Inclusive Social Activism Behavior Wholes-Up Employees' Career Competence: A Meta-Data Analysis of New Generation Managers' Views

By Kumar, K. Pradeep; Babu, S. Suman | IUP Journal of Management Research, October 2015 | Go to article overview

Inclusive Social Activism Behavior Wholes-Up Employees' Career Competence: A Meta-Data Analysis of New Generation Managers' Views


Kumar, K. Pradeep, Babu, S. Suman, IUP Journal of Management Research


Introduction

Employee competencies have become the pivotal differentiation of an enterprise as global distance becomes more porous. Enterprises essent ially face business challenges and talent issues. While enterprise talent management practices are influenced by enter prise agenda and enterprise urgencies, at micro level, the business issues of pursuing profitable growth by exceeding customer needs, expeditious decision making and execution excellence are primarily linked to talent issues, both in the form of competency demonstration and performance delivery (Pradeep et al., 2014). Being selected for a new job in a new organization or for an elevated role is the most aspired and celebrated moment for an employee and hence, experiencing the success of talent management is the prime engagement driver and is an organizat ions' employ ee value proposition. Career growt h is considered as the irrefutable top priority in every employee's mind (Aon Hewitt, 2013). Managers form the linchpin for engagement as they are the implementers of the organizations' policies and processes. Managers of an organization are in a bett er position than anyone to identify and articulate the higher purpose of what employees do. Organizations need to make that purpose real and motivate its managers toward greatness. The more the organizations face challenges, the faster is the adaption to the changing needs. This allows organizations to undergo constant evolution of several business processes and t alent management processes. The critical link for sustainable competitive gain is to endure the latest and diverse inclusive competence of the employees.

While lit erat ure supports the traditional methods of st at istical analyses of test scores for recruitment and career enhancement programs, it is now important for organizations to recognize that their managers do consider the importance and existence of 'objective' and 'tacit' aspects of judging social networking behavior and relat ed socio- competencies while undertaking talent management -related decisions (Pradeep and Suman, 2015). Understanding these competencies makes the decisions tick right: Managers have different tacit and objective ways while undert aking talent -relat ed decisions, both while selecting t he right talent for recruitment and while choosing the right talent for positioning through career growth (Boudreau and Ramst ad, 2 00 5). Engaging t he r ight people with right competencies is the necessary element for organizations to manage the dynamic economic environment being faced by enterprises today.

Literature discusses networking behavior as individuals involved in activities such as participating in social gathering, member of a professional association, etc., so as to pursue improved career options relying on t heir social networks beyond organizational opportunities (Mirvis and Hall, 1996; Barton, 2001; and Wellington and Catalyst, 2001). The inclusive objective of this research study is to enhance the view of social networking in specific cat egor ies, in line with the emerging metabolism of human syndrome and network st ruct ures on career outcomes. In this research paper, an empirical model is propounded as a measuring apparatus to understand the emergence of 'social activism' that influences the talent management process as represented in Figure 1.

Literature Review

Social networking as a career management strategy is determined by the interest of the individual and the onus of seeking career enhancement, both learning and development, is on t he individual rather than on the organization. Employees engaging in social networking behaviors enhance their multiple developmental relationships (Higgins and Thomas, 2001). Monica and Thomas (2004) indicated that some networking behaviors augment career opportunities and they emphasized the need to measure networking behaviors. Both recruitment and career growth are priority const ituencies of talent management process and a manager undertaking the right decision is crucial (Pradeep and Suman, 2015). …

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