Talent Management: Beyond the concept of Talent Management

The authors of this thesis have found that, during the last years, the world has witnessed a dramatic explosion of articles and books about the concept Talent Management. These books and articles, all emphasise the urgency for companies to adopt the concept and the devastating consequences if they don’t. The concept is by many re-searchers seen to be the top issue and, the latest trend within Human Resource Management.Nevertheless, throughout the history of the personnel profession the world has witnessed several different concepts such as Personnel Management, Human Resource Management, and Strategic Human Resource Management and several researches have claimed that these concepts describes the same thing. Some researchers have argued that the different concept instead represent a continuous rhetoric struggle by HR professionals to enhance their legitimacy and status by becoming more business oriented and demonstrate that employees indeed can make a difference in distinguish-ing successful organizations from others.The purpose of this thesis was to investigate the underlying reasoning and logic to why companies adopt talent management and explore what the concept represents in terms of new knowledge. By comparing traditional theories of HRM and HR planning with normative literature and interviews on Talent Management …

Contents

1 Introduction
1.1 Background
1.2 Problem Discussion
1.3 Purpose
2 Methodology
2.1 Scientific View
2.2 Methodological Approach
2.3 Structure of Analysing
2.4 Literature Study
2.4.1 Literature Classification
2.5 Interviews
2.5.1 Choice of Respondents
2.5.2 Interview Questions
2.5.3 Face-to-Face Interviews
2.5.4 Interview Guide
2.5.5 Interpretation of Collected Data
2.6 Methodological Credibility
3 Theoretical Framework
3.1 The HR-profession
3.1.1 The Personnel Management Profession in Sweden
3.1.2 The Personnel Profession and Legitimacy
3.2 HRM
3.2.1 The Emergence and Diffusion of HRM
3.2.2 What is HRM?
3.2.3 Human Resource Planning
3.3 Fashion and Fads in Management
3.3.1 What is Management Fashion?
3.3.2 From Production and Packaging, to Consumption
3.3.3 Adoption of Management Fashion from a Tool- and Symbolic Perspective
3.3.4 Adoption of Management Fashion and Institutional Theory
4 Empirical Findings
4.1 Normative Literature
4.1.1 What is Talent Management?
4.1.2 Talent Management and the new implications for HR professionals
4.1.3 Rhetorics that are being used to justify investments
in Talent Management
4.2 Presentation of Respondents
4.2.1 SEB
4.2.2 SAAB Tech
4.2.3 Electrolux
4.2.4 SKF
4.2.5 Right Management Consultants
4.3 Interview Findings
4.3.1 Defining Talent Management
4.3.2 The Talent Management Process
4.3.3 What’s new, what’s different? How does Talent Management differ from HRM and HR planning?
4.3.4 Has Talent Management contributed to more
recognition and credibility for the HR department in the organization?
4.3.5 Why has Talent Management gained so much attention and popularity?
4.3.6 The Future of Talent Management
5 Analysis
5.1 Does Talent Management bring about any new and
distinctive knowledge?
5.2 Is Talent Management another example of the rhetoric
struggle by HR professionals?
5.3 TM from a symbolic- and tool perspective
Adoption motivated by “real” organizational problems
Adoption motivated by externally created problem
descriptions
Adoption as a way of strengthening the corporate identity
5.4 Talent Management and Institutional theory
6 Conclusion
References

Author: Bexell, Anders,Olofsson, Fredrik,

Source: Jönköping University

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