TY - JOUR
T1 - Performance management in a rapidly changing world
T2 - Implications for talent management
AU - Maley, Jane
AU - Dabic, Marina
AU - Neher, Alain
AU - Wuersch, Lucia
AU - Martin, Lynn
AU - Kissling, Tim
PY - 2024/12/5
Y1 - 2024/12/5
N2 - 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. Practical implications: Importantly, our study emphasizes the critical role that project management and talent management techniques play for both practitioners and scholars. In order to gain and sustain a competitive edge in the ever-changing VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) landscape, these processes necessitate ongoing reassessment and adaptation. As Plato eloquently stated, “Our Need Will Be the Real Creator,” encapsulating our vision for the proactive and dynamic nature of effective project management and talent management practices.
AB - 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. Practical implications: Importantly, our study emphasizes the critical role that project management and talent management techniques play for both practitioners and scholars. In order to gain and sustain a competitive edge in the ever-changing VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) landscape, these processes necessitate ongoing reassessment and adaptation. As Plato eloquently stated, “Our Need Will Be the Real Creator,” encapsulating our vision for the proactive and dynamic nature of effective project management and talent management practices.
KW - Performance management
KW - Talent management
KW - Strategic Contingency theory
KW - VUCA theory
KW - MNCs
UR - http://www.scopus.com/inward/record.url?scp=85193569637&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=85193569637&partnerID=8YFLogxK
U2 - 10.1108/MD-07-2023-1162
DO - 10.1108/MD-07-2023-1162
M3 - Article
SN - 0025-1747
VL - 62
SP - 3085
EP - 3108
JO - Management Decision
JF - Management Decision
IS - 10
ER -