talent management can be approached from either an inclusive or exclusive perspective. inclusive talent perspectives from these perspectives, talent is recognized as existing widely within the organization and all organizational participants are included in the process of talent management [35]. as swailes and downs [36] note, fully inclusive talent management ‘is the recognition that all employees have talent, together with the ongoing evaluation and deployment of employees in positions that give the best fit and opportunity for employees to use those talents’ (p. 6).
in inclusive talent management approaches, there is also an understanding that the standards for evaluating talents will be set ‘democratically, not arbitrarily.’ crucially, inclusive talent perspectives recognize that all organizational participants have been recruited, selected, and hired because they possess talents that are valuable for the enterprise. exclusive talent perspectives historically, the dominant approach has been an exclusive perspective in which: (a) talent is understood to reside with the few in the senior levels of the organizational hierarchy; and (b) talent management is devoted to the acquisition, retention, and promotion of those identified few [38]. exclusive approaches also understand that talent is a scare resource and that its distribution is highly skewed—certainly in the general population, and most likely in organization.
the purpose of this paper is to focus on three egyptian public business schools in an attempt to explore the effect of inclusive/exclusive talent management on the organizational downsizing of academics and the mediating role of responsible leadership. multiple regressions were employed to show how much variation in organizational downsizing can be explained by inclusive/exclusive talent management and responsible leadership. statistical analysis showed that responsible leadership has no role in mediating the relationship between inclusive/exclusive talent management of academics and their downsizing. the authors have focused on only three egyptian public business schools, the matter that may limit opportunities to generalize the results of this study to private business schools and other faculties in egypt.
by preparing a set of academic competences, business schools will be able to classify their academic staff into talented and non-talented, and accordingly they can initiate their tailored downsizing strategies. this paper contributes by filling a gap in hr management and higher education literature, in which empirical studies on the relationship between talent management and academics’ organizational downsizing have been limited until now. (2019), “inclusive/exclusive talent management, responsible leadership and organizational downsizing: a study of academics in egyptian public business schools”, journal of management development, vol. /10.1108/jmd-11-2018-0325 you can join in the discussion by joining the community or logging in here.you can also find out more about emerald engage.
exclusive talent management, sherman oaks, ca. 1595 likes 2 talking about this. business service. the paper centers on the debate between inclusive and exclusive approaches to talent management. inclusive approach put forward that talent management talent management can be approached from either an inclusive or exclusive perspective. these perspectives reflect quite differing understandings of what, exclusive talent meaning, exclusive talent meaning, inclusive vs exclusive approach to talent management: a review agenda, practical application of exclusive and inclusive talent management strategy in companies, introduction of talent management.
the definition of tm must not focus on just one hr process but over a range of activities, and therefore, silzer and dowell (2010) define tm as the combination of various processes, programmes and cultural norms in order to attract, develop, deploy and retain talent so that organisation can achieve strategic objectives the idea is to develop the organisation as a whole as everyone has a role to play and something to contribute. ways of doing this include opening training opportunities for everyone and allowing advancement opportunities to any employee as a result of deliberate practice and performance improvement*. the first is the inclusive approach which targets and absorbs the talents of all employees within a particular organizational context. the the features of both exclusive and inclusive talent management strategies were defined and their practical appication in companies of various lithuaniam by this way, exclusive talent management focuses on small group of workforce to receive privilege such as specific training and development, exclusive approach meaning, talent management approaches, what is talent management, benefits of talent management. what is exclusive talent management? what is inclusive and exclusive talent management? what are the 4 areas of talent management? why is inclusive talent management important?
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