Performance management in a rapidly changing world: Implications for talent management

Jane Maley, Marina Dabic, Alain Neher, Lucia Wuersch, Lynn Martin, Tim Kissling

Research output: Contribution to journalArticlepeer-review


Purpose: This conceptual work examines how, in times of post-COVID-19 paradigm shift,
the employee performance management (PM) process can help multinational corporations
(MNCs) strengthen their talent management and, at the same time, meet their future needs.

Design/methodology/approach: We take a conceptual approach and present our perspective
on what we see as the most critical trends shaping PM and talent management. Contingency
theory and Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) theory provide a
sound theoretical framework for understanding and responding to the complex and rapidly
changing business context post-COVID-19.

Findings: Drawing on these theories, we create a framework providing a means of
understanding why and how MNCs can maintain talent and, at the same time, develop new
talent through the PM process.

Originality: The study establishes the benefits of an agile and flexible PM approach to help
develop talent and pave the way for future research in this increasingly critical area.
Original languageEnglish
JournalManagement Decision
Publication statusPublished - 2024


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