Critics of Rites of passage through talent management progressions stages: an identity work perspective
Introduction
Talent management is a vital process in organization that equip gifted employees with necessary skills and knowledge to develop their potential of leading in the future. This report is a review of an important research written by Tansley and Tietze (2013) which examines the experience of talent at individual level.
Research question addressed by the study
The study was focused on talent management from talent prospective and aimed to explore the circumstances that surrounds the progression of talent in a structured program and how these circumstance could lead to a necessary change in identity to secure a successful path toward more senior levels in organization.
Theoretical framework underpinning the study
This Qualitative research is underpinned by interpretivist epistemology and applies concepts of identity change developed in Rites of passage (Van Gennup, 1960) on the field of talent management. It expands the literature to comprise the experience of talent and his interaction with talent program at different transition contexts. Rites of passage categorization of (Turner, 1977) (separation, liminiality and incorporation) has been used as an analytical tool to diagnose identity changes at each level in the program.
In consequence, Authors argue that the management of " visible behaviours and technical competencies . . . [is inseparable from managing] the inside -the hopes , fears and aspiration of workers [ talent]" ( Deetz 1995: 87).
Research design , methods of data collection and analysis
The research adopts an explanatory qualitative strategy based on grounded theory approach to provide insight into identity development in the context of talent management process.
The research is based on pr-existed data from a larger case study of nine organizations that represent a variety of sectors adopting talent management in the United Kingdom. Data was mainly collected from transcribed interviews with talents from different
Talent management is a vital process in organization that equip gifted employees with necessary skills and knowledge to develop their potential of leading in the future. This report is a review of an important research written by Tansley and Tietze (2013) which examines the experience of talent at individual level.
Research question addressed by the study
The study was focused on talent management from talent prospective and aimed to explore the circumstances that surrounds the progression of talent in a structured program and how these circumstance could lead to a necessary change in identity to secure a successful path toward more senior levels in organization.
Theoretical framework underpinning the study
This Qualitative research is underpinned by interpretivist epistemology and applies concepts of identity change developed in Rites of passage (Van Gennup, 1960) on the field of talent management. It expands the literature to comprise the experience of talent and his interaction with talent program at different transition contexts. Rites of passage categorization of (Turner, 1977) (separation, liminiality and incorporation) has been used as an analytical tool to diagnose identity changes at each level in the program.
In consequence, Authors argue that the management of " visible behaviours and technical competencies . . . [is inseparable from managing] the inside -the hopes , fears and aspiration of workers [ talent]" ( Deetz 1995: 87).
Research design , methods of data collection and analysis
The research adopts an explanatory qualitative strategy based on grounded theory approach to provide insight into identity development in the context of talent management process.
The research is based on pr-existed data from a larger case study of nine organizations that represent a variety of sectors adopting talent management in the United Kingdom. Data was mainly collected from transcribed interviews with talents from different
References: Deetz, S. 1995. Transforming Communication, Transforming Business: Building Responsive and Responsible Workplaces, Cresskill, NJ: Hampton Press. Huang, J., and Tansley, C. 2012. ‘Sneaking through the Minefield of Talent Management: The Notion of Rhetorical Obfuscation’ The International Journal of Human Resource Management, 23: 3673–3691. Tansley, C. and Tietze, S. 2013 ‘Rites of passage through talent management progressions stages: an identity work perspective’, The International Journal of Human Resource Management 24(9): 1799—1815. Turner, V. 1977. The Ritual Process, Ithaca, NY: Cornell University Press. Van Gennep, A. 1960. The Rites of Passage, London: Routledge Kegan Paul.