Rites of passage through talent management progression stages: an identity work perspective

By C. Tansley, Susanne Tietze. 2013

98 citations recorded by the source corpus.

How researchers see this paper

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HRM and Performance – The Role of Talent Management as a Transmission Mechanism in an Emerging Market Context (2018, unknown): “…it is assumed that the HRM function is considered a partner to the business (Lawler and Boudreau, 2009, Tarique and Schuler, 2014) and is capable of ‘managing’ organisational cultures and supplying leadership and technical talent across the organisation (Tansley and Tietze, 2013, Garavan, 2012).”
Identity and identification at work (2016, background): “Similarly, Tansley and Tietze (2013) in their study of accountants participating in an organization’s talent management program found that reconstruction of professional identity is a necessary element to transition into a more senior role, as participants are required to develop and display…”
Employee reactions to talent management: Assumptions versus evidence (2018, methodology): “This idea also relates to more critical qualitative research on TM, which has highlighted that the notion of talent ‘management’ inherently implies a form of control over talented employees and a restriction of their agency (e.g., Thunnissen et al., 2013a; Tansley & Tietze, 2013).”