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Full Description
The Oxford Handbook of Talent Management offers academic researchers, advanced postgraduate students, and reflective practitioners a state-of-the-art overview of the key themes, topics, and debates in talent management.
The Handbook is designed with a multi-disciplinary perspective in mind and draws upon perspectives from, inter alia, human resource management, psychology, and strategy to chart the topography of the area of talent management and to establish the base of knowledge in the field. Furthermore, each chapter concludes by identifying key gaps in our understanding of the area of focus.
The Handbook is ambitious in its scope, with 28 chapters structured around five sections. These include the context of talent management, talent and performance, talent teams and networks, managing talent flows, and contemporary issues in talent management. Each chapter is written by a leading international scholar in the area and thus the volume represents the authoritative reference for anyone working in the area of talent management.
Contents
Part I: Context
1: David G. Collings, Kamel Mellahi, and Wayne F. Cascio: Introduction
2: Peter Cappelli and J.R. Keller: The Historical Context of Talent Management
Part II: Talent and Performance
3: Ernest O'Boyle and Sydney Kroska: Star Performers
4: Amirali Minbashian: Within-Person Variability in Performance
5: Rob F. Silzer and Walter C. Boreman Rob F. Silzer: The Potential for Leadership
6: Gina Dokko and Winnie Jiang: 1. Managing Talent Across Organizations: The Portability of Individual Performance
7: Rob E. Ployhart and Ormonde R. Cragun: Human Capital Resource Complementarities
Part III: Talent, Teams, and Netwaorks
8: Rebecca R. Kehoe, Blythe L. Rosikiewicz, and Daniel Tzabbar: Talent and Teams
9: Maria Christina Meyers, Giverny De Boeck, and Nicky Dries: Talent or Not: Employee Reactions to Talent Designations
10: Travis Maynard, Matti Vartiainen, and Diana Sanchez: 1. Virtual Teams: Utilizing Talent Management Thinking to Assess: What We Currently Know about Making Virtual Teams Successful
11: Shad Morris and James Oldroyd: 1. Stars that Shimmer and Stars that Shine: How Information Overload Creates Significant Challenges for Star Employees
Part IV: Managing Talent Flows
12: Martin R. Edwards: Employer Branding and Talent Management
13: Rocio Bonet and Monika Hamori: Talent Intermediaries in Talent Acquisition
14: Scott Highhouse and Margaret E. Brooks: Straight Talk about Selecting for Upper-Management
15: Matthew Bidwell: 1. Managing Talent Flows Through Internal and External Labour Markets
16: David G. Collings: Workforce Differentiation
17: Anthony J. Nyberg, Donald J. Schepker, Ormonde R. Cragun, and Patrick M. Wright: Succession Planning: Talent Management's Forgotten, but Critical Tool
18: David V. Day and Patricia M. G. O'Connor: Talent Development: Building Organizational Capability
19: John P Hausknecht: Talent and Turnover
20: Alexis A. Fink and Michael C. Sturman: HR Metrics and Talent Analytics
Part V: Talent Management in Context
21: Shaista E. Khilji and Randall S. Schuler: Talent Management in the Global Context
22: Paul Boselie and Marian Thunnissen: Talent Management in The Public Sector: Managing Tensions and Dualities
23: Fang Lee Cooke: Talent Management in Emerging Economies
24: Ingmar Björkman, Mats Ehrnrooth, Kristiina Mäkelä, Adam Smale, and Jennie Sumelius: Talent Management in Multinational Corporations
25: Marion Festing, Katharina Harsch, Lynn Schäfer and Hugh Scullion: Talent Management in Small- and Medium-Sized Enterprises
26: Wayne F. Cascio and John W. Boudreau: Talent Management of Nonstandard Employees
27: Darren T. Baker and Elisabeth K. Kelan: Integrating Talent and Diversity Management
28: Gavan O'Shea and Kerrin George: How is Technology Changing Talent Management?
