Search

PurposeThe purpose of this paper is to provide a synthesis of the contingent work field and to advocate a sustainable career perspective on contingent work.Design/methodology/approachAdopting a broader review approach allowed to synthesize the contingent work literature across contingent work types (temporary agency work, gig work and freelance work) and develop a sustainable career perspective on contingent work. The authors searched for empirical, conceptual and review articles published from 2008 to December 2021. In total, the authors included 208 articles.FindingsThe authors advocate a sustainable career perspective that allows for organizing and synthesizing the fragmented contingent work literature. Adopting a sustainable career perspective enables to study contingent work from a dynamic perspective transcending one single organization.Originality/valueThe field is suffering from fragmentation and most importantly from an oversight of how contingent work experiences play a role in a persons’ career. This paper addresses this problem by adopting a sustainable career perspective on contingent work.

In this paper, we argue that psychological capital is unequally distributed among people from different social classes, ethnic backgrounds and genders. Confronting the limitations of the current, individualistic perspective on psychological capital, we offer a re-conceptualisation of the construct from a critical, interdisciplinary perspective, placing it at the intersection of sociology and psychology. We discuss the various mechanisms through which social inequalities may cause differential access to psychological capital for members of low- and high-status social groups and show how this differential access to psychological capital results in and exacerbates social inequalities. By doing this, we postulate a recursive theory on psychological capital that both recognises the formative effect of socio-organisational structures on one's psychology and vice versa.

This study examines situational antecedents of transformational leadership by (a) studying the effect of time pressure on the emergence of transformational leadership behaviours, and (b) examining the mediating role of leaders’ state core self-evaluations. Twice per day for 10 consecutive working days, 42 leaders reported on their state core self-evaluations, transformational leadership behaviours and the time pressure they experienced, yielding 531 observations. Using multilevel path analysis, we found that time pressure had an indirect effect on transformational leadership through leaders’ state core self-evaluations. This mediated relationship was curvilinear; with time pressure having little to no effect on transformational leadership via state core self-evaluations when time pressure is below a leader’s average level of time pressure. However, once this characteristic average level is exceeded, time pressure has a negative effect on transformational leadership via its negative relationship with state core self-evaluations, and this relationship becomes stronger for increasing levels of time pressure.

We examine how peers form talent appraisals of team members, reframing talent identification as a status-organizing social process. Using decision trees, we modeled configurations of characteristics and behaviors that predicted dominant vs. parallel routes to achieving the status of most talented team member. Across 44 multidisciplinary teams, talent status was most often granted to peers perceived as having both leadership and analytic talent; a STEM degree served a dominant signaling function. Where previous studies assumed that degree operates as a specific status characteristic, we show that a STEM degree operates as a diffuse status characteristic, which predicts status in general. We thus discovered that status hierarchies in teams are also based on the type of talent—and not just the level of talent—members are perceived to possess. In so doing, we offer a proof of concept of what we call ‘talent hierarchies’ in teams, for future research to build on. ispartof: Human Resource Management Journal vol:32 issue:1 pages:169-193 status: published

© 2019, © 2019 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group. This manifesto presents 10 recommendations for a sustainable future for the field of Work and Organizational Psychology. The manifesto is the result of an emerging movement around the Future of WOP (see www.futureofwop.com), which aims to bring together WOP-scholars committed to actively contribute to building a better future for our field. Our recommendations are intended to support both individuals and collectives to become actively engaged in co-creating the future of WOP together with us. Therefore, this manifesto is open and never “finished.” It should continuously evolve, based on an ongoing debate around our professional values and behavior. This manifesto is meant, first of all, for ourselves as an academic community. Furthermore, it is also important for managers, decision makers, and other stakeholders and interested parties, such as students, governments and organizations, as we envision what the future of WOP could look like, and it is only through our collective efforts that we will be able to realize a sustainable future for all of us. ispartof: EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY vol:28 issue:3 pages:289-299 status: published

The extant work on talent management has largely promoted neoliberal agendas concerned with ranking, rating, and recording employees’ talent, or indeed lack of talent. While there are emerging insi...

Past research has shown that, as workers age, their participation in education and training declines, which is a problem in our fast changing society and economy. This study focuses on the stimulating and prohibiting reasons for participation in formal learning activities. It investigates whether employees in the second half of their career differ from their younger colleagues in terms of the reasons for participation in formal learning activities. 628 employees from the public health sector completed the questionnaire and after performing factor analysis, several ANOVA analyses were undertaken. Employees older and younger than 45 years of age and groups with varying levels of experience within their organisation (employees with more or less than 20 years service) were compared. Results showed that younger employees were more stimulated by their organisation’s steering than their older colleagues. However, younger employees were less keen than older employees to participate in formal learning due to the r...

By reframing talent identification as a status-organizing process, the current study draws on status characteristics theory to examine how peers form spontaneous talent appraisals of their team mem...

This review adopts a phenomenon-driven approach in reviewing the talent management (TM) literature, applying methods derived from bibliometrics and content analysis to evaluate the state of the field and derive implications for research and practice unbiased towards a-priori assumptions of which frameworks or methods are most adequate. Based on analyses of publication volume, journals and their impact factors, most cited articles and authors, preferred methods, and represented countries, we assess whether TM should be approached as an embryonic, growth, or mature phenomenon, and examine dominant (i.e., resource-based view, international human resource management, employee assessment, and institutionalism) versus ‘alternative’ (i.e., knowledge management, career management, strength-based approach, and social exchange theory) theoretical frameworks. Our goal is to assist TM researchers in positioning their work more explicitly vis-à-vis current debates in the existing literature and encourage them to think about which approach best fits their research aims, questions, and designs. publisher: Elsevier articletitle: Towards an understanding of talent management as a phenomenon-driven field using bibliometric and content analysis journaltitle: Human Resource Management Review articlelink: http://dx.doi.org/10.1016/j.hrmr.2015.04.003 content_type: article copyright: Copyright © 2015 Elsevier Inc. All rights reserved. ispartof: Human Resource Management Review vol:25 issue:3 pages:264-279 status: published

Organizations report great difficulty in measuring talent accurately, reflecting the lack of theoretical foundations for talent-identification in the HRM literature. This multidisciplinary review aims to contribute to the establishment of a stronger theoretical basis for talent-management by presenting a conceptual framework of talent in which the definition, operationalization and measurement of talent and its relation to excellent performance is clarified. We systematically introduce 11 propositions into the framework, building on fragmented insights from the literature—from the fields of HRM, gifted education, positive psychology, and vocational psychology respectively—that will guide readers in understanding and applying the proposed framework. publisher: Elsevier articletitle: A multidisciplinary review into the definition, operationalization, and measurement of talent journaltitle: Journal of World Business articlelink: http://dx.doi.org/10.1016/j.jwb.2013.11.002 content_type: article copyright: Copyright © 2013 Elsevier Inc. All rights reserved. ispartof: Journal of World Business vol:49 issue:2 pages:180-191 status: published