To many observers, the area of utility analysis appears disjointed, unfocused, and they wonder where it is going. Despite the fact that there is almost 20 years of experience with…
Abstract
To many observers, the area of utility analysis appears disjointed, unfocused, and they wonder where it is going. Despite the fact that there is almost 20 years of experience with utility analysis since researchers brought it into the modern era, this approach to cost/benefit analysis has not caught on widely and it is not a standard procedure in the assessment of HR interventions. I argue that utility analysis remains an appropriate area of inquiry, but currently it suffers from three broad sets of problems: (1)from an applied research perspective there is often a failure to focus on critical, value‐adding activities that managers regard as relevant and important to their own success; (2) inability to communicate the results of utility analyses in a persuasive, credible manner to operating executives; and (3) technical problems, both theoretical and operational. In my view, none of these is insurmountable, but we must address each one in a systematic manner if the potential of utility analysis to help guide organizational decision making is to be realized in practice.
The world of work is rapidly changing and a number of immutable trends are provided showing how performance between leavers and their replacements can be determined. The concept…
Abstract
The world of work is rapidly changing and a number of immutable trends are provided showing how performance between leavers and their replacements can be determined. The concept of intellectual capital is also analysed and its accounting implications are considered. Intellectual capital is defined in terms of human, customer, and structural capital measures and examples are given as to how each of these concepts can be measured in working life.
Wayne F. Cascio and David G. Collings
Despite considerable development in our understanding of potential over the past two decades, we argue that the failure to adequately conceptualize and manage “potential” in the…
Abstract
Despite considerable development in our understanding of potential over the past two decades, we argue that the failure to adequately conceptualize and manage “potential” in the context of talent management has significantly limited the ability of organizations to meet their talent needs. In this chapter, we begin by defining the concept of potential, calling attention to the need to separate it from performance. We also address the need to specify the target for judgments of potential (e.g., management level, specific roles), along with the identification of constructs to measure. The chapter highlights two contextual variables – gender and culture, including translations of language that describe relevant constructs – that may impact judgments of potential. This chapter concludes by summarizing what we know and by identifying a variety of future directions for research on the important construct of potential.
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Brooke Z. Graham and Wayne F. Cascio
One purpose of this paper is to emphasize the relationship between employees as brand ambassadors and the concept of an employer brand. Another is to consider cross-cultural…
Abstract
Purpose
One purpose of this paper is to emphasize the relationship between employees as brand ambassadors and the concept of an employer brand. Another is to consider cross-cultural employer branding in the context of global talent management. The authors also clarify the connection between organizational image, organizational identity and organizational reputation, and address how positive and negative brand reputation can affect an organization.
Design/methodology/approach
The authors use a literature review of findings with respect to topics such as competitive strategy and constructs from the literature on employer branding to identify some key research questions to address. They then consider cross-cultural employer branding and brand repair in the context of talent management, along with more key questions to address in each area.
Findings
A positive employer brand – with its strong contribution to brand reputation and to helping organizations attract and retain top talent to gain competitive advantage – is a key ingredient for organizational success. Employees are employer-brand ambassadors. Constant awareness of and attention to one’s employer brand can prevent a brand disaster. The payoff is that preventing damage to the reputation of one’s employer brand is much easier than repairing damage to it.
Originality/value
The purpose is to challenge researchers to think critically and analytically about employer branding, especially in the cross-cultural context. The editor plans to invite commentaries on this paper.
Objetivo
Es una revisión de la literatura. Tomando en consideración los resultados existentes se propone un proceso en tres etapas para ayudar a las empresas a recuperarse del efecto negativo en la marca de empleador resultante de conductas inapropiadas. Al final de cada sección se identifican cuestiones de investigación para el futuro.
Diseño/metodología/aproximación
Los autores llevan a cabo una revisión de la literatura sobre la marca de empleador, para resumir lo que se conoce e identificar preguntas de investigación que no han sido analizadas hasta el momento.
Resultados
Los autores señalan la importancia estratégica de la marca de empleador y su efecto en la capacidad para competir en el mercado de talento. Se propone un proceso en tres etapas para ayudar a las empresas a recuperarse del efecto negativo en la marca de empleador resultante de conductas inapropiadas. Aún existen numerosas preguntas de investigación sin respuesta.
Originalidad/valor
El artículo propone un proceso en tres etapas para ayudar a las empresas a recuperarse del efecto negativo en la marca de empleador resultante de conductas inapropiadas, e identifica preguntas de investigación a analizar en estudios futuros.
Palabras clave
Marca de empleador, marca inter-cultural, reputación de marca, reparación de la marca, revisión de la literatura
Tipo de artículo – Artículo de investigación
Objetivo
É una revisão da literatura. Considerando os resultados existentes, se propõe um processo em três etapas para ajudar as empresas a se recuperar do efeito negativo na marca do empregador resultante de condutas inapropriadas. Ao final de cada seção se identificam questões de investigação para o futuro.
Desenho/metodologia/aproximação
Os autores levam a cabo una revisão da literatura sobre a marca do empregador, para resumir o que se conhece e identificar perguntas de investigação que não foram analisadas até o momento.
Resultados
Os autores destacam a importância estratégica da marca do empregador e seu efeito na capacidade para competir no mercado de talento. Se propõe um processo em três etapas para ajudar as empresas a se recuperar do efeito negativo na marca do empregador resultante de condutas inapropriadas. Ainda existem numerosas preguntas de investigação sem resposta.
Originalidade/valor
O artigo propõe um processo em três etapas para ajudar as empresas a se recuperar do efeito negativo na marca do empregador resultante de condutas inapropriadas, e identifica preguntas de investigação a analisar em estudos futuros.
Palabras clave
Marca do empregador, marca intercultural, reputação da marca, reparação da marca, revisão da literatura
Tipo de artículo – Artigo de investigação
Details
Keywords
- Brand image
- Employer branding
- Organizational identity
- Organizational reputation
- Brand repair
- Cross-cultural employer branding
- Palabras clave Marca de empleador
- marca inter-cultural
- reputación de marca
- reparación de la marca
- revisión de la literatura
- Palavras chave Marca do empregador
- marca intercultural
- reputação da marca
- reparação da marca
- revisão da literatura
Eva Gallardo-Gallardo and Marian Thunnissen
Conducting relevant research is a cornerstone of good academic practice. However, considering academics and practitioners’ divergent paradigms and social systems, it is…
Abstract
Conducting relevant research is a cornerstone of good academic practice. However, considering academics and practitioners’ divergent paradigms and social systems, it is challenging to undertake impactful research. Indeed, the research–practice gap remains an essential issue in human resource management research. There have been several calls for translating research for dissemination, making it more societally relevant, and beginning conversations and activities that move beyond the confines of the academic context. In fact, research on talent management (TM) has been accused of lagging in offering organizations vision and direction. Understanding the perceived causes and potential solutions for relevant problems is a real need to successfully narrow the TM research–practice gap. Thus, the purpose of this chapter is to offer an in-depth discussion on the research–practice gap in TM. To do so, we first identify the critical dimensions of research relevance that will help us to ground our discussion regarding the applicability of current academic TM research. By doing this, we seek to understand better what is happening with TM research, which should then help provide insights into how its practical impact can be improved.
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Laurie Larwood, Sergei Rodkin and Dean Judson
The need to maintain up-to-date technological skills despite an aging workforce makes it imperative that organizations increasingly focus on retraining older employees. This…
Abstract
The need to maintain up-to-date technological skills despite an aging workforce makes it imperative that organizations increasingly focus on retraining older employees. This article develops an adult career model based on the acquisition of technological skills and gradual skill obsolescence. The model suggests the importance of retraining and provides practical implications to the development of retraining programs. Suggestions for future research are also offered.
Ju Chuel Min and Brian H. Kleiner
Provides a framework for effective hiring. Considers job descriptions and personnel specification before outlining ways to attract candidates. Recommends an analysis of…
Abstract
Provides a framework for effective hiring. Considers job descriptions and personnel specification before outlining ways to attract candidates. Recommends an analysis of recruitment strengths and weaknesses. Touches upon subjects such as the source of candidates, advertising, agencies and selection. Gives different interviewing strategies.
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Ronald Busse, Malcolm Warner and Shuming Zhao
The purpose of this paper is to trace back the roots of US-driven “Human Resource Management” (HRM) school of thought which now become widely institutionalized in China, up to the…
Abstract
Purpose
The purpose of this paper is to trace back the roots of US-driven “Human Resource Management” (HRM) school of thought which now become widely institutionalized in China, up to the present day.
Design/methodology/approach
It looks at the diffusion of management knowledge over the period to Chinese business, which involved in turn scientific management (SM), human relations (HR) and HRM, respectively, from the interwar years onwards, by using a bibliometric analysis of Chinese language sources, searching a number of databases now available.
Findings
The authors scanned the international, as well as Chinese, literature to support a conjecture of a HR route towards China and how it morphed into HRM and went on to conclude that there was by the end of the year 2015 still a significant output of academic publications with references to both HR and HRM, respectively, but that we must be cautious in asserting a firm conclusion.
Originality/value
This paper traces back the roots of Chinese HRM back to the US-driven HR school of thought.