Abstract

Our study provides valuable insights into the relationship between artificial intelligence (AI) and Human Resource Management (HRM). We have minimised bias and ensured reliable findings by employing a systematic literature review and the PRISMA statement. Our comprehensive synthesis of the studies included in this research, along with a bibliometric analysis of articles, journals, indexes, authors’ affiliations, citations, keyword co-occurrences, and co-authorship analysis, has produced robust results. The discussion of our findings focuses on critical areas of interest, such as AI and Talent, AI Bias, Ethics and Law, and their impact on Human Resource (HR) management. Our research highlights the recognition by organisations of the importance of talent management in achieving a competitive advantage as higher-level skills become increasingly necessary. Although some HR managers have adopted AI technology for talent acquisition, our study reveals that there is still room for improvement. Our study is in line with previous research that acknowledges the potential for AI to revolutionise HR management and the future of work. Our findings emphasise the need for HR managers to be proactive in embracing technology and bridging the technological, human, societal, and governmental gaps. Our study contributes to the growing body of AI and HR management knowledge, providing essential insights and recommendations for future research. The importance of our study lies in its focus on the role of HR in promoting the benefits of AI-based applications, thereby creating a larger body of knowledge from an organisational perspective.

Introduction

The Peter Principle, as defined in the Peter Principle of Management [1], states that “every employee tends to rise to his level of incompetence”, meaning that the best employees are not always the best candidates for promotion. The Peter Principle states that promotion decisions often support the candidate’s performance in current roles rather than necessarily their capacity to perform in long-term management roles. It also demonstrates that, even if an employee’s tasks change, organisations continue to believe that the attributes that have made someone successful in the past will continue to contribute to their success in the future. According to Bersin & Chamorro-Premuzic [2], individuals are promoted based on past achievements.

Understanding the importance of hiring the right person has become a priority for many businesses [3]. While talent management encompasses various human resource strategies, Claussen et al. [4] argue that strategic talent management covers an organisation’s identification of essential jobs and, later, the building of a talent pool to fill these positions. According to this definition, necessary position staffing is a critical component of talent management [4]. Organisations that efficiently manage their human capital are more likely to achieve outstanding performance and generate long-term competitive advantage [[5], [6], [7]]. A breakthrough McKinsey report published in 1997 [8] identified the “war for talent” as a strategic business problem and a significant driver of company success. Even when many people thought the struggle for talent was over, it was not. According to the authors [8], the battle for talent would continue for the next two decades due to persisting economic and societal causes, revealing that winning the fight for leadership talent requires much more than disruptive recruitment methods. It shows the pressing need for more about using time-tested concepts of attracting, developing, and keeping highly competent managers in daring new ways. Talent management ties directly to the notion of enterprise management and knowledge transfer. When seen through the lens of international corporations as a way of obtaining success, this issue takes on additional significance [7].

Conclusions

This comprehensive literature review aims to uncover the knowledge gaps in the application of AI for potential and talent identification within organisational settings. Our systematic and in-depth analysis of relevant studies and publications highlights the linkages between AI and HRM. It underscores the fact that research in this area is still in its early stages. Our findings, based on a robust methodology, reinforce and build upon the previous research that recognises the potential benefits of utilising AI in HR, offering valuable insights from an organisational perspective.RQ1)

How can AI models be used to evaluate employee potential? Organisations are recognising the critical role of talent management in gaining a competitive edge, particularly with the growing demand for higher-level skills in the knowledge-based economy. However, despite the advantages of using AI for talent acquisition, not all HR managers have adopted this technology. This is due to a lack of knowledge and skills in HR data analysis, limited organisational support, unavailability of structured information, and resource constraints. To address these gaps, HR managers must proactively acquire knowledge of AI and its benefits for HRM. They have a crucial role in bridging the technological, human, societal, and governmental divides and ensuring that AI effectively deploys while minimising risks and promoting favourable employee outcomes. There is a need for more research on implementing AI-based applications in HRM, and organisations must invest in developing their HR professionals to utilise AI technology effectively.

1- Introduction

2- Cross-cultural M&A and the role of the HR function

3- Bi-cultural employees in the cross-cultural M&A context – The role of HRM

4- Bi-cultural talent management within cross-cultural M&a: A spatial and temporal matrix

5- Conclusion

References

Abstract

This paper examines bi-cultural talent in relation to human resource management (HRM) practices in cross-cultural merger and acquisitions (M&A). The intersection of HRM, bi-cultural talent management and cross-cultural M&A literature proposes a conceptual framework to capture the complexity of bi-cultural talent management and reveals the dominant macro-characterization of the extant HRM literature focussing on a more micro-orientated perspective. The paper develops a matrix by underlining spatial dimensions (spanning micro-aspects of the individual employee through to the macro-entity of firm and its location in the macro-national cultural context) and temporal dimensions (consisting of pre-merger, during merger and post-merger phases). This provides a template which examines the multi-level dynamics of bi-cultural talent management. The argument identifies ways in which extant cross-cultural lenses require deeper understanding of bi-cultural talent management in M&A settings. Future research directions and agendas are identified.

Introduction

Cross-cultural collaborations – whether strategic alliances, joint venture or mergers and acquisitions (M&A) – can be a rewarding experience for organizations, however, equally, they can also constitute fraught and challenging undertakings (Angwin & Vaara, 2005; Liu, Sarala, Cooper, & Xing, 2017). As a mode of collaborative partnership, M&As have been long employed by many organizations, ranging from small to multinational enterprises in the pursuit of a range of goals, including: rapid domestic and global growth and development (Bagdadli, Hayton, & Perfido, 2014; Graebner, Eisenhardt, & Roundy, 2010); corporate ‘sharks’ acquiring high-tech firms in order to access novel knowledge bases and to ignite innovation (Graebner & Eisenhardt, 2004); emerging market firms venturing into advanced economies (Liu et al., 2017; Liu & Vrontis, 2017); shared mental modes of teams in M&A may facilitate innovation (Dao, Strobl, Bauer, & Tarba, 2017), or, maturing born-global firms utilizing M&A as a lever to survive or precipitate fast growth (Almor, Tarba, & Margalit, 2014). Nevertheless, the consequences of collaborative partnerships for firm performance have been the topic of considerable debate, with many studies reporting high failure rates over a period of time (Cartwright & Cooper, 1992; Graebner, Heimeriks, Huy, & Vaara, 2016; Weber, Tarba, & Öberg, 2014). Much of this work has taken place within what may be described as a ‘macro-’ frame of reference by which it is meant that the work has a tendency to focus on broad conceptualizations of ‘organization’, ‘manager’ and even ‘individual’ (Quah & Young, 2005). Extant work casts these as ‘units’ for analysis, so to speak and perhaps offers less of a ‘lived experience’ – one perhaps dealing with the everyday felt realities of post-M&A contexts (Knights & Willmott, 1999). In counterpoint, there is a nascent literature examining identity and individuals from a more ‘micro-’ or lived experience and identity perceptive in post-M&A settings (Bartels, Douwes, Jong, & Pruyn, 2006; Björkman, Stahl, & Vaara, 2007; Terry, Carey, & Callan, 2001; Xing & Liu, 2016). While this literature on the M&A domain has offered many valuable insights, the ability to predict success through M&A remains poor.

1- Introduction

2- Theoretical Foundations

3- Implications for GTM

4- Conclusion

References

Abstract

We present a theoretical model that describes the interaction between social and human capital and the different forms that such an interaction may take – positive and negative. Extending the concepts of stocks and flows of knowledge, this model evaluates social capital flows against human capital stocks. When we compare these flows to the value of human capital, we are able to better understand how these resources can interact with each other, influence global talent development, and change over time. We discuss the implications for practices in global talent management in selecting, developing, and harnessing talent.

Introduction

Existing conceptualizations of global talent and talent management have a tendency to be human capital centric and focus on the target, or whom should be considered talented (Al Ariss, Cascio, & Paauwe, 2014; Meyers & van Woerkom, 2014; Nijs, Gallardo-Gallardo, Dries, & Sels, 2014; Sonnenberg, van Zijderveld, & Brinks, 2014). For example, Tarique and Schuler (2010) describe global talent management (GTM) as the practices “that attract, develop, and retain individuals with high levels of human capital” (p. 124). Other views label talent as “generic” (Lewis & Heckman, 2006) or “unique” (Lepak & Snell, 1999), taking for granted the composition of talent and how that composition is derived. Further, when talent development is considered, it usually consists of examining the individual characteristics of executives that enable their placement in global talent positions (e.g. Caligiuri, 2006; Caligiuri & Tarique, 2009; Mendenhall, Reiche, Bird, & Osland, 2012). These theories of talent focus excessively on human capital and fail to address the relational dimensions of talent (Al Ariss et al., 2014; Tarique & Schuler, 2010). The prevalence of GTM research that primarily focuses on human capital largely mirrors the abundance of organizations that employ a human capital centric approach to talent management (TM) (Cross, Opie, Pryor, & Rollag, 2017). In recent years, GTM scholars have begun to advocate that international human resource management (IHRM) processes and tools include a greater focus on social capital. Some have suggested that IHRM should play a stronger role in managing social capital, developing the social capital and boundary-spanning roles required for businesses to operate on a global scale (Farndale, Scullion, & Sparrow, 2010; WangCowham, 2011). Others have urged researchers to consider TM as a relational construct (e.g., Al Ariss et al., 2014) and have highlighted the benefits of accumulating social capital through international assignments (Reiche, 2012). These scholars recognize the importance of social capital for GTM in facilitating knowledge transfer and improving coordination across global units (Bozkurt & Mohr, 2011). Although firms value human and social capital, without a clearer understanding of how these two forms of capital interact, those responsible for managing talent may not be able to optimize their effects. For example, firms may identify high performers or subject matter experts but fail to encourage the development of the requisite social capital to help disseminate the value of their human capital throughout units of the multinational enterprise (MNE). The “globalization of talent brings with it a requirement to create new [human resource management] tools, methods and processes necessary for coordination and global integration” (Farndale et al., 2010 p. 162).

Introduction

Methodology

Findings

Discussion

Conclusion

References

Abstract

Purpose – The transformational changes to business environments brought about by the fourth industrial revolution create a perfect storm for strategic human resource management, prompting a need to explore the implications of this context for talent management theory and practice. The paper aims to discuss these issues. Design/methodology/approach – In-depth interviews were conducted with HR directors and senior leaders within engineering-led organisations to explore current challenges experienced across each stage of the talent pipeline: attraction and recruitment, training and development, career development, talent mobility and succession planning.
Findings – The speed of technological change brought about by Industry 4.0 had created a significant gap between current capability of employees and the rapidly evolving requirements of their roles, prompting a need to consider new and more effective approaches to talent development. Middle managers are increasingly recognised as overlooked critical talent within this context of unprecedented change, given their essential role in change management. In addition, whilst lateral hiring remains a common talent management practice, in the case of Industry 4.0 this equates to fighting a war for talent that does not exist.
Practical implications – This study suggests that there is a need for evolution of talent management theory and practice towards a more dynamic, systems-thinking orientation, acknowledging the interrelated nature of different talent management activities.
Originality/value – This paper provides an in-depth insight into the impact of the unprecedented change brought about by Industry 4.0 on contemporary talent management practice, considering how theory and practice might need to evolve to enable individuals and organisations to keep up with the rate of technological change.

Introduction

Alongside global demographic and economic trends, increasing global mobility and expanding workforce diversity, the transformational changes to business environments and skills brought about by the fourth industrial revolution create a perfect storm for strategic human resource management (SHRM). As articulated by Beechler and Woodward (2009, p. 275), “When all these factors are taken into combined account the result is a constantly changing, challenging and complex environment in which organisations must compete to attract and retain key talent”. Also referred to as Industry 4.0[1], the explosion of technological advances associated with the fourth industrial revolution includes advanced robotics, augmented and virtual reality, the Internet of Things, ubiquitous connectivity and tracking, Big Data and 3D printing, amongst a raft of other developments. The SHRM literature has long recognised that to leverage strategic human capital, organisations must effectively acquire or develop, then deploy employees to best apply their knowledge, skills and abilities to tasks and processes in line with a firm’s strategic needs and changing environmental conditions (Lepak and Snell, 2002; Becker and Huselid, 2006; Bassi and McMurrer, 2007; Wang et al., 2012). However, the unprecedented pace and scale of change brought about by Industry 4.0 has led to a situation in which technology is increasingly outpacing individuals’ and organisations’ ability to adapt (Deloitte, 2017).

1- Introduction

2- Organizational size and its theoretical implications

3- Organizational size and notion of talent management

4- Dynamic view of talent in SMEs

5- Limitations and future research

6- Conclusions

References

Abstract

Talent Management (TM) has become one of the key strategic issues for leaders in global organizations and the majority of research on TM focuses on the large multinational enterprise (MNE) context. Despite the importance of small and medium-sized enterprises (SMEs), research in the area of talent management in this context is scarce, particularly conceptual research. This paper tries to address this gap by a) providing a theoretical rationale for the difference between large and SME firms in their talent management and human resource practices; b) exploring the applicability of the notion of talent management conceptualised in large firms to the SME context. c) Proposing a framework that helps identify the characteristics of talent in SMEs. We are critical of the best practices approach and we argue that the notion of talent management is likely to be different in SMEs compared with large firms mainly due to distinct institutional and structural factors.

Introduction

Small and medium enterprises (SMEs) have emerged from a rather peripheral role in earlier business literature to the more central focus that the sector enjoys today in both government policy and academic research (Lind, 2012). They are increasingly viewed as important contributors to the global economy and are big employment generators. Amongst developing nations, SMEs represent over 90% of businesses, and account for 50–60% of national employment on an average (Survey of SMEs in the global compact, 2004). A recent OECD study highlighted that over 99% of the companies in OECD and G20 countries are SMEs, making a decisive contribution to growth (OECD, 2015). SME is not a homogeneous concept and there is no common worldwide accepted definition. The definition varies from country to country and can be defined by qualitative or quantitative criteria which create problems when making comparisons between countries as to the number of SMEs and the number of employees within these firms. We begin by examining definitions of SMEs and we briefly highlight the strategic importance of these organizations in various regions of the world. The employee size limits for an organization to be considered an SME does vary with some countries having a limit of as few as 200 employees (Australia), while in Europe the limit is commonly 250 employees. In Canada and in the US the employee size limit for SMEs could be as high as 500 or more employees. In the Indian context SMEs are defined in relation to the level of investment in plant and machinery. However, while there is no consensus on definitions of SMEs, researchers have generally used a size limit of 250 or 500 employees to define this type of organization. Major international organizations (such as the EU, World Bank and United Nations) have usefully suggested a definition of SMEs that is primarily based on employment size and it is now the main measure used to identify this sector (Lind, 2012).

Emerging economies are increasingly vital to the sustainability of multinational enterprises (MNEs) doing business in those countries (Harvey et al., 2000). Effective talent management of employees, and particularly of knowledge workers and managersis of strategic significance for these organizations (Tymon et al., 2010; Uen et al., 2012). Talent management research, however, has been limited by a North American focus and thus needs to be studied through the lens of different environments (Collings et al., 2011; Thunnissen et al., 2013). This is especially true in emerging economies (Vaiman et al., 2012) where talent management and retention are particularly crucial (Tymon et al., 2010; Vaiman et al., 2012). This study argues that effective translation of corporate talent management (CTM) strategy within MNEs requires efficient adaptation of CTM strategies to local conditions. Acquiring suitable talent, developing that talent into local management capability (Collings et al., 2007; Farndale et al., 2010), and better recognizing local knowledge and factors (Tymon et al., 2010; Vaiman et al., 2012) are likely to be important elements of talent management strategies for MNEs expanding into emerging economies.

Even after the global financial crisis of 2008–9 (Sparrow et al., 2013), organizations continue to face severe difficulties recruiting and retaining the talent to support global business (Scullion et al., 2008). This challenge is most critical for young professionals and new managers in emerging economies, as there are insufficient qualified candidates to meet the demand for talent during economic expansion, corporate growth, and periods of moderate to low unemployment(Tymon et al., 2010). Atthe same time,these regions present different institutional structures that need to be considered when developing CTM strategies (Sidani and Al Ariss, 2014; Sun et al., 2015).

1. Introduction

2. Research on talent management: what do we know and where do we go from here?

3. Methodology

4. Research results

5. Conclusion

References

Talent management has received increased attention over recent years, however, up-to-date research has concentrated mainly on developing concepts, constructs and definitions. Although numerous researches, talent management has not been studied extensively in regard to diverse types of organizations. The need for highly qualified employees, which may be regarded as talents, is emphasized and evident in this types of organizations. Up to this moment studies on talent management in health care organizations are scarce, and the need for such research is obvious. The research was based on 5, semi structured interviews carried out in chosen, different health care organizations in Poland. The data gathered during interviews were analyzed following abovementioned methodology leading to conclusions which include theoretical implications in form of propositions, practical implications, as a list of talent management practices suitable for health care organizations as well as future research directions.

Introduction

In recent years talent management has received increased research attention due to its ability to create and sustain competitive advantage of the company (Ashton & Morton, 2005; Coulson-Thomas, 2012). Basically, talent management is related to creating a talent pool from external and internal sources, adequately deploying these resources in pivotal positions, and further, work on their work motivation, organizational commitment and extra-roles behaviors that contribute to organizational performance (see: Collings & Mellahi, 2009). Such understanding of talent management concentrates attention on differentiation and departing from classical – human resource management approach. That means that organization willing to actively engage talents in organizational life have to figure out ways of capitalizing on their competencies and prepare structures, strategies and climate to encourage their employees on pivotal positions to contribute to organizational success. Despite growing research interest little is known about the ways in which public organizations, and healthcare in particular, manage their talents. To fill in this literature gap this study aims at exploring and understanding talent management in healthcare organizations. This aim is obtained in two basic steps. Firstly, we review recent talent management literature trying to identify directions in which scientific debate goes. Secondly, we present empirical study research carried in 5 chosen healthcare organizations from southern Poland and formulate theoretical and practical implications.