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  • Citations (4)
Published on Aug 7, 2009
William A. Schiemann1
Estimated H-index: 1
Foreword ( Susan R. Meisinger ). Preface. Acknowledgments. Section I: New Rules in a Changing World. 1 The Talent Challenge. 2 People Equity: What It Is and Why It Matters. 3 How to Manage People Equity. Section II: Measuring the Unmeasurable. 4 Measuring People Equity. 5 ACE and Resource Allocation. Section III: Optimizing Talent. 6 Aligning Strategy, Culture, and Talent. 7 Capabilities: Fuel for Growing Customer Value. 8 Getting Engaged. Section IV: Managing the Talent Life Cycle. 9 Finding Fi...
18 Citations
Published on Aug 1, 2008in Academy of Management Perspectives 4.69
Manning Stephan1
Estimated H-index: 1
(Duke University),
Massini Silvia1
Estimated H-index: 1
(University of Manchester),
Y Lewin Arie1
Estimated H-index: 1
(Duke University)
The seemingly unlimited availability of science and engineering (S&E) talent in emerging economies and the increasing difficulties of finding such talent in advanced economies have given rise to a new trend: the global sourcing of S&E talent. This paper examines the antecedents and dynamics of this trend. In particular, it examines the coevolution of macroeconomic forces, domestic and offshore national policies, industry dynamics, and firm-level offshoring capabilities driving today's offshoring...
357 Citations Source Cite
Published on Dec 21, 2007in Personnel Review 1.40
Nicky Dries22
Estimated H-index: 22
(Vrije Universiteit Brussel),
Roland Pepermans29
Estimated H-index: 29
(Vrije Universiteit Brussel)
Purpose – The purpose of this empirical study is to make a contribution to career theory in general, and to the literature on high‐potential careers in particular, by examining the careers of real high potentials, taking place in the twenty‐first century world of work, from the perspectives of the high potentials themselves as well as those of their organizations.Design/methodology/approach – A total of 34 interviews were conducted within three study samples: high potentials (n=14), organisation...
85 Citations Source Cite
Published on Jul 23, 2007
John Shields9
Estimated H-index: 9
1. Setting the scene Part I. The Fundamentals: 2. Performance and reward basics 3. Working with psychology 4. Managing motivation 5. Being strategic and getting fit Part II. Performance Management in Action: 6. Managing results 7. Managing behaviours 8. Managing competencies 9. Performance review, planning and developing Case study - Performance assessment at Mercury Couriers Part III. Base Pay and Benefits 10. Base pay purpose and options 11. Base pay structures 12. Developing position-based ba...
38 Citations
Published on Jan 1, 2007
Geert Hofstede62
Estimated H-index: 62
G.J. Hofstede1
Estimated H-index: 1
224 Citations
Published on Jan 1, 2007in Management & Avenir
Pierre Mirallès1
Estimated H-index: 1
La communication propose un concept du talent utilisable en gestion des ressources humaines et, sur cette base, construit un modele de management qui s’oppose et depasse le modele de la competence. Le talent est defini comme « excellence + difference » et vu comme une idiosyncrasie. Manager les talents implique de mettre en œuvre un ensemble coherent de pratiques de gestion typiques, telles que le scouting (detection/selection), le casting (composition d’equipe), le coaching (accompagnement/cond...
8 Citations Source Cite
Published on Nov 1, 2006in Personnel Review 1.40
Tom Kosnik1
Estimated H-index: 1
Diana J. Wong-MingJi3
Estimated H-index: 3
(EMU: Eastern Michigan University),
Kristine F. Hoover3
Estimated H-index: 3
(BGSU: Bowling Green State University)
Purpose – The purpose of this paper is to develop a typology of human resource supply chain (HRSC) models that enable comparison of different models for making more informed strategic HR outsourcing decisions.Design/methodology/approach – In the paper interviews and company documents were used to construct multiple comparative case studies.Findings – The paper finds that five generic HRSC models were identified in two broad categories – two in‐sourcing models (local contracting and HR centralizi...
34 Citations Source Cite
Published on Sep 1, 2006in Personnel Psychology 5.52
James G. Combs28
Estimated H-index: 28
(FSU: Florida State University),
Yongmei Liu18
Estimated H-index: 18
(FSU: Florida State University)
+ 1 AuthorsDavid J. Ketchen54
Estimated H-index: 54
(AU: Auburn University)
Although there is growing evidence that high performance work practices (HPWPs) affect organizational performance, varying sample characteristics, research designs, practices examined, and organizational performance measures used has led extant findings to vary dramatically, making the size of the overall effect difficult to estimate. We use meta-analysis to estimate the effect size and test whether effects are larger for (a) HPWP systems versus individual practices, (b) operational versus finan...
1,071 Citations Source Cite
Chris Brewster51
Estimated H-index: 51
(University of Reading),
Paul Sparrow34
Estimated H-index: 34
(University of Manchester),
Hilary Harris18
Estimated H-index: 18
(Cranfield University)
This paper addresses the debates about the nature of strategic HRM in international companies. It builds on a substantial research programme using questionnaires and detailed case studies to argue that the international HRM field is changing significantly and rapidly and that there is a need for better understanding of these developments. Five distinct, but linked, organizational drivers of international HRM are identified and discussed: efficiency orientation, global service provision, informat...
140 Citations Source Cite
Published on Jan 1, 2004in South African Journal of Business Management 0.28
In a workplace characterised by market-driven turnover, organisations attempting to retain those employees considered core to their purpose and continued success (referred to as 'talent') face a huge challenge in determining the factors instrumental in minimising turnover amongst this group. This research aimed to identify the variables important to this group of valued employees, with a specific focus on the South African context. In addition, it was aimed to discover the relative importance of...
48 Citations
Cited By4
Published on Jul 17, 2017
Jerzy Olszewski1
Estimated H-index: 1
(Poznań University of Economics),
Alicja Rytelewska
The success of an enterprise depends on efficient management of human capital. However, the application and use of IT solutions supporting human resource management in practice is still insufficient. The article consists of four parts: preliminary observations, theoretical issues concerning problems of human resource management, an analysis of statistical data from companies and concluding remarks. The first part, preliminary remarks, draws our attention to the fact that organizations wishing to...
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Published on Jan 1, 2015
Streszczenie: Kwestie zarządzania talentami, pomimo trwającej od lat dyskusji, nadal pozostają wazne i aktualne. W niniejszym opracowaniu zawarto rozwazania dotyczące problemu opisu i modelowego ujecia ZT. Celem artykulu jest opisowe ujecie oraz porownanie roznych modeli zarządzania talentami wystepujących w literaturze przedmiotu, jak rowniez zaproponowanie wlasnego podejścia badawczego w omawianym obszarze. W artykule ukazano pojecie i istote talentu, jak rowniez zlozonośc i roznorodnośc defin...
Published on Jan 1, 2014
Sylwia Przytuła2
Estimated H-index: 2
(Wrocław University of Economics)
The purpose of this chapter is to diagnose the state of theory and practice in the area of talent management (TM) in Poland. Against the background of the conceptual achievements made by some Polish experts in this field, the results of research conducted by research institutions will be presented in the frame of TM in companies in Poland. So there will be just an element of Polish reality in that area (not extenuating to a more general thesis about talent management in Poland), but it enables a...
6 Citations Source Cite
Published on Jan 1, 2013
Streszczenie: W artykule przedstawiono zagadnienie coachingu i mentoringu w kontekście ich skuteczności w rozwoju pracownikow. Po opisaniu wyzwan, przed jakimi stoją wspolczesne organizacje oraz jednostki, zdefiniowano pojecie mentoringu oraz wskazano cechy efektywnej relacji mentoringowej. Kolejna poruszana kwestia dotyczyla istoty, rodzajow i perspektyw coachingu. Po dokonaniu analizy porownawczej coachingu i mentoringu wskazano korzyści oraz bariery i ograniczenia wynikające z ich przeprowadz...