Index
Managing Talent: A Critical Appreciation
ISBN: 978-1-83909-094-3, eISBN: 978-1-83909-093-6
Publication date: 2 October 2019
This content is currently only available as a PDF
Citation
(2019), "Index", Swailes, S. (Ed.) Managing Talent: A Critical Appreciation (Talent Management), Emerald Publishing Limited, Leeds, pp. 163-165. https://doi.org/10.1108/978-1-83909-093-620201012
Publisher
:Emerald Publishing Limited
Copyright © 2020 Emerald Publishing Limited
INDEX
‘A’ Players
, 71–72, 74
Academic-practice gap
, 35
Accidental manager
, 4, 77–79, 82–83
AMO theory
, 92, 95
Assessment centres
, 58–60, 66–67
Assessment panels
, 65
Bias
, 21, 25, 53, 66, 81, 111, 155
Canadian government regulation
, 147–149
Canadian legalization
, 150
Cannabis
, 151
Career
development
, 114, 152, 157
management
, 83
Christian narratives
, 10
Compensation
, 152
Competency models
, 56–57
Dark side
, 72
of personality
, 77
recruitment and selection
, 155
of talent pools
, 51
of TM
, 155
Derailment
causes
, 71, 73, 75–79
gender differences
, 80–81
implications for talent management
, 71, 73, 82–84
potential behaviours
, 75–77
risk
, 71, 73, 81
Development
, 147
Disappointment
, 51–52, 63, 111
Discourse analysis
, 130
Disengagement
, 63
Durkheim, Emile
, 24
Empowering leadership
, 91–92, 95–96, 100–102
Exclusive talent
, 107–118
management
, 107–118
Feminist postructuralism
, 129–132
Fourth Industrial Revolution
, 34, 53
Gender and derailment
, 80–81
Gender identity
, 130
Gendered Organization
, 129
Giftedness
, 15–17
Global Talent Management
, 33, 42, 112
Globalisation
, 43, 132, 135
God-given talent
, 10–11
Golem effect
, 111
High performers
, 14, 71, 75, 107, 110
High potential (HiPo)
, 58, 75, 131
employees
, 3, 108
for leadership
, 1
people
, 14
programmes
, 58
HRM practices
, 13, 89, 92, 107–108, 113, 152
Identity
, 7–11
Inclusive organizations
, 116
Inclusive talent
, 138
management
, 107
Individuality
, 9–11
Inequalities
, 4, 112, 135
Intersectionality
, 126, 132–135
Key roles
, 153
Knowledge production problem
, 39, 41
Leadership
, 72, 87–103
derailment
, 71–84
failure
, 71–73, 76, 78, 81
transitions
, 83
Legitimacy
, 149–150
Line managers
, 14, 16, 63, 87–103
Macro Talent Management (MTM)
, 43
Macro talent management factors
, 147–151
Management practice
, 8–10
Managerial ability
, 18
Managerial anxiety
, 51, 62–64
Managerial capability
, 64
Masculinist/masculinisation
, 4, 125, 127–131, 133
#Metoo
, 126, 133
Micro talent management factors
, 151–158
Nine-Box Grid
, 19, 57–58
Objectivity
, 21, 51–52, 59, 64, 66
Organizational effectiveness
, 53, 82
Organizational justice
, 107, 111, 119
Performance
, 155–156
assessment
, 57, 60
ratings
, 53, 57–58
Politics
, 51–66
Postcolonialism
, 125–137
Potential
, 1, 3, 16–17, 54–57, 65, 72, 82, 145, 156
individual
, 17
Power
, 1, 15, 56
Practitioners
, 4, 36
Psychometric testing
, 58, 67
Pygmalion effect
, 20, 114
Rawls, John
, 19–20, 24
Recruitment
, 153–154
Relevance, of research
, 33–44
Reputation
, 150–151, 154
Research-practice gap
, 36
Retention
, 155–157
Return on investment (ROI)
, 43
Rhetoric of TM
, 51–66
Russell, Bertrand
, 8
Selection
, 154–155
Semantic emptiness
, 7, 9
Simonton, Keith
, 22–23
Social
constructivism
, 52, 65
exclusion
, 108, 126
inclusion
, 108
processes
, 52–53, 134
Strategic talent management
, 75, 82, 84
Strengths
, 76, 79, 88
Subjectivity
, 51, 66, 132
Talent
, 156–157
actual practices
, 54
assessment
, 60
attraction
, 33, 42, 51, 89, 147, 151–153, 158
deployment
, 33, 51
development
, 33, 89, 147, 151, 158
as empty signifier
, 8–10
engagement
, 33
expectations
, 24, 61–62, 75, 83
identification
, 17–19, 21, 24, 26, 33, 51
innate
, 13, 22–23, 25
mobilisation
, 100, 102–103
and non-talent identities
, 3, 19, 111, 135
nurturing
, 51–52
perceived practices
, 54
retention
, 33, 89, 151, 158
as social construction
, 13, 16–21
Talent management
assumptions of
, 17
employee reactions to
, 87–88, 90, 92, 101, 132
employee voice
, 132
ethics of
, 56, 112
and firm performance
, 90
gender blind
, 133
managerialist
, 1, 125, 132
performativity
, 130–131
process
, 89
segmentation
, 38, 110–111, 132
stakeholders
, 3, 38, 41, 45, 87, 107, 147
unitarist
, 132
Toxic leadership
, 72
Training
, 157
Transnationalism
, 126, 132–133
Values
, 56, 60–61, 75, 82, 111, 113, 117, 119–120, 129, 132, 149, 152
War for talent
, 16, 34, 42–43, 109–110, 119, 153
Wittgenstein, Ludwig
, 7–8
Workplace inequality
, 108
- Prelims
- Introduction
- Chapter 1: Arbitrariness, Individuality, and the Absence of Work Identity in Talent Management
- Chapter 2: Social and Natural Constituents of Talent: A Critical Appreciation
- Chapter 3: Some Critical Reflections on the Relevance of Talent Management Research
- Chapter 4: The Rhetoric, Politics and Reality of Talent Management: Insider Perspectives
- Chapter 5: Leadership Derailment: A Neglected Field in Talent Management
- Chapter 6: The Missing Link: The Role of Line Managers and Leadership in Implementing Talent Management
- Chapter 7: How Inclusive Can Exclusive Talent Management Be?
- Chapter 8: Critical Feminist Organisation Studies and Talent Management: Re-imagining Transnational, Intersectional and Postcolonial Agendas
- Chapter 9: The Paradox of Attracting Key Talent in the Canadian Cannabis Industry: Turning Over a New Leaf
- Index