 170179–80183307 Silicon Valley 60487 SilkRoad 548 Silzer, Rob F. 1175–6808287–107169181271347–8357 Simon, Herbert 219 Simonton’s nature–nurture model 344–5 simple-task environments 138 Simulated Normal Distribution Truncated at +1 Standard Deviation and an Observed Star Distribution of Academics 48 ( g.) Simulated Star Connections 218 ( g.) Singapore 34–5403450 situational judgment tests (SJTs) 541 situational triggers 73 SJT 542–3 skills acquisition 72 interpersonal 96 technical/functional 102 Skillsoft 249 Skype 547 Smale, Adam 18173 (t)177–8181187461–72 smartphone-based assessment 541 SMEs challenges for talent management in 484–5 crucial economic role of 479 human resource management in 480–1
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importance of talent management in 483 opportunities for talent management in 485–7 relevance and particularities 479–80 social and professional networking websites 253–61 p. 570 social capital 116120–2126128224 and star employees, link between 215 can prove detrimental to star employees 224 enables stars to leverage their structural position 217 identity and cognition not typically what organizations consider when hiring talent 122 information side e ects of 217–20 role in the portability of performance 121 social capital at organizational exit 121–2 social connections 116 social exchange theory 170179183189 social hierarchies and professional communities 157 social media sites may present advantages in talent-sourcing process 253 social media websites 253–61 social or human capital, portable 123 Social Recruitment 539 social technology, cloud-based 501 social-exchange theory (SET) 309 socialization practices, or “onboarding” 125–6 Society for Human Resource Management (SHRM) 377539547 socioeconomic inequality 532 software development and technology 60 South Africa 440443 South Asia 412406 South Carolina, University of 329 South Korea 403 SOX 324–5 Space Invaders (book by Nirwal Puwar) 526 Spain 405 sponsorship for team members 154 Square Root Transformed Sales Estimates for the Average Performer and High Performer 68 ( g.) sta ng agencies 262 stage-based model of performance 73 stars and information overload 215–31 and knowledge-sharing bene ts 157 and negative behaviors 58–9 and social capital 216–17 as boundary spanners 155–7 assigning as mentors 223 bene ts of social capital for 216–17 best ways to compensate 59–60 central network positions enable them to in uence norms and practices within teams 157 concept of 362 dark stars 58 decision-making latitude of 223
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decreasing stars’ information load 221–2 deteriorating performance of 220 di erences in in uences of 158–9 direct threats to uniqueness posed by redundant resources 161 distribution of 45–50 e ects of information overload on 218–20 e ects of the team context on 154 e ects on teams and colleagues 154–9 environmental factors a ecting 53–6 exceptional individual productivity of 162 feeling of being “entitled” to special treatment 181 focusing on star skill sets 162 have exponentially higher levels of social capital 220 how are they di erent? 366–7 how information overload creates signi cant challenges for star employees 215–24 how rare is exceptional performance? 369–70 increase in information ow as by-product of stardom 218 increasing stars’ information processing and sharing capabilities 222–4 in uence on knowledge transfer 158 in uence on team norms and practices 157 in uences on colleagues’ careers 158 internal attributes of 51–3 interpersonal in uences in teams 154157–9 lifespan of 372 likely drivers of star turnover 368–9 likely to be central in organizational networks 217 likely to become bottlenecks in the organization 220 p. 571 likely to have exponentially higher levels of social capital than peers 215–17 literature 163 low cooperation of 371 managing stars’ social capital 220–4 maximizing bene ts and minimizing costs of star’s presence in a team 164 may bene t capabilities and performance of colleagues 162 may not perceive workforce-di erentiation practices in same way as non-stars 311 mobility between organizations, consequences of 165 modeling work behaviors of 157 more visible within the rm 215 multiple, dynamics associated with 165 multiple, may engage in disruptive status competitions 161 narcissism of 371 occupying boundary spanning and gatekeeping roles 156 over-dependence on 165 potential negative e ects and characteristics of 154371 production 55 prototypical star industries 60 recruiting 116162 research agenda into 56–60 sensitive to psychological contract ful llment 178 star performers 43–65116156162
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stars that shimmer and stars that shine 215–24 status spillover 155 surrounding with required support resources 162 team in uences on 165 what frameworks help us understand star performers? 366–70 what is a star? 43–550–6 status quo, in uencing, inspiring, challenging 100 status spillover e ect 155 status-aware managers 178 stereotypes 528 straight talk about selecting for upper management 268–80 strategic ambiguity 185 strategic complementarities, de nition of 135–6 Strategic Core Theory 159 strategic HR functions 234 strategic jobs 27–833 strategic reasoning 98 strategic shift 322–3 strategic talent management 6675238245250440 strategic thinking 98 stress and fear of failing to meet expectations 178 resistance to 96 Sturman, Michael C. 16666772284375–91 subject-based talent-segmented employment experience 243 SuccessFactors 548 succession planning (CEOs) 318–42 Suggested Research Questions, Levels of Analysis, and Research Designs 188 (t) Sumelius, Jennie 18461–72 Summary of Implementation, Internalization, and Integration Issues in the Context of Talent Management in MNCs 465 (t) supervisor support 186 supervisor talent status, perceived 186 suzhi 444 Sweden 403 Sweetland 413 Swift, Taylor 45 Switzerland 403 tactical problem solving 98 Taiwan 403450 Taleb, Nassim 43 talent acquiring 249–67541–5 and diversity management 521–36 and teams 153–68 and turnover 361–74 are talented employees more likely to quit? 364–6 attraction 484 attraction and development at the macro level 446–7
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p. 572 battle for 428 conceptualization of 77–9 cross-border ow of 400 deal, the 181189 de nition of 77426–8 departure 127 development 343–58545–8 diverse social groups of 453 e ects of state-led programs 454 equality versus di erentiation 431 evaluating 548–51 governmental policies, programs, and activities to attract 400–3 heightened expectations of 178 how it is de ned and measured 362–4 identifying 538–41 increasingly mobile 115 integrating 521–56 intermediaries 249–67 label 183 lifecycle 144498–506 Lifecycle and Objectives 499 ( g.) losing 125 losses, counterbalancing 129 machine 469 managing across organizations 115–33 mobile 116–23128409–10 obligations, perceptions of 177 on demand 262 or not 169–92 poaching 116 pools 89306348 preventing negative reactions among employees not considered talent 181 programs, e ects of state-led 454 recruitment and selection 527–9 retention 484–5 segmentation on 240–4 shortages 443–4 sought by employers and talent shortages 443–4 status and work engagement 175 talent analytics 375–95 what are the drawbacks of trying to retain top talent? 370–1 what talent desire 443 talent analytics 375–95 and HR metrics, bridge between 383 de ning 375 functions as a decision science 387 HR metrics and 375–95 talent and diversity management 521–36 talent designation 169–92182–7309–10
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potential costs of 178–9 talent development 343357 talent ows, managing through internal and external labor markets 281–98 talent intermediaries 249–67 and careers 263 in talent acquisition 249–63 online job boards and social media sites 252–61 talent management agenda for research in public sectors 433–5 and changing technology 537–56 and employer branding 233–48 as important aspect of organizational success 193 challenges to, in emerging economies 445–6 conceptual history of 24–8 corporate capacity in 453 de ning 4–10134169194 developed into most important term in human resources 23 developing individuals as core part of 100 early attempts at 28–30 employer branding and 233–48 exclusionary paradigm to 522–3 existing research on 442–5 forgotten but critical tool of 318–42 future of 34–7 historical context of 23–40 history of 28–34 how technology is changing 537–56 importance for organizational success 194 in emerging economies 440–60 in Global Context: A Conceptual Framework of Macro Talent Management 402 ( g.) in Indian business process outsourcing (BPO)/ITES sector 449 in multinational corporations 461–77 p. 573 in practice, history of 28–34 in small- and medium-sized enterprises 478–93 in SMEs 483–8 in the global context 399–419 in the public sector 420–39 in UK health care 431 initiative 244 integrated solutions 551–2 linking with employee and business outcomes 455–6 macro national aspect of 399 micropractices of inequality in 527–9 notion of being simply part of human resources management 25 of nonstandard employees 494–520 organizational man model of 30–1 outcomes of 428–32 ownership variations in 453 perceived fairness of 176
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practices 79–81134144242428–9463 practices, in uencing commitment and motivation versus performance 432–3 practices, techniques, and environments and their e ects 448–51 programs 241 prospects of, in emerging economies 451–6 PSM, and performance, link between 434 relevance of 482–3 research 142–5224 role of stakeholders 447–8453–4 role of technology in 454 solutions 221 Some Related Questions for Research and Practice 456 (t) strategic, de ning 238250440 term coined by McKinsey & Company 23 under uncertainty 31–4 what is bene cial to roles, practices, and techniques 447–51 with a hyper-aging society 406 talent-on-demand 262 talent-perception incongruence 170178 talent-pool strategy 306 talent-sourcing process, advantages of social media sites in 253 Tarique and Schuler framework, the 401 tasks characteristics 71 performance 67 structure 72 task-level motivators 80 teams and talent 153–68 composition 194 dynamics 197 environment, characteristics of the 154 essential throughout the organization 332 in uences on stars 165 members, mentoring and sponsorship of 154 mentoring and sponsorship for team members 154 teammates, collaborating with 154 virtual 193–214 technical expertise 199 technical/functional skills 102 technology 118194 temporary-help service rms (THS) 258 10,000-hour rule 53 Thailand 323–4440450 Thatcher, Sherry 826525460322361–72 Thin slicing 274–5 thinking, conceptual 98 thought leaders 223 Thousand Talents Plan “1000 Talents” Plan 447
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Three Types of Attachment and Types of Nonstandard Work that Describe Each One 496 (t) three-level model of WPVP 75–9 THS companies 258–62 Thunnissen, Marian 4–71777174 (t)176179–81420–36482–3 Tier1 Plan 404 time famine 220 training access to 183 internal 139 versus recruitment 142 VT members 202 transaction-cost economics 497 transition costs 127 triggers, situational 73 p. 574 TripAdvisor 386 turnover and talent 361–74 Twelfth Pillar (R&D Innovation) 405 Twitter 539 Tzabbar, Daniel 12153–66332349363 (t)368372 understanding the e ect of intermediaries on organizational outcomes 263–3 unequal systems that structure the workplace 531 unions, attacks on the powers of 526 United Kingdom 34–5400403 Border Agency 404 National Health Service 429 United Nations 406427 USA 71123–433–54449205270284323–4400–5522–4541 US Army 101 US Department of Justice’s Community-Oriented Policing Services 540 US Federal Bureau of Investigation (FBI) 544 US Government Accountability O ce 494 US medical rms 497 US-owned MNCs operating in China 445 vacancy chains 284 value creation 161 Vandenabeele, model by 433–5 Vartiainen, Matti 13193–208 Vietnam 440 virtual communities 546–8 virtual leadership-development programs 548 Virtual Ride Along 540 Virtual Role Play (VRP) 544 virtual teams (VTs) 193–214 composition 199 cultural diversity of 200205 dynamics and performance 198 e ect of members’ cultural backgrounds 207 FtF and technology-based training components 202 importance that OCB can have within 208
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leadership position 197 literature (virtual teams) 197–8 members have higher levels of openness to experience 200 members often work across cultural boundaries 202 members who have a more collectivistic rather than individualistic orientation 199 presence of subgroups within 198 research projects 198–9 rewards within 203–4 training programs 202 Virtual Team Talent-Management Framework 196 (t) vodcasts 545–6 volatile environments 319–21 VRIN 56 Vroom 70 VRP 547 Waggl 549 Wall Street analysts 350354–6 war for talent 23265988193233300521 War for Talent (book) 2326 war on talent 522 WEF, Global Competitiveness Index (GCI) of the 403–4408 Welch, Jack 4301 WhatWorks® Award 546–7 Why is Performance Management Broken? (journal) 549 within-person variability in performance See WPVP work behaviors, counterproductive 71 behaviors, e ective 162 central part of most people’s identity 122 comparing research on traditional versus less traditional nonstandard work 506–513 crowdsourced 506 groups, interdisciplinary 139 Workday 548 p. 575 workers, temporary 257513 Workforce 2000 report 523 workforce di erentiation 299–317 planning, decline in overall 32 strategy 300 World Bank Group 224427 World Competitiveness Center 399 World Economic Forum (WEF) 399403 World Talent Report of the IMD 403–4 World War I 2933 World War II 2933 Wozniak, Steve 44 WPVP 66–86 determinants of 69–75 evidence for 67–9
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implications for talent management 75–81 three-level model of 75–9 Wright, Patrick M. 15134142–3188221223304311318–34421464465 (t)549 X-factors 52 Yelp! 386 YouScience’s Latitude career planning and assessment system 552 YUM 408 Zhejiang province, China 448
Organizational Semiotics: Evolving a Science of Information Systems IFIP TC8 / WG8.1 Working Conference on Organizational Semiotics: Evolving a Science of Information Systems July 23–25, 2001, Montreal, Quebec, Canada