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The Oxford Handbook Of Talent Management

Di: Amelia

Abstract This chapter examines talent management through the lens of worker flows, emphasizing the interdependence between staffing decisions across jobs and over time. It reviews existing theories on how people flow across jobs within and across organizations, as well as how organizations balance those internal and external flows in staffing jobs. Although

The Handbook is ambitious in its scope, with 28 chapters structured around five sections. These include the context of talent management, 00The Handbook is designed with talent and performance, talent teams and networks, managing talent flows, and contemporary issues in talent management.

The Talent Management Handbook: Creating Organizational Excellence by ...

The Oxford Handbook of Talent Management ISBN: 9780198758273 Author: D.Collings R 3,100.00 (incl. VAT) 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

the oxford handbook of talent management Kaufen

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 human resource management in 480–1 importance of talent management in 483 opportunities for talent management in 485–7 relevance and particularities 479–80 social and professional networking websites 253–61 social capital 116, 120–2, 126, 128, 224 and star employees, link between 215 can prove detrimental to star employees

[Das Oxford Handbook of Talent Management bietet einen akademischen Überblick über das Talentmanagement mit Erkenntnissen aus dem Personalmanagement, der Psychologie und der Strategie. Mit 28 Kapiteln von führenden Wissenschaftlern deckt es wesentliche Themen wie Talentleistung, Teams, Netzwerke und aktuelle Themen ab und dient als maßgeblicher

In the chapter we discuss how talent-management practices relate to the formation, maintenance, and bundling of human capital of the workforce resource complementarities. We start by briefly summarizing the key features of resource complementarities observed

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 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. La 4e de couv. indique : „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. 00The Handbook is designed with a multi-disciplinary perspective in mind and draws upon perspectives from, ‚inter

The Oxford Handbook of Talent Management draws upon perspectives from 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.

La 4e de couv. indique : „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. 00The Handbook is designed with a multi-disciplinary perspective in mind and draws upon perspectives from, ‚inter

Summary: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. 00The Handbook is designed with a multi-disciplinary perspective in mind and draws upon perspectives from, ‚inter Abstract postgraduate students and This chapter explores the intersection between employer branding and talent management. In considering this intersection, it reflects upon the phenomenon of human resources (HR) practice differentiation in the context of both employer branding and talent management. In particular, it considers some similarities between brand management

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 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, its scope with 28 chapters 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 Abstract In globalized economies, organizations invest significant resources in managing talent in their diverse workforce. Presumably, talent and diversity management are complementary and interrelated, sharing the similar aim to nurture the skills, attributes, and career progression of the workforce. However, the two practices are also at odds. Talent management

Such decisions have potentially significant implications for every element of talent management, such as sourcing, rewarding, developing, and engaging workers. So, we next define the talent lifecycle and its objectives, as one foundation for mapping and interpreting research. 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 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 La 4e de couv. indique : „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. 00The Handbook is designed with a multi-disciplinary perspective in mind and draws upon perspectives from, ‚inter

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 the context of talent management perspective in mind and draws upon perspectives from, inter alia, human resource AbstractWe provide an integrative review of extant research related to talent (i.e., stars) in the team context. Beginning with a focus an the influences o

Abstract This chapter reviews the status quo of research on talent management in nations with emerging economies. It highlights a number of major challenges confronting these nations and some of the initiatives of the nation states to combat the bottleneck caused by talent shortages in their economic development. The chapter highlights the research conducted on various

If they did not, the idea that talent management creates value by making disproportionate investments into organizational talent would need to be reconsidered. We reviewed the literature to explore whether the assumed favorable reactions among talent are valid and the results are not straightforward. ABSTRACT The link between global talent management (GTM) and multinational enterprises’ (MNEs) performance has not been theorised or empirically tested. We develop a theoretical framework for how GTM links to performance at the headquarters (HQ), subsidiary, and individual employee levels. Using the resource-based view as a frame, we highlight the routines of pivotal

The link between global talent management (GTM) and multinational enterprises’ (MNEs) performance has not been theorized or empirically tested. We develop a theoretical framework for how GTM links to performance at the headquarters (HQ), subsidiary, and individual employee levels. Using the resource-based view as a frame, we highlight the routines of pivotal The Oxford Handbook of Tudor Drama The Oxford Handbook of Music and Queerness The Oxford Handbook of the Minor Prophets The Oxford Handbook of the Radical Right The Oxford Handbook of Music Performance, Volume 2 Produktdetails Erscheinungsdatum Sprache Seitenanzahl Dateigröße Reihe Herausgegeben von Verlag/Hersteller Kopierschutz Produktart

The Oxford Handbook of Talent Management 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 of talen management., The Oxford Handbook of Talent Management offers academic researchers, advanced postgraduate Abstract Despite the economic importance of small- and medium-sized enterprises (SMEs), talent management in this context is under-researched. The liability of smallness and scarce by multinational resources as typical features of SMEs require a specific definition and approach to talent management in this sector. The limited knowledge about talent management in SMEs Abstract Leading business organizations are pursuing strategically driven talent-management processes to be competitive. They put a premium on identifying and developing individuals who have potential to make significant leadership contributions to the organization in the future. We review and summarize key indicators of leadership potential found in genetic,

Abstract The focus of the chapter is on the practices used by multinational corporations (MNCs) to manage employees defined as “talent.” We examine the content of corporate practices, the actors involved in carrying out these practices and the roles they are playing, and the effects of these practices on outcomes at different levels of analysis. Efforts