- The Oxford Handbook of Talent Management
- List of Figures
- List of Tables
- List of Contributors
- The Historical Context of Talent Management
- Star Performers
- Within-Person Variability in Performance
- The Potential for Leadership
- Managing Talent across Organizations: The Portability of Individual Performance
- Human Capital Resource Complementarities
- Talent and Teams
- Talent or Not: Employee Reactions to Talent Designations
- Virtual Teams: Utilizing Talent-Management Thinking to Assess What We Currently Know about Making Virtual Teams Successful
- Stars that Shimmer and Stars that Shine: How Information Overload Creates Significant Challenges for Star Employees
- Employer Branding and Talent Management
- Talent Intermediaries in Talent Acquisition
- Straight Talk About Selecting for Upper Management
- Managing talent Flows Through Internal and External Labor Markets
- Workforce Differentiation
- Succession Planning: Talent Management’s Forgotten, but Critical Tool
- Talent Development: Building Organizational Capability
- Talent and Turnover
- HR Metrics and Talent Analytics
- Talent Management in the Global Context
- Talent Management in the Public Sector: Managing Tensions and Dualities
- Talent Management in Emerging Economies
- Talent Management in Multinational Corporations
- Talent Management in Small- and Medium-Sized Enterprises
- Talent Management of Nonstandard Employees
- Integrating Talent and Diversity Management
- How is Technology Changing Talent Management?
Abstract and Keywords
Stars are elite performers who either exhibit exceedingly high quantities of output or produce output not easily substituted by good or even very good workers. Although star performers have always existed, relatively recent changes in the workforce and economy may be leading to a substantial increase in not only their production but also their frequency. As a result, both academics and practitioners are progressively recognizing the importance of stars to individuals, teams, organizations, and even entire industries. The purpose of this chapter is to introduce the theoretical and empirical work surrounding stars, to distill what is known and unknown, and what is fact and what is myth, and to outline the direction of current and future research.
Ernest H. O’Boyle earned his doctorate in 2010 from Virginia Commonwealth University. He is currently an associate professor of management and organizations in the Tippie College of Business at the University of Iowa. His research interests include star performance, counterproductive work behavior, research methods, and ethical issues surrounding publication practices. He has more than thirty peer-reviewed journal publications in such outlets as the Academy of Management Journal, Journal of Applied Psychology, Journal of Management, Organizational Research Methods, and Personnel Psychology. His work has been featured in the Wall Street Journal, Inc. Magazine, Bloomberg Businessweek, National Public Radio’s Morning Edition, and the NYT bestselling book Work Rules! He is the recipient of the Academy of Management Early Career Awards for the Research Methods Division and Human Resources ↵Division. O’Boyle sits on the editorial boards of Personnel Psychology and Journal of Applied Psychology, and is an associate editor at Journal of Management.
Sydney Kroska is an undergraduate student at the University of Iowa in the Tippie College of Business. She is currently studying Management and Psychology. Her research interests include star performance, organizational behavior, and psychological flexibility. She currently is the president of Tippie Senate and Computer Comfort, an organization designed to help seniors to successfully navigate an increasingly technologically driven world and is an active member of Alpha Kappa Psi Business Fraternity. She plans to attend graduate school in Organizational Behavior.
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