Talent Management Article Critique 2 Assignment (Essay Sample)

TALENT MANAGEMENT ARTICLE CRITIQUE 2
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TALENT MANAGEMENT ARTICLE CRITIQUE 2
Claussen, J., Grohsjean, T., Luger, J., & Probst, G. (2014). Talent management and career development: What it takes to get promoted. Journal of World Business, 49(2), 236-244.
In this quantitative article, the researchers studied two aspects of human resource, which include career development and talent management, especially, whatever it takes for an employee to get promoted in his or her place of work. The investigations' goal was to inspect administrative aptitudes that are fundamental for supervisors' occupation advancement (Claussen et al., 2014). The investigators conducted a detailed review of literature in which the following topic classifications were considered. These subject classifications included prior investigation studies on the significance of HRM (Human Resource Management) as a foundation of competitive advantage, human capital, especially, the expertise and experience of a job, and social capital, which primarily focus on the size of networks. From the review of literature, the investigators developed premises.
The foremost premise tested was, “Managers’ job experience positively affects their odds of being promoted to both middle and senior management positions” (238). The second premise examined was, “Managers’ job expertise positively affects their odds of being promoted both to middle and senior management positions” (238). The third premise analyzed was, “The job experience of a manager’s peers negatively affects his or her odds of being promoted to middle and senior management positions” (238). The fourth premise was, “The job expertise of a manager’s peers negatively affects his or her odds of being promoted to middle and senior management positions” (238). The fifth premise was, “Managers’ network size positively affects their odds of being promoted to middle management positions” (238). The sixth hypothesis was, “A manager’s peers’ network size negatively affects his or her odds of being promoted” (238). The seventh premise was, “A manager’s network size negatively affects his or her odds of being promoted to senior management positions” (239).
The populace studied incorporated individuals involved in projects aimed at developing video games. The teams involved in such developments usually comprise of between thirty to eighty people occupying specifically any of three levels of management, which include senior, middle, and operative. The method used was majorly observations whereby 126,975 observations were made for the independent variables (network size, genre expertise, and job experience) while 74,469 and 112,873 observations were made for the dependent variable (promotion to middle management and senior management respectively). As for the data analysis, Claussen et al. (2014) involved the use of Cox proportional hazard models to identify the number of promotions. The results include three thousand one hundred and forty-seven promotions to senior management and seven thousand and three promotions to middle management. These resul...