Line managers' involvement in talent management: the case of a Malawian bank

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Maxwell Nakweya, C, Pass, S ORCID: https://orcid.org/0000-0002-5062-9793, Mitsakis, F ORCID: https://orcid.org/0000-0001-8454-5777 and Caven, V ORCID: https://orcid.org/0000-0003-2047-2198, 2022. Line managers' involvement in talent management: the case of a Malawian bank. In: 22nd University Forum of Human Resource Development (UFHRD) Conference - "Mind the Gap – Bridging Theory and Practice in the Post Covid Era", Sheffield Hallam University, Sheffield, 8-10 June 2022.

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Abstract

Purpose: Line Managers (LMs) are a critical stakeholder in the success of talent management (TM ) activities due to the frequent and close interactions that they have with employees (Blanco and Golik 2021; Cooke et al., 2014:226; Blass and Maxwell 2012:256). However, little is known about how LMs are involved in TM. This paper aims to examine the involvement of LMs in TM at a Case Study Organisation.

Design/methodology/approach: Our findings draw on an embedded single case study using 47 in-depth semi-structured interviews with multi-stakeholders (e.g., LMs, Human Resources Department (HRD) staff, senior management, and the Staff Representative Council (SRC), Supervisors, officers). The interviews were supported by the analysis of secondary data, for example, documentation.

Findings: The study found that the Case Study Organisation managed its talent using a hybrid TM philosophy comprising an exclusive strategic position TM philosophy and an inclusive self-initiated talent development TM philosophy. Consistent with the hybrid TM philosophy, LMs initiated TM processes, proposed TM decisions, implemented TM decisions, and acquired TM expertise. In terms of coverage, LMs were more involved in TM since they performed several operational tasks (e.g., initiating TM processes and implementing TM decisions) in several TM practices such as talent acquisition and identification, talent development, performance management, and merit pay. In terms of depth, the involvement of LMs in TM was moderate because their involvement was limited to proposing decisions across TM practices. This was supported by a moderate acquisition of TM expertise as the LMs’ TM training had mixed reviews.
Limitations - The findings are limited to the Case Study Organisation as the study adopted a single case study.

Originality/value: Theoretical - We respond to calls by several scholars for an in-depth study on LMs’ involvement in TM within different national and industrial contexts (Gallardo-Gallardo and Thunnissen 2016; Gallardo-Gallardo et al., 2020; Kravariti et al., 2022). We attained this by providing insight on the coverage and depth of LMs' involvement in TM in a Case Study Organisation.

Methodology – By drawing our findings on an embedded single case study, we respond to the call by Cooke (2018:11) and Cooke et al., (2022) for in-depth human-centered qualitative research. Finally, we respond to the call by Gallardo-Gallardo et al., (2020:463) for multi-stakeholders perspectives studies on LMs’ involvement in TM.

Item Type:	Conference contribution
Creators:	Maxwell Nakweya, C., Pass, S., Mitsakis, F. and Caven, V.
Date:	June 2022
Identifiers:	Number Type 1551849 Other
Divisions:	Schools > Nottingham Business School
Record created by:	Linda Sullivan
Date Added:	09 Jun 2022 10:21
Last Modified:	09 Jun 2022 10:21
URI:	https://irep.ntu.ac.uk/id/eprint/46427