Talent management: the good, the bad, and the possible

Painter-Morland, M ORCID: https://orcid.org/0000-0002-7846-7220, Kirk, S ORCID: https://orcid.org/0000-0002-8371-1590, Deslandes, G and Tansley, C ORCID: https://orcid.org/0000-0001-6893-3243, 2019. Talent management: the good, the bad, and the possible. European Management Review: the Journal of the European Academy of Management, 16 (1), pp. 135-146. ISSN 1740-4754

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Abstract

In this essay we offer a critical investigation of talent management practices (TMP), which is an increasingly influential concept in contemporary organisations. We try to show how these organisational practices could have both a negative and a positive ethical impact on those identified as ‘talent’ within organisations. A critical analysis of how talent is defined, and how this impacts on individuals’ capacities for ethical reflection, allows us to highlight the ethical ambiguity inherent in talent management. We then highlight examples of some ‘bad’ consequences of TM, and explore some ‘good’ counter-examples. To highlight what may be ‘possible’ in talent management, we propose a more constructive relationship between talent management and ethics based on two dimensions: 1) the acceptance of ambiguity and personal struggle and 2) the development of more qualitative approaches to performance that could enable a better understanding of and sensitivity towards the broader context within which organisations function.

Item Type:	Journal article
Publication Title:	European Management Review: the Journal of the European Academy of Management
Creators:	Painter-Morland, M., Kirk, S., Deslandes, G. and Tansley, C.
Publisher:	Wiley on behalf of the European Academy of Management
Date:	2019
Volume:	16
Number:	1
ISSN:	1740-4754
Identifiers:	Number Type 10.1111/emre.12171 DOI 660820 Other
Divisions:	Schools > Nottingham Business School
Record created by:	Jill Tomkinson
Date Added:	01 Mar 2018 11:36
Last Modified:	10 Aug 2021 11:06
URI:	https://irep.ntu.ac.uk/id/eprint/32842

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