دانلود رایگان مقاله لاتین مهاجران خود ابتکاری در مدیریت موثر استعداد جهانی از سایت الزویر
عنوان فارسی مقاله:
تشخیص نقش مهم مهاجران خود ابتکاری در مدیریت موثر استعداد جهانی
عنوان انگلیسی مقاله:
Recognizing the important role of self-initiated expatriates in effective global talent management
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مقدمه انگلیسی مقاله:
1. Introduction
The ever-increasing focus on the effective management of people who represent special significance to their respective organization's success has been perhaps one of the most important developments in human resource management (HRM) over the past 15 years (Collings, 2014; Sparrow, Scullion, & Tarique, 2014). Adopting a moniker of Talent Management (TM), this focus has been at the center of attention of both HRM scholars and practitioners. Starting with the work by McKinsey consultants (Michaels, Handfield-Jones, & Axelrod, 2001), the field of TM has gained much respect and attention across corporate functions, industries, and national boundaries. This statement is well supported by a recent PWC Global CEO Survey, which reports that TM remains the number one priority for 78% of companies worldwide (PWC, 2012). Despite the fact that TM as an academic field is nearing its adolescence, there is still active discussion in regard to the understanding of the concept, as well as its intellectual boundaries. Some scholars perceive TM from a primarily human capital perspective (Cappelli, 2008), while others view it as mainly an approach with talent as the source of organizational success (Mellahi & Collings, 2010). Still other scholars see it as the presence of key HRM policies and practices that are tightly linked to corporate strategy (Farndale, Scullion, & Sparrow, 2010; Kim & Scullion, 2011). Since there is no one “ultimate answer” to the conceptualization of TM, the field still remains rather fuzzy, as both academics and practitioners are trying to find consensus on precise definitions of talent and talent management (Collings, 2014; Collings & Scullion, 2009; Mellahi & Collings, 2010; Vaiman & Holden., 2013). The multitude of approaches to TM has led to a variety of definitions of the concept itself, which, however, does not prevent us from distinguishing one theme common to all of them. This theme focuses on two important dimensions — the first includes key individuals with a high level of talent (measured by their knowledge, skills, and abilities) that are employed in key roles and add value to the organization, while the second dimension involves additional HRM policies, procedures, and techniques that are effectively used to manage such talented individuals (Tarique & Schuler, 2012; Vance & Vaiman, 2008). It is, therefore, possible to use some sort of a blend of Tarique and Schuler (2010, 2012) and Vance and Vaiman (2008) definitions of both talent and TM, which refers to talent as key people in critical job roles, as well as employees who possess or are pursuing specialized and in-demand knowledge and skills; and identifies TM as a set of organizational processes designed to attract, develop, mobilize, and retain key people. More specifically, TM can be seen as a meaningful set of activities that usually revolve around the following (Sparrow, Hird, & Balain, 2011; Tarique & Schuler, 2012): A. Identifying, recruiting, and selecting talent from the external labor market. B. Identifying key internal talent (will not be considered for the purposes of this paper). C. Developing employees. D. Managing talent flows, including facilitating the movement of talented individuals across regions or countries. E. Ensuring retention of talented employees. With the reality of ever increasing and inexorably advancing forces of globalization, our more accurate understanding of the concept of talent management lies within a global context. This broader perspective of global talent management (GTM) includes the above basic characteristics of TM, yet are at play within a transnational and global field of exponentially greater variables, complexities, and interdependencies (Bruning & Tung, 2013; Farndale, Avinash, Sparrow, & Scullion, 2014; Minbaeva & Collings, 2013). Within GTM, multinational organizations face the ongoing challenge of achieving a strategic balance between local adaptation and global coordination and integration of their business processes and associated talent management practices (Sidani & Al Ariss, 2014). Much already has been written on the importance of talent management for various groups of employees, such as domestic employees and those staffing foreign operations. Recent work has examined company-assigned expatriates within GTM as involving high-potential talent development and global careers management (Al Ariss, 2014; Cerdin & Brewster, 2014). In this paper, however, we would like to turn our attention to a somewhat neglected but certainly important source of global talent – namely, self-initiated expatriates – and outline important issues pertaining to managing their talent in a global context. In particular, we will touch upon each of the aforementioned talent management activities and discuss their applicability to self-initiated expatriates. First, however, we will introduce the concept of self-initiated expatriation and delineate its boundaries.
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Recognizing the important role of self-initiated expatriates in effective ... https://modirio.com › کتابخانه Translate this page Rating: 5 - 128 reviews اجرای سیستم تولید ناب در هند در بخش تولید قطعات خودرو—یک مطالعه تجربی. Recognizing the important role of self-initiated expatriates in effective global talent ... Effective Talent Management Strategies for Organizational Success https://books.google.com/books?isbn=1522519629 Mupepi, Mambo - 2017 - Business & Economics Recognizing the important role of self-initiated expatriates in effective global talent management. Human Resource Management Review, 25(3), 280–286. [PDF]Vlad Vaiman CV Explicit_USA format (from CLU Laptop) - California ... https://earth.callutheran.edu/documents/faculty/cv/720.pdf Recognizing the important role of self-initiated expatriates in effective global talent management, Human Resource. Management Review, Vol. 25 (2015), pp. [PDF]Self-initiated Expatriates and Their Career Success - boris boris.unibe.ch/.../Cao%20,L.,%20Hirschi,%20A.,%20%26%20Deller,%20J.%202012... by L Cao - 2012 - Cited by 49 - Related articles Self-initiated expatriate, protean career, career success, career capital, network, ... development is demonstrated to be one major motive for SIEs to go abroad and .... to obtain a more comprehensive representation of the role of SIEs' career ..... Although we did not explicitly incorporate time in our framework, we recognize its. Syrian Self-Initiated Expatriates: Emotional Connections from Abroad ... onlinelibrary.wiley.com/doi/10.1111/j.1468-2435.2012.00759.x/abstract by BK Beitin - 2012 - Cited by 6 - Related articles Jul 23, 2012 - Abstract. The relationship of an expatriate to his or her country of origin is complicated by reasons for leaving, ease of acculturation into the new ...
