- 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
A growing number of workers everywhere are choosing to work outside the boundaries of regular, full-time employment. Such “nonstandard” work has advantages and disadvantages. It takes a variety of forms. In this chapter, we begin by examining why and when organizations choose to use nonstandard workers, and we describe the stages and objectives of the talent lifecycle. We then map the talent-lifecycle stages and objectives against categories of nonstandard work, to develop a distribution of research attention across that map. We found large areas of sparse research, as well as two significant clusters of research. One focuses on more traditional arrangements (contractors, temporary, and outsourced work), and the other on less traditional arrangements (freelance platforms and crowdsourcing). We revealed striking differences in the theoretical frameworks and disciplinary foundations within each cluster. We close by considering questions and opportunities for future research to deepen our understanding of this budding phenomenon.
Wayne F. Cascio holds the Robert H. Reynolds Distinguished Chair in Global Leadership at the University of Colorado, Denver. He has published 28 books and more than 185 articles and book chapters. A former president of the Society for Industrial and Organizational Psychology, chair of the Society for Human Resource Management Foundation, and member of the Academy of Management’s Board of Governors, he is an editor of the Journal of International Business Studies and a former senior editor of the Journal of World Business. He received the SHRM’s Losey Award for Human Resources Research in 2010, SIOP’s Distinguished Scientific Contributions award in 2013, and the Georges Petitpas Lifetime Achievement Award from the World Federation of People Management Associations in 2016.
John W. Boudreau, PhD, is a professor and research director at the University of Southern California’s Marshall School of Business and Centre for Effective Organizations. His more than 200 publications include such books as Lead the Work, with Ravin Jesuthasan and David Creelman (Wiley, 2015); Retooling HR (Harvard Business, 2010); Beyond HR, with Peter M. Ramstad (Harvard Business, 2007); and Short Introduction to Strategic Human Resources with Wayne Cascio (Cambridge University Press, 2012), as well as articles in the Journal of Applied Psychology, Personnel Psychology, Management Science, and the Journal of Vocational Behavior. He has received the Michael Losey Award from the Society for Human Resource Management (SHRM), the Academy of Management’s Organizational Behavior New Concept and Human Resource Scholarly Contribution Awards, and the Chairman’s Award from the International Association for Human Resources Information Management. He is a Fellow of the National Academy of Human Resources, the Society for Industrial and Organizational Psychology, and the American Psychological Association.
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