A coalesced framework for prescribed and actual involvement of line managers in talent management (TM) analysis

Nakweya, C ORCID: https://orcid.org/0000-0003-4209-1716, 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, 2023. A coalesced framework for prescribed and actual involvement of line managers in talent management (TM) analysis. In: University Forum of Human Resource Development (UFHRD) Conference - "Workplace Change – Disruption, Continuity and Reinvention. The Role of HRD in a Changing Global Context", Dublin, Ireland, 7-9 June 2023.

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Abstract

Purpose: The mainstream literature presents the involvement of line managers (LMs) in Talent Management (TM) as a multi-dimensional concept that includes, among other things, the prescribed and actual dimensions of involvement, the analysis of which would best be supported by a unified framework. However, the literature shows a lack of unified framework for analysing the varied dimensions of involvement as the existing ones are fragmented. The paper aims to inductively generate a unified framework for analysing the prescribed and actual involvement of LMs in TM in the Case Study Organisation (CSO).

Design/Methodology/Approach: We adopted an inductive, qualitative and embedded singe case study. Semi-structured interviews were conducted with forty-seven (47) key stakeholders at different levels of the CSO alongside document analysis.

Findings: The study generated a coalesced framework that combines Cascon-Pereira and Valverde (2014) Four-dimensional framework (FDF), Teague and Roche (2012) Three-dimensional framework (TDF), and institutional isomorphism concept (DiMaggio and Powell 1983) for analysing the prescribed and actual involvement of LMs in TM in CSO.

Limitation: The results are limited to the CSO as this was a single case study.

Originality/value: The study extends the boundaries of using FDF, TDF and institutional isomorphism concept (DiMaggio and Powell 1983) by merging them into a coalesced framework to analyse the prescribed and actual involvement of LMs in TM in CSO. Thus, the framework bridges the gap between theory and practice within the TM domain.

Item Type:	Conference contribution
Description:	"working paper"
Creators:	Nakweya, C., Pass, S., Mitsakis, F. and Caven, V.
Date:	June 2023
Identifiers:	Number Type 1767756 Other
Divisions:	Schools > Nottingham Business School
Record created by:	Linda Sullivan
Date Added:	08 Jun 2023 15:26
Last Modified:	08 Jun 2023 15:26
URI:	https://irep.ntu.ac.uk/id/eprint/49149

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