Boocock, Andrew and Page-Tickell, Rebecca and Yerby, Elaine (2020) The Dis-evolution of Strategic HRM in the Gig Economy from Talent Management to Supply Chain Manager. In: Conflict and Shifting Boundaries in the Gig Economy: An Interdisciplinary Analysis. Emerald, pp. 89-105. ISBN 978-1-83867-604-9. Official URL: https://doi.org/10.1108/978-1-83867-603-220201008
Boocock, Andrew and Page-Tickell, Rebecca and Yerby, Elaine (2020) The Dis-evolution of Strategic HRM in the Gig Economy from Talent Management to Supply Chain Manager. In: Conflict and Shifting Boundaries in the Gig Economy: An Interdisciplinary Analysis. Emerald, pp. 89-105. ISBN 978-1-83867-604-9. Official URL: https://doi.org/10.1108/978-1-83867-603-220201008
Boocock, Andrew and Page-Tickell, Rebecca and Yerby, Elaine (2020) The Dis-evolution of Strategic HRM in the Gig Economy from Talent Management to Supply Chain Manager. In: Conflict and Shifting Boundaries in the Gig Economy: An Interdisciplinary Analysis. Emerald, pp. 89-105. ISBN 978-1-83867-604-9. Official URL: https://doi.org/10.1108/978-1-83867-603-220201008
Abstract
Talent management and its associated issues are a perennial concern for human resource management (HRM) practitioners and HR professional bodies. The disruption of the gig economy has exacerbated these concerns in multiple ways. This chapter seeks to interrogate this arena, its drivers and in particular the onward impacts on HRM practice and direction at the wider organisational level. The conceptual lens of Critical HRM has been selected for this analysis to examine how a variant of neoliberalism, that of human capital theory, has exuberated and legitimised a shift from an inclusive human relations approach to talent management to an exclusive individualised one with onward impacts on the talent development opportunities for individuals inside and outside of the organisation. This chapter also considers the reemphasis on the role of ‘strategic planning’ and the rise of supply chain management discourses in the context of managing atomised talent. It is argued that in the absence of mutuality in the gig economy espoused talent management strategies can create a conflict between the agendas of giggers, platforms and agencies and wider stakeholders in organisations. These issues are examined through an in-depth case study of gig-based contracts in the higher education and their impact on talent management and associated goals of innovation and creativity.
Item Type: | Book Section |
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Divisions: | Faculty of Social Sciences Faculty of Social Sciences > Essex Business School |
SWORD Depositor: | Unnamed user with email elements@essex.ac.uk |
Depositing User: | Unnamed user with email elements@essex.ac.uk |
Date Deposited: | 10 Mar 2022 19:24 |
Last Modified: | 16 May 2024 21:13 |
URI: | http://repository.essex.ac.uk/id/eprint/32491 |