Strategic choices regarding talent management in the Flemish public sector

Dorien Buttiens () and Annie Hondeghem ()
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Dorien Buttiens: KU Leuven Public Governance Institute, Brussels, Belgium
Annie Hondeghem: KU Leuven Public Governance Institute, Brussels, Belgium

Society and Economy, 2015, vol. 37, issue 1, 49-72

Abstract: In the past decade, talent management (TM) research has mainly focused on (large) organizations in a for-profit context. From this, it has been established that it is important to apply a contingency perspective since ‘organizations develop talent systems which reflect particular organizational objectives in the context of the strategic constraints which they face’ (Vaiman & Collings 2013). Furthermore, Vaiman & Collings (2013) state that future research thus should aim to connect the talent management policy of an organization to the corporate culture and business strategy. In addition, Thunissen et al. (2013a) acknowledge that the approach to talent is not only determined by the management of an organization but also by other stakeholders (e.g. employees and society). This article aims to contribute to these concerns in the literature by using the contextually based human resource theory (CBHRT) of Paauwe (2004) in a public sector context. The CBHRT tries to explain the choice for an HR policy by looking at several dimensions in the (institutional) environment of an organization and by taking into account the influence of stakeholders. Furthermore, by focusing on the Flemish government, this article meets the call to further research on TM in underexplored research areas.

Keywords: talent management; public sector context; strategic human resource management (search for similar items in EconPapers)
JEL-codes: J24 (search for similar items in EconPapers)
Date: 2015
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